Sip E-Guide

SOCIAL
INNOVATORS
PROGRAMME
TRAINING
GUIDELINES
A complete training helping
young people develop
social innovation and social
entrepreneurship projects
UK CZ RO
SIP GUIDE UK
INTRODUCTION
The Social Innovators Programme

Training Guidelines (SIP E-Guide) is a handbook to be used by any organization
looking to implement social innovation trainings for young people. It includes the training
materials and the methodology for delivering the theoretical information, as well as
recommendations on how to facilitate the learning experience.
Individuals interested in social innovation can also use the SIP E-Guide and read through
the training materials in order to develop their own social innovation project.
This collection of intellectual outputs – training materials and methodology on social

innovation and social entrepreneurship – was produced as part of the Erasmus+ funded,
strategic partnership project developed between organizations from Scotland (European
Development Innovation Network – EdiNet), the Czech Republic (Ustav socialnich inovaci)
Romania (Rotaract Club Bucharest), aiming to support the development of social innovation
education in Central and Eastern Europe.
The initial training materials created by Edinet (Scotland) have been adapted to the social
and economic context in Romania and the Czech Republic. To gather feedback, Rotaract
Bucharest and Ustav used the training materials during pilot trainings involving 60 young
people in each country. The following pages are the final version of the training materials
and training methodology, ready to be used be other organizations involved in youth work,
education or the public sector.
Piloting the training course has served to produce a training manual that is relevant to the
target audience and easy to use by facilitators, trainers and educators.
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What information does the SIP E-Guide provide?
The SIP E-Guide includes essential information on the fundamental elements of a training course:
Training materials on topics essential to the development of any social innovation project: Social Innovation, Marketing & Branding, Business management
(legal and accounting), Finance, Social Impact, Leadership & Communication, Pitching & Public speaking.
Methodology – the training course design with detailed methods of delivery, using principles of non-formal education, tips for organizing and facilitating the
learning activities
Social innovation projects from Scotland, Romania and the Czech Republic presented in interviews with the founders or key staff members who share their
experience, challenges faced and leasons learned.
The material is structured as a collection of three different training formats, with country specific information and general elements which can be adapted to any
learning context. In the SIP E-Guide you will find one training programme which uses methods of non-formal education, another which includes an on-site 2-day
intensive training session and a third more traditional approach best suited for a formal learning environment. You can create your own version of the training
programme by combining the various elements presented in the SIP E-Guide.
After reading these pages, you will be able to organize a training programme which will be the starting point to understanding social innovation concepts,
generating ideas and planning a social innovation project.
How can I access the SIP E-Guide?
The SIP E-Guide is available for download via the project website www.rotaract-bucuresti.ro/sip.
Connect with the project team via the website.
We are open to answer questions, provide information and offer support so that you or your organization can support social change through education.
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SIP GUIDE UK
CONTRIBUTIONS AND CREDITS
AUTHORS Sabina Manková

European Development Innovation Network Lukáš Trčka
Roger Horam
Roxana Ghita
EDITORS
Asociatia Rotaract Club Bucuresti European Development Innovation Network
Ana-Maria Andronic Ustav socialnich inovaci
Asociatia Rotaract Club Bucuresti
Ustav socialnich inovaci
Roman Málek
Jirí Daneš The Social Innovators Programme team would like to thank
Ivo Škrabal all those who have contributed to the creation of this mate-
Kristina Kodádková rial through their involvement in the Social Innovators Pro-
Petr Beneš gramme project.
Roman Chlopčík
Milena Hakenová
Zdenek Zívala
Petra Harazimová
4
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SIP GUIDE UK
TABLE OF CONTENTS
CHAPTER 1 10 CHAPTER 3 134
SOCIAL INNOVATION AND YOUTH UNEMPLOYMENT THE SIP TRAINING EXPERIENCE IN
THE CZECH REPUBLIC
Social Innovation Theory 12
NEETS 26 Training piloting summary 136
Agenda 140
Social innovation 142
CHAPTER 2 32 Introduction to Marketing, Branding and Social Media 164
THE SIP TRAINING EXPERIENCE IN SCOTLAND Legal Structure and administration 182
Access to finance 202
Social Innovation 34 Leadership and peer support 228
Ideation and Business Model Canvas 44 Pitching and Public speaking 250
Introduction to Marketing, Branding and Social Media 54 Coaching 266
Legal Structure and administration 64 Mentoring
Access to finance 78 Case studies 278
Impact measurement 88 Amaro Records 278
Leadership and peer support 102 Zelena Dilna 282
Ironing ladies 286
Pitching and Public speaking 116
Rekola 290
Case studies 124
Edinburgh Tool Library 124
Emotion works 126 CHAPTER 4 294
Invisible Edinburgh 128 THE SIP TRAINING EXPERIENCE IN ROMANIA
Remade in Edinburgh 130
Vox Liminis 132
4.1.The SIP Training in Romania 296
Training piloting summary
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Agenda 304
SIP training course flowchart 310
Methodology 334 Methodology
Icebreakers and Name Games 334 SWOT Analysis 458
Energizers 340 DORI Window 460
Cooperation Games 344 Johari Window 461
The Hero’s Journey 348 Leadership - Blind triangle 462
ORID 350 Relationship Hygiene 466
4.9 Public speaking & Pitching 468
4.2 Social Innovation Theory 354 4.10. Case studies RO
Methodology 364 Mesteshukar Butiq 480
Social Innovation 364 Nod Makerspace 484
Ideation exercise 365 Social Tea House 488
Defining the problem 366 Mama Pan 492
Business Model Canvas 367
Problem Tree 358 CHAPTER 5
4.3 Marketing & Branding 370
THE SIP MOBILITY IN SCOTLAND
Methodology 386
Marketing Mix
Branding and Social Media 388 5.1. Study visit overview 498
4.4 Legal administration 390 5.2. Summary of key learning points 502
4.5 Financial administration 402
4.6 Social Impact 408 SOCIAL INNOVATORS PROGRAMME – our story 504
4.7 Financing your idea 426
4.8 Leadership - Management of people,
teams and organizations 442
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SIP GUIDE UK
FORWORD EN
All over Allthe

over world,
the world,
socialsocial
innovation
innovation
is tackling
is tackling
some some
of the of
most
the pressing
most prob-
lems facing
pressing society
problems todayfacing
- fromsociety
fair trade,
todaydistance
- from fair
learning,
trade, hospices,
distance learn-
urban farming
and waste
ing, hospices,
reduction urban to restorative
farming justice
and waste and zero-carbon
reduction to housing.
restorative Butjustice
most of these
are growing
and zero-carbon
despite, nothousing.
becauseBut of, help
mostfromof these
governments.
are growing despite, not
because of, help from governments.
Social innovation thrives on collaboration; on doing things with others, rather than just
Social
to them or for innovation
them: hence thrives
theon collaboration;
great on doing
interest in new ways ofthings
usingwith
the others,
web to ‘crowd-
source’
rather
ideas, than
or just
the many
to them experiments
or for them: involving
hence theusers
great
in designing
interest in services.
new ways
of using the web to ‘crowdsource’ ideas, or the many experiments involv-
ing users
So is civil society in prepared
designingfor services.
the future? Probably not. Most organizations have to live
hand to mouth, juggling short-term funding and perpetual minor crises. Even the bigger
ones rarely
So is civil
get much
societytime prepared
to stand forback
the future?
and look Probably
at the bigger
not. Most
picture.
organiza-
Many are on a
tionschasing
treadmill have toafter live hand to mouth,
contracts and new juggling short-term funding and perpet-
funding.
ual minor crises. Even the bigger ones rarely get much time to stand back
There and
is a yearning
look at the for people
bigger to picture.
return Many
to elementary
are on a moral
treadmill
virtues,chasing
such asafter
integrity and
commitment.
contractsWe and distrust
new funding.
people who have no centering of values. We greatly respect
businessmen, for example, if they display those virtues, even if we don’t necessarily agree
Geoff Mulgan with the
Therepeople.
is a yearning for people to return to elementary moral virtues, such
Chief Executive of Nesta as integrity and commitment. We distrust people who have no centering
The most
of values.
important We innovators
greatly respect
often businessmen,
don’t need anyfortechnologies
example, if-theyjust imagination
display and
Geoff Mulgan CBE is Chief Executive of acute those
sensitivity
virtues,
to people’s
even if we needs.
don’t necessarily agree with the people.
the National Endowment for Science
Technology and the Arts and Visiting The most important innovators often don’t need any technologies - just
Professor at University College London, imagination and acute sensitivity to people’s needs.
the London School of Economics and
the University of Melbourne
8
FORWORD CZ
Recently social entrepreneurship is widely discussed issue in the Czech Republic.

The reason is indicated by the base characteristics of social economy. The main purpose of
social business is to satisfy a social aim and not to make a profit. This type of business pro-
duces positive externality - social benefit - that cannot be always evaluated by the market. It
is an area of economic activity of individuals or organizations effectively linking economic,
social and often also environmental or other beneficial aspects. The basic principle of social
enterprises´ operation is economic self-sufficiency as well as social responsibility.
Social economy is less developed sector of the Czech economy. It has a potential to create
a lot of new jobs also for long-time unemployed people and other marginalized groups.
Therefore, the Czech government should seek for the ways how to develop this important
branch of economy. At the present, social economy isn´t considered as potential key to
encourage the employment rate. Excluding vulnerable persons from labour market Czech
economy is losing tens of millions of Czech crowns in productivity and in fiscal contribution
to the state budget.
Social innovation is a newish concept in the Czech Republic, while the social enterprise
definition is accepted by a wide range of stakeholders. However, these definitions are not
included in any legal framework, nor is there a specific body responsible for monitoring of
compliance. First law determining social entrepreneurship and social enterprises is under
preparation. The responsible body to prepare the Act on Social Entrepreneurship is the
Agency for Social Inclusion attached to the Office of the Czech Governmental.
Ivo Škrabal
The activities of social enterprises usually require an initial investment which may be the Chairman of Board of Di-
subject of public funding. However subsequent operation of social business must already rectors, Institute of Social
be self-sustaining, based on the building of interpersonal relationships, employee develop- Innovation
ment, regular education with local impacts on the entire society or community. Nowadays
we already know from good practices´ examples that socially and health disadvantaged
are loyal and honest employees who appreciate their job opportunity. Nevertheless, the Ivo Škrabal is counsellor of Ministry of
basis for success is naturally a competitive business plan as in a normal business. Labour and Social Affairs of the Czech
Republic for the social entrepreneurship
and social innovations field
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SIP GUIDE UK
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C H A P T E R
SOCIAL INNOVATION
AND YOUTH
UNEMPLOYMENT
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SIP GUIDE UK
SOCIAL INNOVATION THEORY
‘Social Innovation’ is a relatively new term, not widely used or understood in the
public domain, and very infrequently used in the policy domain. In comparison to
scientific or IT based innovation it is given less attention; and it is sometimes con-
fused as being the same thing as “social enterprise” – which it is not. Nor is it exclu-
sively the domain of the Third Sector.
However social innovation is not new. It is central to all flourishing societies and
provides the glue which provides or repairs social cohesion and advancement. It
happens across sectors, bottom up, and top down e.g. the ban in smoking in public
places, and ‘Boris Bikes’. The emphasis of such initiatives is in joined up thinking and
approaches.
Social Innovations are new strategies, concepts, ideas and organisations

that meet social needs of all kinds, that extend and strengthen civil society.
They include the social processes of innovation, and innovations that have
a social purpose.
Wikipedia
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‘Social Innovation’ as a concept is moving public, private and third sectors. Together we Social innovation is sometimes seenas
up National Government policy agenda can tackle the challenges and opportunities synonymous with social enterprise, but
following attention given to it by the of meeting our National Outcomes and whilst many social enterprises are socially
European Commission, and the funding ensuring the prosperity of our communities innovative; we had already seen that
that is coming to Europe during the next and country. social innovation occurs in other contexts.
decade to support it in key areas such as Therefore we wanted raise attention to social
employability and health. WHY TALK ABOUT SOCIAL INNOVATION innovation across sectors and subjects.
NOW?
On a national level there are many The mission of the partners involved in the
opportunities and drivers for social There is increasing attention at the Social Innovators Project funded through
innovation: Public Sector Reform, the European Level being given to the concept Erasmus + Strategic Partnerships for Youth
Community Empowerment Act, an emphasis and potential of social innovation; see for has been to stimulate and support social
on participation in democracy and building example, the European Commission’s Guide innovation. We seek to do this through the
community assets to name a few. to Social Innovation (http://ec.europa.eu/ provision of dynamic resources for social
National and regional policy makers now DocsRoom/documents/19042). change makers and through collaboration
need to understand how social innovation with other socially innovative organisations.
fits into and flourishes in their own area This involved preparation of training
of directorate, establish links across all Innovation is often put forward in the context materials and access to established social
directorates, and develop the conditions of science and technology as an important innovators through a study visit.
which assist social innovation across the source of business and economic growth.
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SIP GUIDE UK
WHAT IS EUROPEAN SOCIAL Spain, to France’s Emmaus communities SOCIAL INNOVATION - QUALITIES
INNOVATION? which are now established all over Europe AND SKILLS NEEDED:
and Italy’s San Patrignano which is now the
Across the world, millions of people are largest drug rehabilitation community in
creating better ways to tackle some of the the world. Some are less well established,
most challenging social problems of our as individuals, communities, organisations • making connections
times. “This is European Social Innovation and companies begin searching for new
– A call for inspiring stories” proves that ways, and adapting old ones, to address the • disruptions
Europe is no exception. modern societal challenges. • critical mindset
The current financial and economic crisis Despite this activity, the field of social • vision
makes social innovation more important innovation has yet to mature enough
than ever – both as a component of to tackle the multitude of challenges • persistence
economic strategies to build Europe’s society presents it with. Many innovative • ability to learn
relative position in growing fields such as projects and programmes remain small, • reflection
healthcare and environmental services, and under-funded, and are not sustainable,
• experimentation
as a vital contribution to achieving greater therefore having restricted impact. Funding
value for money in public services. We must specifically intended for growing social • take risks
look to social innovation to stimulate a more innovations is limited, and often provided • question results
dynamic, inclusive and sustainable social by philanthropists. In order to move from its
• focus but also openness
market economy. current state of fragmented good ideas, to a
Fortunately, there is no shortage of social place where social innovations are making • ability to “sell”
innovations in Europe. Many are very well a more consistent, more efficient impact • courage
established – from the Mondragon group across all areas of need, successful social
of Cooperatives in the Basque Country in innovations in Europe must be more visible.
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THEORIES ON HOW SOCIAL WHAT IS SOCIAL INNOVATION? and the knowledge-based society is at the
INNOVATION STARTS: core of the Europe 2020 Strategy.
Social innovation can be defined as the Social innovation describes the entire process
development and implementation of new by which new responses to social needs are
ideas (products, services and models) to developed in order to deliver better social
• in response to a perceived need or meet social needs and create new social outcomes. This process is composed of four
relationships or collaborations. It represents main elements:
opportunity new responses to pressing social demands,
• to solve a clear problem OR an evolving which affect the process of social interactions.
issue It is aimed at improving human well-being. • Identification of new/unmet/
Social innovations are innovations that are
• from a love of social justice social in both their ends and their means. inadequately met social needs;
• organically and in several places at They are innovations that are not only good • Development of new solutions in
once for society but also enhance individuals’ response to these social needs;
capacity to act.
• by accident • Evaluation of the effectiveness of new
• from frustration They rely on the inventiveness of citizens, civil solutions in meeting social needs;
• from relationships (between different society organisations, local communities, • Scaling up of effective social
businesses and public servants and
types of people) innovations.
services. They are an opportunity both for
• as a result of disaster the public sector and for the markets, so
• from visions of how things could be that the products and services better satisfy
individual but also collective aspirations.
over different time horizons
Stimulating innovation, entrepreneurship
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SIP GUIDE UK
The BEPA (Bureau of European Policy ambitious of the three and to an extent Many social innovations have to do with
Advisors) definition above comes from a encompassing the other two, is achieved service innovation. This includes innovation
report1 which outlines the following three through a process of organisational in services and in service products, new
key approaches to social innovation: development and changes in relations or improved ways of designing and
• Social demand innovations which between institutions and stakeholders. producing services, and Innovation in
respond to social demands that are Many EU approaches that involve service firms, organisations, and industries
traditionally not addressed by the market ‘stakeholders’ are attempting to move – organisational innovations and the
or existing institutions and are directed in this direction such as the EQUAL management of innovation processes,
towards vulnerable groups in society. programme (driven by the idea of within service organisations. Social design
They have developed new approaches changing the balance of power between is also used as a term to describe particular
to tackling problems affecting youth, users and providers4) and LEADER5. approaches to social innovation.
migrants, the elderly, socially excluded
etc. The European Social Fund and In sum, Social innovation approaches are Social design is also meant to empower
initiatives like PROGRESS traditionally notably innovations in the internationally people at local level to invent together
link to this. recognised Oslo Manual sense, but whose solutions to economic and social problems.
• The societal challenge perspective focuses primary goal is to create social change. Just It contributes to offer new values to guide
on innovations for society as a whole like not all enterprises are social enterprises, public administrations’ actions through
through the integration of the social, the not all innovations are social innovations. collaborative working, experimentations
economic and the environmental. Many Compared to mainstream innovations, and prototyping.
of the integrated approaches seen in the ‘social innovations’ are critically driven
ERDF’s URBAN programmes as well as by an extra motive: a social mission, and
the URBACT programme fall into this the value they create is necessarily shared
societal challenge approach. value, at once economic and social.
• The systemic change focus, the most
16
Social innovation describes the entire process elderly, socially excluded etc. The European In sum, Social innovation approaches are
by which new responses to social needs are Social Fund and initiatives like PROGRESS notably innovations in the internationally
developed in order to deliver better social traditionally link to this. recognised Oslo Manual sense, but whose
outcomes. This process is composed of four • The societal challenge perspective primary goal is to create social change. Just
main elements: focuses on innovations for society as a like not all enterprises are social enterprises,
• Identification of new/unmet/ whole through the integration of the social, not all innovations are social innovations.
inadequately met social needs; the economic and the environmental. Many Compared to mainstream innovations,
• Development of new solutions in of the integrated approaches seen in the ‘social innovations’ are critically driven
response to these social needs; ERDF’s URBAN programmes as well as the by an extra motive: a social mission, and
• Evaluation of the effectiveness of new URBACT programme fall into this societal the value they create is necessarily shared
solutions in meeting social needs; challenge approach. value, at once economic and social.
• Scaling up of effective social • The systemic change focus, the most Many social innovations have to do with
innovations. ambitious of the three and to an extent service innovation. This includes innovation
The BEPA (Bureau of European Policy encompassing the other two, is achieved in services and in service products, new
Advisors) definition above comes from a through a process of organisational or improved ways of designing and
report1 which outlines the following three development and changes in relations producing services, and Innovation in
key approaches to social innovation: between institutions and stakeholders. Many service firms, organisations, and industries
• Social demand innovations which EU approaches that involve ‘stakeholders’ – organisational innovations and the
respond to social demands that are are attempting to move in this direction management of innovation processes,
traditionally not addressed by the market such as the EQUAL programme (driven within service organisations. Social design
or existing institutions and are directed by the idea of changing the balance of is also used as a term to describe particular
towards vulnerable groups in society. They power between users and providers4) and approaches to social innovation.
have developed new approaches to tackling LEADER5.
problems affecting youth, migrants, the
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SIP GUIDE UK
Social design is also meant to empower In general, social innovation approaches AREAS WHERE SOCIAL INNOVATION
people at local level to invent together are: MIGHT HAVE GREATEST IMPACT
solutions to economic and social problems. • Open rather than closed when it comes
It contributes to offer new values to guide 1. Localisation - local initiatives, co-
public administrations’ actions through to knowledge-sharing and the ownership production and localisation in response
collaborative working, experimentations of knowledge; to demographic trends which It requires a
and prototyping. • Multi-disciplinary and more integrated move from top down to bottom up. Local
solutions are appreciated; they don’t always
While the techniques being developed to problem solving than the single need to be transferred.
vary considerably they rarely resemble department or single profession solutions More decisions made locally or with high-
the more traditional forms of service- of the past; participation and skill to do so. More
planning in the public sector in which either responsibility locally, addressing negative
• Participative and empowering of citizens
formal meetings are the dominant form or impacts locally, not outsourcing them.
where experts arrive at solutions by linear and users rather than ‘top down’ and
analysis. Social innovation practices tend expert-led. 2. Democracy and civic participation
to be looser, involve more people, feature 2.a. Open, enabling leadership who are
• Demand-led rather than supply-driven;
more animation techniques, are more
interdisciplinary, find new ways of involving • Tailored rather than mass-produced, as resourceful and enable risk taking, with
users and citizens and encourage thinking most solutions have to be adapted to greater access and more nurturing.
out of the box. They deploy evidence based Transparency in how things are run.
local
methods and often use techniques like
benchmarking to identify good practices in • circumstances and personalised to 2.b. Active citizens - in the future, people are
the specific fields. individuals. engaged, and society values long term
gain over the short term. A society that is
18
decentralised, pluralistic, inclusive, and respect, understanding, shared values and and energy self-sufficiency and communities
recognises that no one size fits all. People vision. wealthy via a wind farm dividend.
Increased environmental responsibility,
contribute to developing systems as part 4. Inclusiveness leading to greener businesses, green hands
of public “service” and volunteering. Networking and sharing will be a strong and lifestyles.
People feel more involved. characteristic, diversity will be accepted. Community food production within a
Reduced poverty and feasting centres would healthier food system and cultural change
2.c. Collaborative and participative replace food banks. Needs would be met around food. Leads to good health for
problem solving - Parliament run on a in caring communities where many people people and communities
collaborative, problem-solving basis. play. Intergenerational meetings and
celebrations will cross fertilise ideas. No 6. Equality
We could “reboot” our operating system
isolation because of inclusive communities. A salary ratio (lowest to highest paid) of 1:7
(social innovation is understood as or 1:5. All neighbourhoods look flourishing;
the operating system). A measured 5. The environment and infrastructure no sharp distinction between areas. Wealth
Better infrastructure- like more and better being redistributed and jobs and recreation
and inclusive approach to community
housing, learning and development for all- health in its widest sense. A more
decision-making, everyone participates opportunities, jobs and fulfillment leading to equal pattern of land ownership and
and is valued. sustainable and wealthy communities. Eco- difference being used as an asset. No
houses and great, efficient public transport discrimination; gender, age or sectarianism
and cycle lanes everywhere. and a society where all are included and
3. Cross Sector Working
Access to quality built environments, homes have an opportunity to learn, grow and
Social innovation includes public, private
for all and more community ownership of contribute.
and third sectors. There will be collaboration
assets. Collective access to rural area and
with the public, private and third sectors seen
common land. Clean energy generation
as three legs of a stool, on a foundation of
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SIP GUIDE UK
7. Economy 8. Business to explore and develop skills

This new economics includes fair and equal Business would be required to deliver
pay and responsible citizens. People will positive local & social environmental impact 10. Attitudes and values
be free to take responsibility, for example, and not just financial returns. The more- A positive atmosphere, though some
through microfinance. The wealth distribution than-profit ethos will prevail- not profit at all “dourness” retained. A feeling of “I can
will be different, with a revamped banking costs. No business will be too small if their do it” or rather “we can do it”. Find your
system and institutions in support. There idea benefits many. In this society the size of niche; achieve your potential by doing what
will be income generated by land tax. An enterprise doesn’t matter: small is beautiful, you’re good at. Child friendly and aware,
alternative to benefits system- subsistence large is great, and small and large will share society will contribute. Age a real asset
wage- this links to the idea of national ideas, enterprise and learning. not a problem. Society will be just and
minimum income with more balance in our financially fair. Communities will share and
lives and people earning enough to feed 9. Education collaborate.
themselves and their families, and people Emphasis on early year education. Children There is an emphasis on being outdoors
will grow their own food. People sell their are helped to see possibilities and try and and being with friends and family; having
activity data to actuaries and supplement adapt different ways to do things. They are longer term perspective; community &
their pensions. There is Less demand for encouraged at school. Children learn values social confidence and security. Education
crisis services through having prevented in the home, not at school, and that the and learning will be prized once again. This
need. In other words; there is a shift from adult is valued at work and contributes to is underpinned by community reliance and
each according to their means to each society. Different methods of education will empowerment and lots of innovative ideas.
according to their needs. Responsible use of be used so that all can be educated. Linked
resources- oil, fashion, food, people. up home schooling. Equal, high quality 11. Enterprise and employment
education. Universities operate in service of Industries that we excel at would prosper
communities, region and nation. Inclusive and there would be a vast increase in
centres of excellence to encourage people social enterprise. This is coupled with an
20
increase in job opportunities. 100% fulfilling honest broker, and as educational leader.
employment There will be social innovation Scotland will look outwards.
zones in every community that transfer local 14. Health
resources into enterprising activity. A healthy population that will live longer
through prevention not cure. Healthcare will
12. Connected systems be social, emotional and physical. Getting
Includes interlinking concepts such as healthier- we will all have new access to
sharing, numeracy and homes for all. It wellbeing services, which leads back to the
highlights transport links from mainland to heart.
islands. Improved infrastructure connects
to education, which connects to democracy 15. Technology
which connects to independent Scotland? Technology will be used to support process
Community resilience and cooperative of social innovation- e.g. data monitoring.
approach lead to cultural change; people There will be more meet-ups and
enabled to support each other. “holographic Skype (2nd life)”. “I am living
Strong community networks, improved at home alone cared for by a hologram” An
models 3rd sector and of local and central idea of a UK wide time bank is illustrated
government leading to “systems change”. with an example that a grandson will
Self-actualisation is shown as at the top of a volunteer in Swansea allowing care to be
pyramid, where government supports safety bought in Scotland.
at the bottom.
13. Scotland’s Place in the world

Globally respected as a neutral country, as
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MAINSTREAM NICHE - CONSIDER HOW TO SUPPORT FRINGE - CONSIDER WHETHER TO SUPPORT

Co-production policy Co-production practice Communities meet own needs
Spend time with friends and family Citizens are active and engaged Local solutions don’t need to be replicated
Spend time outdoors Public, private and third sectors collaborate Participation in local decision making
Intergenerational collaboration Leaders enable risk taking
Learning culture Pluralistic approaches
People contribute to developing government
Community ownership of assets
systems
Parliament run on a collaborative problem
Difference used as an asset
solving basis
Need for state intervention is prevented Social innovation understood as the operating
from developing system
“We can do it” attitude Sharing
Scotland looks outwards Play
Technical support for social innovation Financial benefits returned to communities
More than profit ethos Pay ratio of 1:7 or 1:5
Small and large businesses share ideas Social innovation zones
Wellbeing services (not illness services) Great transport links, including to the islands.
Age is used as an asset Linked-up home schooling
Children helped to see possibilities Inclusive centres of excellence
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A STAGE MODEL OF SOCIAL THE SPIRAL MODEL OF SOCIAL INNOVATION SHOWING THE FOUR
INNOVATION STAGES 9
Social innovations typically go through

stages. They start as ideas, which may then
be piloted or prototyped. If successful there
is a process of sustaining the new model in 1. Ideas
the implementation stage – perhaps as a
new venture or as a new policy within an
existing institution. The final stage is to scale
up so that the new approach makes a real
impact and becomes part of the norm.
The challenge for policy makers is to identify
which ideas are the most promising to take
to the pilot stage, and to identify which 2. Prototiping &
pilots are best able to improve on existing piloting 4. Scaling
models of practice. Then selecting from
among those pilots, the projects that should
be implemented to become sustainable
ventures and the ventures that should be
scaled up to achieve systemic changes. It is 3. Implementation
important that regional authorities design
programmes that stimulate a pipeline of
projects at each stage which can then be
promoted to the next.
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WHY OPT FOR SOCIAL INNOVATION? excitement around new entrepreneurial Europe arguably constitutes especially
answers and solutions to the rapidly fertile grounds when it comes to sustainably
In the past, societal challenges such as the changing challenges that these trends raise. enabling and growing social innovation.
ageing of Europe, migration waves, social Moreover, we already see a lot of business
exclusion or sustainability were primarily model experimentation – the emergence of Europe 2020, the EU’s leading strategy,
perceived as problems that constrained the hybrid organisational models, horizontal aims at a smart, sustainable and inclusive
behaviour of economic actors. Individuals business models designed to create at once economy. It also points to social innovation
wishing to tackle them turned to traditional economic and social value. as one of the avenues to explore to attain its
non-profit models as the vehicle through There is also a great need and potential targets. In the flagship initiatives “Innovation
which to channel their energies. These for social innovation in the public sector. Union, “European Platform against
activities have often been highly dependent As social needs are evolving because of poverty”, “A Digital Agenda for Europe” and
on government subsidies or private structural trends like demography and the “Active and healthy ageing” innovation
donations and faced the difficulty of realising ageing, it is necessary to adapt social partnership, social innovation figures
a long-lasting, sustainable difference. policies and find economic solution in times prominently. It does also in the HORIZON
Today, societal trends are increasingly of “growthsterity”. 2020 framework programme for research
perceived as opportunities for innovation. and in the new Cohesion Policy proposal.
What’s more, trends in demography, Europe has a head-start. It is ideally placed Four years into the crisis, Europe is facing
community and social media, poverty, to take a lead and capture first-mover unprecedented problems that have put in
the environment, health and wellbeing, benefits when it comes to implementing jeopardy its currency, economy and social
or ethical goods and services are more social innovations by pro-actively and model. Perhaps at no time since the 1940s
and more understood as growth markets. effectively trying to fully (and fairly) realise has social innovation been so urgently
Just think of the growing shelf space that both economic and societal benefits. With its needed.
green (organic) and fair trade products strong legacy in social democracy, solidarity,
have conquered. In addition, there is a real civic participation, justice and fairness,
24
In its Europe 2020 Strategy the European Social innovation can be a tool to help
Union has identified targets in five areas: achieve these targets:
• Employment: 75% of the 20-64 year- • It can provide new, more efficient
olds to be employed answers to meet growing social needs;
• R&D/innovation: 3% of the EU’s GDP • It can provide local answers to
(public and private combined) to be complex social and societal challenges
invested in R&D/innovation mobilising local actors;
• Climate change / energy: greenhouse • It is capable of integrating various
gas emissions 20%(or even30%, if the stakeholders to tackle this jointly,
conditions are right) lower than 1990; through new ways of working together
20% of energy from renewables ; 20% and involving users;
increase in energy efficiency • If applied well, it can deliver using
• Education: Reducing school drop-out fewer resources, particularly important
rates below 10% ; at least 40% of 30- at a time of reduced public finances and
34–year- olds completing third level shrinking private funds.
education
• Poverty / social exclusion: at least 20
million fewer people in or at risk of
poverty and social exclusion
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SIP GUIDE UK
NEETS - YOUNG PEOPLE NOT IN EMPLOYMENT,

EDUCATION OR TRAINING
YOUTH UNEMPLYMENT IN EUROPE WHAT IS A NEET?

NEETs young people not Employment,
Education or training The term NEET is used to describe young
Conventionally people who are not engaged in any form of
Definition Heterogeneity Unemployed
employment, education or training. The term
has come into the policy debate in recent
NEETs are young Heterogeny of the years due to disproportionate impact of the
people aged NEETs population Voluntary recession on young people (under 30 years
Unavailable
between 15 needs to be
NEETs
old (in UK under 24)). The unemployment
and 29 years addresed when NEETs rate for those under thirty is nearly double
who were not designing policies to the average rate.
inemployment, re-engage NEETs
education with
or training. the labour market or Opportunity
Disengaged
Seekers
with education.
14million
young people
aged between
15 & 29
26
Risk Factors
WHAT IS THE RISK?
Those with low levels of education are three

times more likely to be NEET than those with
third-level education. Education Immigration Disability Divorce
Young people with a Young people with Those dedaring of Young people who
The risk is 70% higher for young people from low level of education immigration backround suffering some kind suffered the divorce of
an immigration background than nationals are 3 times more are 70% more likely to of disability are the parents are 30%
while having a disability likely to become NEET become NEET 40% more likely more likely to become
compared to otherrs compared to nationals. of becoming NEET NEET.
or health issue is also a strong risk factor. comapared to others.
Unemployment Household Income Location

HAving parents who Young people with Living in remote areas
experienced a low household increases probability of
unemployment increases income are more becoming a NEET
the probability of being likely to become up to 1,5 times.
NEET by 17% NEET than others.
Education is no safety either: in the EU, 10% of young people with a tertiary education have become NEET. In Austria,
Denmark, Germany, the Netherlands, Sweden and the UK, this drops to less than 6% of those with a tertiary education.
In Estonia nd Italy, however, 20% of those with a tertiary education end up as NEET- twice the EU average.
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SIP GUIDE UK
WHAT IS THE RISK?
Those with low levels of education are three times more likely to be NEET than those with third-level education.
The risk is 70% higher for young people from an immigration background than nationals while having a disability or health issue is also a
strong risk factor.
Social Disengagement
Politics Disposition to vote Trust Social

40% òf non-NEETs NEETs are substantially NEETs have a lower Participation
are interested in less engaged in level of institutional Young non-NEETs
politics,compared politics; almost 65% trust compared to have a much higher
to 28.7% of NEETs declared a EETs general social
among NEETs. disposition to vote, participation rate
compared to more than than that of NEETs:
75% for non-NEETs. 46% against 26.7%.
28
Reintegration
WHAT IS THE RISK?

PATHWAY TO EMPLOYMENT
EU Member States have tried a number of Measures to prevent Measures to reintegrate School-to-work transition Measures to foster employability and measures to
measures to prevent young people from early school-leaving early school-leavers pilicies remove practical and logistical barriers to employment
becoming NEET and to reintegrate those
who are NEETs. The involvement of a range measures that (training)
measures to
of stakeholders in the design and delivery measures that aim to get measures to measures
help groups
of youth employment measures is essential. intervene young people facilitate the that aim to
at a specific
before risk back into transition to enhance
In particular, a strong level of engagement factors occur education or employment young
disadvantage
in the labour
with employers and their representatives is training people’s
market
needed for measures that focus on fostering employability
their beneficiaries’ employability.

recognise that there are seek to provide timely intervene at a slightly are policy interventions that intervene closer to
Successful policies are innovative. They supports that can support for those later stage of the the labour market entry point. The former seek to
introduce new ways of reaching out to be provided within the who have just made pathway as their primary adress gaps in transversal and-job specific skills
school environement, at the decision to drop goal is to ease young and competences (as well as other labour market
their target groups, with outreach activities home or trough holistic out by encouraging people’s transition ‘from abilities and apritudes), while the latter aim to
forming an important part of efforts to support measures that and enabling them to learning to earning’ and address specific barriers faced by young people
can improve student’s continue their previous therefore to ensure that from vulnerable backrounds in particular
engage disfranchised young people, while chances of staying in studies or to find other, public investment in
incentives, ‘branding’ and marketing education or training more suitable training education and training is
alternatives maximised
campaigns can be useful in the context of
more universal youth employment services.
MEASURES
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SIP GUIDE UK
SCOTTISH NEETS APRIL 2017
ILO UNEMLOYMENT LEVELS BY AGE-GROUP (16-64), SCOTLAND

Not Seasonly Adjusted
300
50-64 35-49 25-34 16-24

The NEET statistics feed into the Scottish 250
Government policy ‘Opportunities for
All’ , which is the Scottish Government’s
commitment to an offer of a place in learning 200
or training for every 16-19 year old (up to
their 20th birthday), with a specific focus on 150 31
young people not in education, employment 28 32
or training. It brings together a range of 16 35 age 50-64, 109%
existing national and local policies and 37 39 34 increase since 2008
100
strategies, including More Choices More 33 33
32 30 age 35-49, 5%
Chances and 16+ Learning Choices, as 22 34 increase since 2008
a single focus to improve young people’s 50 age 25-34, 8%

20
participation in post-16 learning or training. 55 73 61 64 decrease since 2008
age 16-24, 41%
0 32 decrease since 2008
Dec-Feb 2008 Dec-Feb 2014 Dec-Feb 2015 Dec-Feb 2016 Dec-Feb 2017
Source: Labour Force Survey, ONS
30
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SIP GUIDE UK
2
C H A P T E R
THE SIP TRAINING

EXPERIENCE
IN SCOTLAND
32
33
SIP GUIDE UK
SOCIAL INNOVATION
WELCOME
Aim:
• To introduce/remind people about Social Innovation
• To assist people in determining whether this Social Innovation training course
will be suitable and of benefit
• To help and encourage people to decide to sign up
Today’s facilitators are:
Slide 1.2
34
AGENDA: WHY?
0.30 – 0.00 – Arrivals and refreshments Nearly all innovation policy is tailored to termediary bodies to match the supply of
0.00 – 0.15 – Welcome and scene setting the needs of traditional for-profit science new ideas to the demand for them. Fund-
0.15 – 1.00 – Introduction and context and technology-based innovation. Howev- ing is patchy, and there are insufficient in-
1.00 – 1.10 – Introduction to exercise er, meeting the economic and social chal- centives for public service managers to seek
1.10 – 2.00 – Exercise - Creating lenges of the coming decades will increas- new and improved solutions.
connections and shared understanding of ingly require fundamental improvements in
social innovation public services. Social innovation is critical
2.00 – 2.15 – Break to this process.
2.15 – 3.00 – Exercise 2 - Exploring Currently, the field of social innovation is
conditions that enable social innovation to poorly understood. There are some great
flourish practical examples from all over Europe to
3.00 – 3.15 – Feedback and next steps show how localities can use innovative ap-
3.15 – 4.00 – lunch/snack and networking proaches to transform public services.
Social innovation is driven by having the
right strategies and organisations to marry
real social needs with new, workable ideas
Slide 1.4
to address them. But there are too few in
Slide 1.3
35
SIP GUIDE UK
WHY & WHY PERHAPS NOT? WHY PERHAPS NOT? important allies. Broker agencies like the
Young Foundation can cultivate and nurture
Social innovations in one field can be spread Insufficient understanding of the drivers social innovation. Their flexibility creates
to other areas of public services provision. of innovation. Social innovation has space for creativity, experimentation and
Funding is important, but not the main driver, lacked systematic or strategic support and innovation, but they cannot substitute for
and social innovation can occur anywhere evaluation, unlike advanced technology, or the involvement of organisations with more
– even in areas without a long tradition of other areas of innovation. There is limited power and resources (often governments)
‘thinking differently’. Most importantly, by evidence on the drivers of social innovation, when the time comes for full-scale policy
making changes to leadership, incentives although some have been identified (for development and implementation.
and funding, national governments could example, charismatic leadership and an
rapidly transform a country’s ability to organisational culture that encourages
innovate socially. creativity and experimentation). However, to
Innovation in public services can reduce date, the field has largely remained on the
costs and improve performance. Social ‘fashionable margins’ of serious research.
innovations can take several forms. These
include public sector innovation within A lack of intermediary bodies to
public services, to improve performance facilitate the growth and dissemination
or save money, and innovation in the of innovation. There are currently too few
non-profit or for-profit private sectors that intermediary bodies connecting the pull
improves public services or provides new and push of the social innovation system.
ones. Social innovations from the third Correctly established, they can facilitate
sector (voluntary and community groups, flows of knowledge, resources and best
and social enterprises), may be ‘spun-in’ to practice,5 and support organisational
mainstream public services provision. growth – for example in mobilising
Slide 1.6
Slide 1.5
36
WHY PERHAPS NOT? scientific and technological innovation in hi- practices, such as audit controls, budget
tech fi rms. The many intangible gains from criteria and recruitment policies, are not
Fragile markets for the results of social social innovation make such metrics largely designed to foster social innovation. Public
innovation unsuitable measurement tools. Because sector commissioners have little incentive to
Social innovation, particularly in public these metrics are so important in setting adopt more innovative procurement models.
services provision, does not offer profit-led and evaluating traditional innovation policy, Recent steps have improved the social
investors the potential returns associated social innovation is often excluded from innovation system. Some organisations
with other innovative areas like advanced mainstream policy development. actively encourage social innovation. For
technology. Until recently, this has meant Slide 1.7 example, the NESTA-Young Foundation
a lack of capital to fund growth in social WHY PERHAPS NOT? Health Innovation Accelerator (HIA) tests
organisations, underdeveloped capital a new approach to supporting innovative
markets to provide finance for social Government is often perceived as stifling ventures in the management and funding
entrepreneurs, and fragile markets for the innovation. Although hard evidence is limited, of long-term chronic health conditions. The
results of social innovation. Even the most governments are generally perceived to be Innovation Exchange aims to support the
successful innovations are not guaranteed risk-averse, and inherently more at ease with third sector’s capacity for innovation through
reliable funders and purchasers. bureaucracy, rules and regulations than an online resources that connect innovators
Local social innovation is hidden in open culture of experimentation, creativity and investors, alongside providing more
traditional metrics and policy. Much and innovation. Central policies can further traditional guidance and support. ‘Skunk
social innovation starts locally (grassroots, inhibit innovation. Specific targets may works’ – small units within or at arm’s
practitioner, local authority leadership, local provide pressure to innovate but they may length from bigger agencies – are being
champions). As a result, it can be hidden from also squeeze out creativity; and risk may be more widely used. Denmark’s MindLab and
policymakers and researchers. Traditional discouraged in a culture where few people the Communities of Practice that support
innovation metrics, rooted in the Frascati and are promoted for successful risk taking, but local government collaboration in the UK
Oslo manuals were developed to measure failures are quickly punished. Public sector are good examples.
Slide 1.8
37
SIP GUIDE UK
WHAT? WHAT? advanced economies, the biggest sector is

health.
Social innovation seeks to create Social innovation is about developing new Slide 1.10
transformational change which tackles ideas to tackle social problems or meet
social problems and improves life for the social needs. It may be a new product, UNDERSTANDING
people who experience problems. service, initiative, organisational model or
Social innovation most often uses what approach to the delivery of public services. • An inter-sectoral approach
some people call “combinatorial creativity” Some social innovations are modest and
- bringing together thinking, experience incremental; others are systemic and • Are launched by a variety of actors,
and perspectives from a range of disciplines fundamental, such as the major shifts including research institutions,
to create new inspiration. required to move to a low carbon society. companies or independent
Social innovation is not only about Other examples include new services (like organisations
technology - although technology can be NHS Direct in the UK) and new social
transformational - it is more often about enterprises (like The Big Issue – a magazine • Focuses on the process of innovation,
changing the way that things are done, sold by homeless people in the UK). how innovation and change take shape
particularly in the social sectors. It is also Social innovation relates to a country’s
about ingenuity - the ability to bring about biggest problems, in its biggest sectors • Focuses on new work and new forms
different, better results with the resources Several of a country’s barriers to sustainable of cooperation (business models),
we have to hand. growth, such as climate change or the especially those that work towards a
Many times community development is challenges of an ageing population, will sustainable society.
combined with social innovation - bringing only be overcome through innovation.
together ‘people skills’ with creativity - to In 21st century economies, the biggest
develop solutions which can be tested and sectors are more often services than
adapted until they are replicable models. traditional manufacturing. Indeed, in most
Slide 1.11
Slide 1.9
38
CONDITIONS FOR SI TO FLOURISH CONDITIONS FOR SCALING UP SI PHASES IN SI LIFECYCLE
• Encourage Four conditions for scaling up social Phase 0: The ‘latent’ stage, normally
innovation - Four conditions are essential a period of underperformance before
• Foster Connections, creativity and for non-govermental bodies to develop innovation occurs.
generation of ideas sustainable and socially innovative products, Phase 1: A strategy and process for
services and models on a large scale: innovation is developed in the ‘design and
• Cultivate local solutions discovery’ phase, often prompted by a crisis.
• Demand for innovation generated by Phase 2: A period of ‘mobilisation’,
• Create safe places real social needs – the ‘pull’. generating new structures and teams to pilot
innovative ideas and start implementing
• Invest in social innovation • A supply of workable (and innovations.
communicable) ideas – the ‘push’. Phase 3: Innovation then enters the
‘mainstream’, when it becomes routine
• Connecting the two with the right as ideas and working practices are
organisational form. consolidated.
Phase 4: Finally, ‘embedding’ – the value of
• Ongoing organisational ability to learn the innovation grows; systemic innovation
and adapt to the evolving external may occur if the locality can replicate
environment. innovation in other services.
An innovation will not automatically
progress to the next stage – at each point
of transition the process may fail or reverse.
Slide 1.12 Slide 1.13 Slide 1.14
39
SIP GUIDE UK
DRIVERS AND ENABLERS In each phase, these factors interact EXERCISE 1 - CREATING CONNECTIONS
differently and require different emphases AND SHARED UNDERSTANDING OF
When a public service is failing or in crisis, from would-be leaders of social innovation. SOCIAL INNOVATION
recognition of underperformance is
a primary driver of innovation. External • Working in groups
agencies like the Audit Commission or SOME EXAMPLES
Ofsted can force this on a locality. Pressure • You’ll be handed cards
may also come from the public, media or • Innovation in public services
business. This then legitimises action by • Write down as many examples you can
internal and external stakeholders. • Social entrepreneurship think of that are social innovation – name,
Pressure to change is not a sufficient organisations involved, brief description.
condition alone for innovation. • Open source These can be from [own country] or from
other countries
Strong leadership is required to initiate • On-line volunteering
change and encourage a responsive • Note at what stage of the SI process they
organisational culture that supports • Microfinance are at (from prompt to system change)
risk taking and creativity from senior
management and frontline staff. Networks • Socially responsible investing • Mark with a tick in the relevant quadrant
collaborate to facilitate innovation. The to indicate whether the SI is public/
capacity to mobilise resources reinforces • Habitat conservation plans private, open/closed
change. Reflective learning and public
feedback help maintain momentum.
Visibly creating results for the public builds
legitimacy.
40
EXERCISE 1 - CREATING CONNECTIONS
AND SHARED UNDERSTANDING OF
SOCIAL INNOVATION
Name of si Orgns involved
Description
Stage How social

Proposal
In what way is it social?

Prompt
What stage is it at?
Prototype Social
Ends
purpose
Means
System
Sustain Change
Scale Slide 1.18

Closed/expert process
41
SIP GUIDE UK
EXERCISE 2 - EXPLORING CONDITIONS EXERCISE 2 - EXPLORING CONDITIONS

THAT ENABLE SOCIAL INNOVATION TO THAT ENABLE SOCIAL INNOVATION TO
FLOURISH FLOURISH
• Working in different groups Why the example is Social Innovation Why needed?
• You’ll be handed the cards back
• Read the cards and look at the Social

Innovation listed and description
• On the reverse of the cards note why it

is social innovation and why it is needed
Opportunity to adopt?
• Mark whether you think the SI has the Opportunity to adapt?
opportunity to be adopted (if from a Opportunity to scale up?
different country or sector), adapted
(changed to work with a different issue Yes No Maybe
or target group) or scaled up
Slide 1.20 Slide 1.21
42
FEEDBACK AND WRAP UP PLEASE FURTHER INFORMATION AND NEXT
STEPS
• Please feed back on examples of Social
Innovation presented If you’d like to find out more about the Social
Innovation programme and be considered
• Are there any of these that could work to be a delegate please speak to your
for you? facilitators or contact:
• Do you think that there are still gaps

and how could these be overcome?
• Can you think of other Social Innovations

you could develop?
43
SIP GUIDE UK
IDEATION & BUSINESS MODEL CANVAS
WELCOME
Aim:
• To help people develop on hone business ideas
• To assist people to be able to move to the next stage
Slide 1.2
44
AGENDA:
WHAT IS BUSINESS IDEATION?
0.30 – 0.00 – Arrivals and refreshments
0.00 – 0.15 – Welcome and scene setting DEFINITION of ‘Ideation’ –
0.15 – 0.30 – Introduction and context
0.30 – 0.35 – Introduction to exercise 1 The process of forming and relating ideas.
0.35 – 1.15 – Exercise 1 – Brain writing/ Ideation means to conceive or generate an
Brain walking idea and implement it. Ideas are the result
1.15 – 1.20 – Introduction to Exercise 2 of mental activity that can be based on past
1.20 – 2.00 – Exercise 2 - Problem Re- or present knowledge, thoughts, opinions,
Definition convictions or principles.
2.00 – 2.15 – Break
2.15 – 3.00 – Introduction to Business BREAKING DOWN ‘Ideation’ –
Model Canvas
3.00 – 3.15 – Feedback and next steps Ideation means to conceptualiSe an idea.
It is the thought processes involved in ap-
prehending and expressing a new concept,
often in a graphical format.
Slide 1.3
45
SIP GUIDE UK
EXERCISE 1 – BRAIN WRITING/ BRAIN FEEDBACK FROM EXERCISE 1 EXERCISE 2 – PROBLEM REDEFINITION
WALKING
What Is It?
• As its name implies, Brainwriting uses • What additional thoughts have been • The Problem Re-Definition Technique
writing as its creative modus operandi, generated by the other participants? helps you invent new ways of looking
where it differs is we want people on at a problem -- and ultimately come up
their feet • Who is willing to support the person with other, even better answers -- by
• Each participant writes down an idea where the idea originated to develop first, re-defining that problem.
(or ideas) they would like the group to this further?
consider on a piece of flip chart paper Rationale:
posted on the wall • Words carry with them their own creative
• People walk round the room and add limitations. How a problem is defined
comments to the initial idea to will often determine the kind and quality
a) trigger a build-on the original idea or of ideas that will be generated to solve
b) trigger an entirely new idea. it. The problem redefinition technique
• Ideas end up being posted around the allow individuals to create 100’s of
room for everyone to see and read. It’s different ways to define a problem... and
reinforcing for participants to see so therefore helps you generate potentially
many ideas generated in such a short 100’s of different ideas to solve that
time. Also, participants can continue to problem.
read and add throughout the session
(during breaks) and building on these
ideas
• mainstream public services provision.
46
EXERCISE 2 – PROBLEM REDEFINITION FEEDBACK FROM EXERCISE 2 THE BUSINESS MODEL CANVAS
Step 1: Working in groups, start with an • What additional thoughts have been • The Business Model Canvas, is a strategic
opportunity/problem statement, or creative generated by the other participants? management and entrepreneurial tool. It
challenge. You can take one of the ones allows you to describe, design, challenge,
from exercise 1 and (if not already done) • Are there creative alternatives for the invent, and pivot your business model.
develop this into a “How do we.................” original ideas/statements? • The Business Model Canvas is a lean
statement. startup template for developing new or
Step 2: Write this creative challenge on a documenting existing business models. It
flip chart in the group. is a visual chart with elements describing
Step 3: Brainstorm alternatives words and a firm’s or product’s value proposition,
actions infrastructure, customers, and finances.
Step 4: Next, pick three of the more It assists firms in aligning their activities
interesting words in the sentence and by illustrating potential trade-offs.
generate creative alternatives (8 to 10) for • It is your business model – on one page
each choice. • The Business Model Canvas can be
Step 5: Re-define the opportunity by printed out on a large surface so groups
randomly combining words to give us an of people can jointly start sketching and
entirely new opportunity statement. discussing business model elements with
the Communities of Practice that support post-it note notes or board markers. It is a
local government collaboration in the UK hands-on tool that fosters understanding,
are good examples. discussion, creativity, and analysis.
• The Business Model Canvas is also
available in web-based software format.
47
SIP GUIDE UK

DESIGNED FOR: DESIGNED BY: DATE: VERSION:
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
Slide 1.12
48
THE BUSINESS MODEL CANVAS Offering
Value Propositions: The collection of products
Infrastructure and services a business offers to meet the
Key Activities: The most important activities needs of its customers. A company’s value
in executing a company’s value proposition. proposition is what distinguishes itself from its
An example would be creating an efficient competitors. The value proposition provides
supply chain to drive down costs. value through various elements such as
newness, performance, customization,
Key Resources: The resources that are “getting the job done”, design, brand/
necessary to create value for the customer. status, price, cost reduction, risk reduction,
They are considered an asset to a company, accessibility, and convenience/usability.
which are needed in order to sustain and
support the business. These resources The value propositions may be:
could be human, financial, physical and
intellectual. • Quantitative- price and efficiency
• Qualitative- overall customer experience
Partner Network: In order to optimize and outcome
operations and reduce risks of a business
model, organization usually cultivate buyer-
supplier relationships so they can focus on
their core activity. Complementary business
alliances also can be considered through
joint ventures, strategic alliances between
competitors or non-competitors.
49
SIP GUIDE UK
THE BUSINESS MODEL CANVAS customer segments with different needs and Channels: A company can deliver its value
characteristics. proposition to its targeted customers through
Customers Multi-Sided Platform / Market: For a different channels. Effective channels will
Customer Segments: To build an effective smooth day-to-day business operation, distribute a company’s value proposition in
business model, a company must identify some companies will serve mutually ways that are fast, efficient and cost effective.
which customers it tries to serve. Various dependent customer segment. A credit An organisation can reach its clients either
sets of customers can be segmented based card company will provide services to credit through its own channels (store front),
on the different needs to ensure appropriate card holders while simultaneously assisting partner channels (major distributors), or a
implementation of corporate strategy meets merchants who accept those credit cards. combination of both.
the characteristics of selected group of Customer Relationships: To ensure the
clients, including: survival and success of any businesses,
Mass Market: There is no specific companies must identify the type of
segmentation for a company that follows the relationship they want to create with their
Mass Market element as the organization customer segments. Various forms of
displays a wide view of potential clients. customer relationships include:
Niche Market: Customer segmentation Personal Assistance: Assistance in a form
based on specialized needs and of employee-customer interaction - during
characteristics of its clients. sales, after sales, and/or both.
Segmented: A company applies additional Dedicated Personal Assistance: e.g. where
segmentation within existing customer a sales representative is assigned to handle
segment. In the segmented situation, the all the needs and questions of clients.
business may further distinguish its clients Self Service: The type of relationship that
based on gender, age, and/or income. translates from the indirect interaction
Diversify: A business serves multiple between the company and the clients. Here,
50
an organisation provides the tools needed Finances Economies of Scope - Costs go down due to
for the customers to serve themselves easily Cost Structure: This describes the most incorporating other businesses which have
and effectively. important monetary consequences while a direct relation to the original product.
Automated Services: A system similar to operating under different business models.
self-service but more personalised as it has
the ability to identify individual customers Classes of Business Structures:
and his/her preferences. E,g. Amazon.com • Cost-Driven - This business model
making book suggestion based on previous focuses on minimizing all costs and
books purchased. having no frills.
Communities: Creating a community allows
for a direct interaction among different • Value-Driven - Less concerned with cost,
clients and the company. The community this business model focuses on creating
platform produces a scenario where value for their products /services.
knowledge can be shared and problems are
solved between different clients. Characteristics of Cost Structures:
Co-creation: A personal relationship is • Fixed Costs - Costs are unchanged across
created through the customer’s direct input different applications. e.g. salary, rent
in the final outcome of the company’s • Variable Costs - These costs vary
products/services. depending on the amount of production
of goods or services. e.g. music festivals
• Economies of Scale - Costs go down
as the amount of good are ordered or
produced.
51
SIP GUIDE UK
THE BUSINESS MODEL CANVAS FEEDBACK AND WRAP UP
Revenue Streams: The way a company There are many ideation tools. We have
makes income from each customer segment. used 2. Please feel free to try these with
Several ways to generate a revenue stream: friends and colleagues
Asset Sale - (the most common type) The business model canvas is used by many
Selling ownership rights to a physical good. business support agencies as it shows the
e.g. Wal-Mart prescient factors concerning a business.
Usage Fee - Money generated from the Please take away a copy and work on this
use of a particular service e.g. UPS
Subscription Fees - Revenue generated by
selling a continuous service. e.g. Netflix
Lending/Leasing/Renting - Giving
exclusive right to an asset for a particular
period of time. e.g. Leasing a Car
Licensing - Revenue generated from
charging for the use of a protected
intellectual property.
Brokerage Fees - Revenue generated from
an intermediate service between 2 parties.
e.g. Broker selling a house for commission
Advertising - Revenue generated from
charging fees for product advertising.
a direct relation to the original product.
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INTRODUCTION TO MARKETING, BRANDING AND

SOCIAL MEDIA
WELCOME
Aim:
• To introduce attendees to the concepts of marketing, banding and social media
• To equip attendees with knowledge and tools to develop their own social brand,
marketing campaign and social media strategy
Slide 1.2
54
AGENDA: INTRODUCTION TO NON-PROFIT Generally, the “customer” gives his
MARKETING money to the organisation in exchange
0.30 – 0.00 – Arrivals and refreshments for the opportunity to contribute towards
0.00 – 0.15 – Welcome and scene setting • Definition: ‘The use of marketing tactics its philanthropic work. In some cases,
0.15 – 1.00 – Modules 1: Introduction to to further the goals and objectives of non-profit organisation sell products or
non-profit Marketing non-profit organisations’. services in order to support their social
1.00 – 1.30 – Exercise 1: a working work.
example • A practical definition of marketing which
1.30 – 1.45 – Break suits non-profits is: ‘meeting customer
1.45 – 2.30 – Module 2: Introduction to needs within the objectives of the organ-
Branding isation’.
2.30 – 2.50 – Exercise 2: Case study
Amnesty International • Non-profit marketing includes adver-
2.50 – 3.00 – Break tising, promotion, public relations, and
3.00 – 3.45 – Module 3: Introduction to customer relationship management.
Social Media
3.45 – 4.00 – Feedback and next steps • The purpose of marketing is to build
awareness of an issue and to gain finan-
cial support from the public for its cause.
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MARKETING PLANNING FOR NON

PROFITS
Marketing strategies are quite beneficial for

an organisation to effectively market itself.
Things to consider:
• Target market - develop a picture of the
person most likely
• to support you in your cause and create
promotion and advertising around that
target.
• Branding – we’ll talk about branding in
the next module.
• Offline practices - typical marketing
practices by a non-profit organisation
include large and small-scale events,
print materials, alliances and networking.
• Online practices – such as websites,
e-mail communications, social media.
• Public relations - non-profits are
beneficial for individual groups of people,
but they also benefit the community.
Slide 1.5
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HOW TO CREATE A MARKETING PLAN? DESIGNING THE MARKETING MIX
• Here is a step by step guide to writing a Marketing mix - Putting the right product
marketing plan for your organisation in the right place, at the
Product
right price, at the right time.
• The executive summary The 4 (7)Ps that are essential to the
marketing mix:
• The challenge
• Product
• Situation analysis Marketing
Price Place
• Price Mix
• Market segmentation
• Promotion
• Alternative marketing strategies
• Place
• Selected marketing strategy
Promotions
• People
• Short and long-term projections
• Physical evidence
• Conclusions
• Processes
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EXERCISE 1: A WORKING EXAMPLE empowerment of the residents or care MODULE 2: INTRODUCTION TO

for the residents. BRANDING
A practical example of the marketing mix in Duration: 30 minutes.
action might be as applied to a residential
home for older people. To be effective you
need to decide the following details:
• what service you are delivering, for
example whether or not you welcome
people with dementia
• the price you are going to charge Branding is the expression of the
• how you are going to advertise and essential truth or value of an
promote the home organisation, product, or service. It is
• where you are going to build it or buy it communication of characteristics,
• how you are going to recruit and train values, and attributes that clarify what
your people i.e. the staff this particular brand is and is not.
• what features (physical evidence of
quality) the home is going to have, for
example en-suite with bath and shower
• what processes you will set up to make
it easy for people to try out your home,
claim state benefits to help with payment,
make the payments etc.
• the philosophy you will be adopting,
for example is it primarily one of
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WHY SHOULD SOCIAL INNOVATORS WHAT MAKES A BRAND SUCCESSFUL?
INVEST IN CREATING A BRAND?
• Differentiation – what distinguishes your

• To drive impact non-profit from other organisations
doing similar work?
• To guide behaviour
• Credibility - before someone makes that
• Can be a fundraising tool online donation or steps up to volunteer
Differentiation Credilility
their time, they have to believe that your
• To tighten organizational cohesion organisation has the ability to deliver on
its promise.
• To provide social credentials
Authenticity
• • Authenticity – get people to identify and
care about your cause.
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WHAT ARE THE BENEFITS OF GOOD WHAT ARE SOME GREAT NON-PROFIT
BRANDING? BRANDS?
• Connectivity - a good brand connects What makes them great?

an organisation’s staff, board members
and core thinkers to their donors and the • Clear sense of who they are
community.
• Are disciplined and focused
• Donors - a good brand showcases
exactly what an organisation does better • Tell good stories
than its peers.
• Internally and externally aligned
• Pride - a good brand creates unity and a
sense of pride, which drives your powerful • Stakeholders have tools, room to deliver
thinkers and doers to brainstorm harder
and work stronger. • Consistently meet or exceed expectations
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CREATING YOUR BRAND EXERCISE 2: CASE STUDY AMNESTY HOW TO DEVELOP A SOCIAL MEDIA
INTERNATIONAL STRATEGY
• Carry out market analysis Read and discuss the Amnesty International • Define social’s role in your
• Identify your target audience case study Branding an Organization That’s communications strategy
• Analyse current provision Also a Movement. • Determine what you want to accomplish
In teams of 5 deliberate on what their brand • Identify your target audience
• Identify unique attribute about your means to you, what you think of their logo, • Choose the right networks
brand colours, etc. • Create a content strategy
Duration: 20 minutes. • What to Share
• Develop brand concept • Types of content
• Visualise your brand concept • Posting frequency
• Positioning • Build engagement
• Track & measure your results
• Genesis of brand
• Choose a name
• Design logo
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FEEDBACK AND WRAP UP FURTHER INFORMATION AND NEXT

STEPS
• Please feed back on the theory and If you’d like to find out more about the Social
examples/exercises presented Innovation programme and be considered
• Is there anything else that you would to be a delegate please speak to your
have liked us to cover facilitators or contact:
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LEGAL STRUCTURE & ADMINISTRATION
WELCOME
Aim:
• To help people decide on the right legal structure based on what the
organisation will do
• To consider the adminstrative processes necessary
Slide 1.2
64
AGENDA:

0.00 – 0.15 – Welcome and scene setting
0.15 – 1.45 – Legal Structures
1.45 – 2.00 – Break
2.00 – 3.00 – Introduction to
administration
3.00 – 3.15 – Feedback and next steps
WHAT IS BUSINESS IDEATION?

Slide 1.3
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LEGAL STRUCTURES - OVERVIEW LEGAL STRUCTURES - CHARITY
You must choose a structure for your A charity is a voluntary organisation which has been set up only for
business. This structure will define your charitable purposes and to provide a public benefit.
legal responsibilities, like:
Only around half of Scotland’s voluntary organisations are charities. If you are
• which authorities you have to notify that thinking of registering as a charity, you should consider whether this is right for
your business exists you and look at the advantages and disadvantages associated with charitable
• the tax and National Insurance that you status. Look carefully at the particular circumstances of your organisation and
pay decide whether it is the right option for you.
• the records and accounts that you have
Advantages Disadvantages
to keep
• your financial liability if the business runs
• Tax relief on surpluses and • Restrictions on spending
into trouble
donations • Cannot engage in party political
• the ways your business can raise money
• Access to funding only available activities
• the way management decisions are
to charities • Must adhere to legislation
made about the business
• Rates relief for premises • Trustees have specific duties
• Special VAT concessions under legislation
You can change your business structure after
• All charities must submit an
you’ve started up if you find a new structure
annual return and accounts to
suits you better.
OSCR every year and seek their
permission to make certain
changes.
Slide 1.4 Slide 1.5
66
LEGAL STRUCTURES – CHARITY (2) forms that Scottish charities can take: This means that even the smallest
charity can access the benefits of
To be a registered charity in Scotland, an • Scottish Charitable Incorporated incorporation – including limited
organisation must register with the Office of Organisation (SCIO) liability and legal capacity.
the Scottish Charity Regulator (OSCR) having • Voluntary or Unincorporated association
met the charity test. To meet the charity test, • Company limited by guarantee It is only available to charities with a
an organisation must have only charitable • Trust principal office in Scotland and is regulated
purposes and must provide public benefit in by OSCR and subject to the Charities and
Scotland or elsewhere. In addition it must: Other forms include statutory and royal Trustee Investment Act (Scotland) 2005.
charter corporations, industrial and provident There are two structures available for the
• not allow its property to be used for non- societies and educational endowments. SCIO, two tier and single tier.
charitable purposes The two tier structure is similar to that of a
• must not allow Ministers to direct or Slide 1.7 voluntary association and a company limited
otherwise control its activities by guarantee where it is the membership of
• must not be a political party, and not LEGAL STRUCTURES – SCIO the organisation that appoint trustees and
have as its purposes the advancement of have decision making powers.
a political party A Scottish Charitable Incorporated The single tier structure is similar to a trust
Slide 1.6 Organisation is a legal structure which in that the trustees appoint new trustees
has been purpose built for the charity and don’t have to answer to a wider body.
LEGAL STRUCTURES – CHARITY (3) sector in Scotland. It provides limited Both structures require at least two members
liability and a separate legal identity (in the single tier SCIO the members and
Once you have decided on charitable to organisations that want to become the Trustees are the same people) and must
status you will also have to choose a legal charities but do not want or need the have at least three trustees.
structure. The following are the main legal complex structure of company law.
Slide 1.10
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SIP GUIDE UK
LEGAL STRUCTURES – SCIO (2) Advantages Disadvantages
There is no standard format for a SCIO • Provides the key benefits of becoming a • Existence is dependent upon charitable
constitution, but some basic elements are company, such as a defined legal entity and status. Loss of charitable status would mean
limited liability whilst removing some of the that the SCIO would cease to exist.
required: • Some changes must be notified to OSCR,
associated burdens.
a SCIO should have two or more members • Can hold property, enter into leases and and some require prior consent, eg change
and three trustees (in the case of a single tier other contracts, employ people, etc, in its own of name or charitable purposes.
SCIO the members can also be the trustees) name. • Members are subject to some of the same
it should have the name, purposes, a • Less administration – no requirement to duties as charity trustees, specifically, they
notify any regulator about appointments or must act in the interests of the SCIO, and
registered office in Scotland, and include seek, in good faith, to ensure the SCIO
resignations of board members
any restrictions on powers • Unlike company law, where the volume of acts in a manner which is consistent with its
it should list meeting procedures (convening, legislation and case law can be overwhelming, charitable purposes.
recording, quorum, voting, resolution) the law relating to SCIOs is self-contained and • There is a duty to keep and supply a
it should list membership rules (eligibility, very manageable. register of charity trustees and members (if
• It provides creditor protection and reassurance an organisation has a lot of fluidity in its
appointment, withdrawal) and trustee rules membership eg a Student Union, a SCIO
for those entering into contracts.
(appointment, withdrawal, remuneration • Only needs to be registered with OSCR, unlike may not be the most appropriate legal
restrictions, conflict of interest). a charitable company, which also needs to form).
it should list the purposes for which surplus register with Companies House. • Cannot convert or amalgamate with non-
assets may be used on dissolution • Is subject to the same accounting thresholds as SCIO, though assets can be transferred to a
unincorporated charities, so may not have to non-SCIO charitable organisation.
Charitable status?
produce fully accrued accounts.
A SCIO can only be a charity. OSCR is the • Generally regarded by funding bodies and
regulator of a SCIO’s legal form, not just its public agencies as a more ‘stable’ structure
charitable status. Removal from the Register than a voluntary association.
equals dissolution.
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LEGAL STRUCTURES – INCORPORATED Charitable Incorporated Organisation? This
ORGANISATION is a corporate body which provides limited
liability for its members and is suitable for
A company is a membership organisations that want to become charities,
organisation formed and registered but do not want or need the complex
under the provisions of the Companies structure of company law.
Acts. It is incorporated and benefits
from limited liability for its members.
It’s a structure that can be chosen by

voluntary organisations that employ staff,
regularly enter into contracts, manage
investments, and/or own property and
other assets, because limited liability helps
to minimise the threat of personal liability
for the directors.
It is regulated by Companies House and
subject to the Companies Acts and other
legislation. If a company is charitable then it
will be subject to charity law and regulated
by OSCR as well.
If you are considering this structure and
are planning to apply for charitable status,
why not consider setting up as a Scottish
Slide 1.11
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SIP GUIDE UK
LEGAL STRUCTURES – INCORPORATED ORGANISATION
Advantages Disadvantages
• It’s a private limited company that has guarantors rather than • There are formal registration procedures to be followed in relation
shareholders, so it’s suitable for voluntary organisations. The members to creating a company, in addition to the process of applying to be
agree to pay a fixed amount known as a guarantee (usually £1) recognised as a charity, unlike with a SCIO which needs only to be
towards the company’s debts if it goes into liquidation. registered with OSCR.
• The company is a clear legal entity, separate from the persons involved in • There is an ongoing requirement to notify a change in directors, a
it – and can hold property, enter into leases and other contracts, employ change in the company secretary, or a change in the registered office
people, etc, in its own name. It doesn’t matter if the directors change to Companies House. Similarly, annual accounts and annual returns
because it is the company and not the directors that hold title to land, have to be filed. If a charitable, a company must also file an annual
enter into contracts, etc, but changes must be notified to Companies return with OSCR, and notify or seek prior consent from OSCR before
House. making certain changes.

• A company is generally regarded by funding bodies and public • There are various statutory requirements which have to be followed in
agencies as a more ‘stable’ structure than a voluntary association relation to members’ meetings etc.
• A company structure may be more intimidating for those considering

whether to join as members or put themselves forward for election to
the board of directors.

• Set up costs can be higher than for a voluntary association or trust; and
annual costs are higher, particularly if there is an external company
secretary and/or if a formal audit is required.
Slide 1.12
70
LEGAL STRUCTURES – TRUST is suitable for organisations that want to Disadvantages
become charities, but do not want or need
A trust is usually set up where assets the complex structure of company law. • Although the law gives greater recognition to the
(eg property, investments) are given by trust (as compared with a voluntary association)
as having some form of identity , it is still not
one person (the Donor) to another (the Advantages a full legal “entity” in the way that a SCIO or
Trustees) with the intention that is should company limited by guarantee is.
be applied for the benefit of a third party • Little or no set up costs. • Leases/formal contracts have to be entered into
or the public (the Beneficiary). Once this • Less administration than a voluntary association, in names of trustees. Each time one of these
SCIO, company limited by guarantee or IPS, since individuals leaves, the assets must be legally
occurs, the trustees own the asset, but there is no register of members to maintain, no transferred to another. The same goes for any
can only apply it in accordance with the collection of subscriptions, etc. legal arrangements the trust has entered into in
trust for the benefit of the beneficiaries. • No formal registration requirements unless this way.
a charity, which will be accountable to • Legal proceedings cannot be taken by the trust
A trust is not regulated by an external OSCR. but only by individuals representing it. Similarly,
• No detailed statutory procedures to be followed legal proceedings would be taken out against
regulator (unless it is a charity), but is subject in relation to members’ meetings, etc. individuals rather than the organisation.
to various legislation, eg Trusts (Scotland) • Useful if you want to retain control • Trustees could be personally liable for debts if
Acts 1921 and 1961 If it is charitable it will amongst a small body of people with no the organisation were unable to meet its debts
be subject to charity law and regulated by external membership. and liabilities out of its own resources.
OSCR. • No requirement to notify changes in trustees to • There is no concept of accountability to a wider
any public register nor any requirement to file membership or to partner bodies/agencies.
If you are considering setting up as a Trust accounts unless a charity. In particular a trust could not hold meaningful
and are planning to apply for charitable • Likely to be less intimidating than a AGMs since no one other than the trustees
status, why not consider setting up as a company limited by guarantee or IPS for themselves would have voting rights.
single-tier Scottish Charitable Incorporated those considering whether to participate in • Could be seen as “less professional” in the eyes
Organisation? This is a corporate body which decision making. of potential funders.
provides limited liability for its trustees and
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LEGAL STRUCTURES – COMMUNITY enterprises. They define a co-operative as: community. Only those set up for the benefit
INTEREST COMPANY A group of people acting together to meet of the community, and not members, will be
the common needs and aspirations of its eligible for charitable status.
A CIC cannot be a registered charity. members, sharing ownership and making The IPS offers the benefit of limited liability,
decisions democratically. but the incorporation procedure can be
Community Interest Companies (CICs) are If a co-operative’s membership is closed or expensive and time-consuming, and few
limited companies, with special additional restricted, and profits are divided amongst professional advisers will be familiar with
features, created for the use of people who the members, then it cannot be a charity. the regime for such societies.
want to conduct a business or other activity Industrial and provident societies are
for community benefit, and not purely for Slide 1.17 registered with the Financial Services
private advantage. Authority and are regulated by the FSA
LEGAL STRUCTURES – INDUSTRIAL AND under a regime which is similar to that for
Slide 1.15
PROVIDENT SOCIETIES registered companies.
LEGAL STRUCTURES – COOPERATIVE The industrial and provident society

represents a halfway house between a
A co-operative is an association or registered company and an unincorporated
corporation established for the purpose of association. It has rules of association in
providing services on a nonprofit basis to much the same way as an unincorporated
its shareholders or members who own and association, yet it is an incorporated body
control it. with the benefit of limited liability. To qualify
Co-operatives UK is a national trade body for registration as an IPS a body must either
that campaigns for co-operation and works be a co-operative society for the mutual
to promote, develop and unite co-operative benefit of members, or for the benefit of the
Slide 1.18
72
FINANCIAL AND BUSINESS FINANCIAL AND BUSINESS • Organisational development -
ADMINISTRATION MANAGEMENT Organisational development is the name
given to interventions that aim to help an
Financial & business management Detailed information on a range of finance organisation to grow and change, such
and business topics, including financial as quality or performance improvement.
• information on financial responsibilities responsibilities for charities and how to get • Trading - Trading is an important source
for charities and business planning the most out of your business planning. of funding for the third sector, but it can
• Legislation & regulation expose your organisation to risk. So
• the legal procedures and licences you • Bank accounts – many things to consider before you decide to trade, you need to
need to be aware of with choosing a bank account carefully consider a number of questions
• Good Governance • Charity accounts & financial reporting - and take advice.
• information for the people in management Discover the best approach to financial
and control of your organisation record keeping and reporting, when an
• Managing staff & volunteers auditor is required and much more.
• resources to help you with HR issues • Tax & VAT - Relevant headline information
on VAT, Corporation Tax, Capital Gains
Tax, Council Tax, business rates and
more. We’ll also point you to other
relevant sources of information.
• Business planning - Make business
planning a core activity for your
management committee or trustees and
your organisation will feel the benefit of
clear planning and goal setting.
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LEGISLATION AND REGULATION • Freedom of Information Act - Freedom GOOD GOVERNANCE

of Information is a valuable resource for
What legal procedures and licences do you the voluntary sector Your trustees have a significant part to
need to be aware of when running a social • Data protection - If you hold and play in your organisation. They are there
innovation organisation? process information about your clients, to oversee and take responsibility for
• Fire safety -The Fire Safety Act places employees or suppliers, you are legally everything your organisation does. Being a
responsibility for assessing risk to those obliged to protect that information trustee is an important role and should not
with control of any premises • Protection of Vulnerable Groups to be taken on without an understanding of
• Music & film licensing - If you or people (PVG) Scheme - The PVG Scheme is what’s involved.
using your facilities use music for the a registration system for anyone who • Roles and responsibilities - Information
benefit of customers, visitors or staff, carries out work (paid or unpaid) with on who can be a trustee and what’s
you need permission from the relevant vulnerable groups in Scotland. involved. Find out about collective
copyright owners responsibility, personal liability and the
• Premises licensing - If you want to serve difference between governance and
alcohol, food, or provide entertainment management.
you will need to contact your local • Recruitment & induction - Make sure
authority to apply for a premises licence you’re clear about what’s involved in
• Food hygiene & catering - How to provide recruiting trustees, as this will have an
food in a village hall or other community impact across your whole organisation.
setting Once you’ve got them, make sure
• Health & safety - It is the responsibility of they get a good introduction and a
the voluntary management committee comprehensive induction.
to ensure the health and safety of • Meetings - Running effective and efficient
employees, volunteers and visitors meetings will help your organisation
74
achieve its objectives. Find out how to confidentiality requirements, it can often membership based, they provide good
set an agenda and take minutes, and be a complex field for organisations to deal online HR resources including a number of
ensure your trustees follow a Code of with. standard HR policies.
Conduct. For more information see: Health and Safety Executive in Scotland The
• Developing your board - Your trustees Gov.ukA government website with a Health and Safety Executive in Scotland
need to continually evolve and adapt. wide variety of advice notes on aspects and the related HSE UK website provide
In order to develop a problem solving of employment law including contracts; a number of advice notes on good, legal
approach and ensure a long-term dismissal; health and safety; pensions; practice in ensuring employees’ health and
future, you need to invest in training and recruitment and benefits. There is no tailored safety. They provide style risk assessments
development for your trustees. individual advice line.AdviceguideScottish for a variety of work places.
• Jargon buster - Clear descriptions of specific advice on employee’s rights at work. Equality and Human Rights Commission
common governance words and phrases. This is generally written for employees rather in ScotlandThe Equality and Human Rights
• Third Sector Mediation - Don’t let things than employers but is a useful resource. Commission in Scotland provides legal
get out of hand, get help to nip conflict Advisory, Conciliation and Arbitration updates, advice and the standard Codes
in the bud Service (ACAS)ACAS provides online advice of Practice for equal pay, employment and
Slide 1.23 for many areas of employment law as well as services, as well as technical guidance on
a conciliation service. They also provide an how they are applied.
MANAGING STAFF AND VOLUNTEERS automated advice service which can provide Information Commissioner - The Information
more tailored advice for your enquiry. Commissioner provides good information
People are the central resource for any Chartered Institute of Personnel and and style codes for businesses and how they
third sector organisation whether they are Development (CIPD)The Chartered Institute protect their employees’ privacy.
employees, volunteers or service providers. of Personnel and Development (CIPD)
With the huge range of employment is the world’s largest Chartered HR and
law, health and safety requirements and development professional body. While
Slide 1.20
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SIP GUIDE UK
FEEDBACK AND WRAP UP
• Getting the right business model is not

always obvious – checks the advantages
and disadvantages of each
• No one said it would be easy running
an organisation – but there is plenty of
support
Slide 1.24
76
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ACCESS TO FINANCE
WELCOME
Aim:
• To help people recognise how to fund the business
• To assist people with the tools to be investor ready
Slide 1.2
78
AGENDA:

0.15 – 1.15 – Introduction to funding and
investment
1.15 – 1.30 – Break
Slide 1.3
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SIP GUIDE UK
ACCESS TO FINANCE loan…...................personal funds or • whether you can release money from
investment from friends your business to fund growth
Your plans will need to be realistic and equity finance…............asset based
achievable and your financial projections finance…............crowd funding
will need to show that you can afford to A large variety of grants and support services KEY POINTS TO CONSIDER
make repayments. are available for companies with ambition
Most businesses that grow successfully, do so for growth. Is your business plan up to date? Most
by working out what they do well and doing investors and lenders will want to see your
more of that. Performing a SWOT analysis ACCESS TO FINANCE (2) business plan, to understand your vision
(strengths, weaknesses, opportunities, and explain how you’re going to spend the
threats) can help identify your strengths and Whether you’re starting up or growing your invested or borrowed money.
what opportunities are available. Identifying business, before you approach anyone for Why do you need funding? For example,
threats can also avoid you growing the funding you should make sure that your do you need money to start your business,
business at the wrong time. business is ready for financing. acquire an asset, manage your cashflow or
Before you attempt to raise finance from You should consider: grow your business?
external sources, you should carry out a How much funding do you need and
review of your cashflow management. • how much finance you need and for how for how long? Some finance options,
Most businesses can create efficiencies by long such as overdrafts, are useful for day-to-
chasing up late payments, cutting costs or • which funding options are right for your day expenses and improving cashflow for a
renegotiating terms with suppliers. business needs short period of time, while loans are more
If you still require funding after reviewing • how to make your business attractive to suitable for long-term funding.
your cashflow and performing a SWOT investors Can you afford the repayments?
analysis, you have a number of options: • how much of your own money you can Remember to consider the cost of interest,
Grants….................... bank contribute to your start-up fees and other charges associated with
Slide 1.5 Slide 1.6
80
loans. When approaching investors, grant providers PREPARING FOR OUTSIDE INVESTMENT
Can you provide any necessary security? or lenders you should have a well-rehearsed
Security can be any business or personal presentation about your business, where Investors will want to ensure they’ll be
asset, such as business premises, large you are clear about your plans and goals, able to recover their investment and take
items of machinery or stock. as well as explaining what you need funding any profits. They’ll want to know what
Are you prepared to give up a share of for. You should be prepared to answer your long-term plans are. They may place
your business to an investor? Consider detailed questions about your business. greater emphasis on your business’ level of
getting equity finance from business angels, ambition.
venture capitalists or friends and family. MAKE YOUR BUSINESS ATTRACTIVE TO
FUNDERS (2) • Investors are likely to ask about:
MAKE YOUR BUSINESS ATTRACTIVE TO • the type of products or services that your
FUNDERS: In general, potential lenders and investors business provides
will be looking for: • what distinguishes your business from
Whatever type of funding you’re seeking, • ambitious but credible financial others in the same market
you’ll be expected to have a business plan. information • any existing customers
It should be one of the most useful tools for • a strong management team
helping you to manage your business. • good market knowledge Use the checklist on the next slide to help
You should also consider: • a clearly-defined exit route you prepare for and find the right kind of
sales, profit and loss, and cashflow • evidence you can meet your repayments outside investment to help your business.
forecasting in respect of any borrowing
identifying potential risks and how you Grant providers will also want to ensure Use the headings on the subsequent slides
might overcome them your business is a worthwhile investment, to help you prepare for and find the right
a SWOT analysis to identify strengths, that you meet their criteria and can achieve kind of outside investment to help your
weaknesses, opportunities and threats your goals. business ???
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PREPARING FOR OUTSIDE INVESTMENT your business. How will you and any • Research the different types of equity
(2) employees work with an investor to finance available, eg business angels,
make the business grow? venture capitalists and government-
Your business: backed sources.
• Research and decide whether your PREPARING FOR OUTSIDE INVESTMENT • Identify the skills and experience your
business idea needs protected before (3) business needs from an investor, eg their
approaching an outside investor, eg marketing experience or access to their
intellectual property protection. • Decide how much equity (shares) you’re business contacts.
• Identify what your business needs willing to offer, and how much control
investment for, how much you need and you’re willing to give up. PREPARING FOR OUTSIDE INVESTMENT
for how long. • Get independent advice from a (4)
• Examine your existing finances. Are you professional (such as an accountant,
making the most out of resources you lawyer or business adviser) on the • Select investors who are a good match.
already have? Have you considered benefits and risks of equity finance. Consider what stage your business is at,
other sources of finance, like a bank • Check your business plan states what your market sector, how much you need
loan or personal savings? the benefits will be for the investor and and the location of your business.
• Identify why your business is a good how your business will benefit from • Contact suitable investors by completing
investment, and the growth potential of equity finance. What will the investment an investor’s official application form or
your market. be used for? What will it achieve? Also forwarding the executive summary of
• Identify your ‘value proposition’. What include details of the level of involvement your business plan.
value does your business add for you expect from the investor and when • Negotiations
customers and investors to make them you would like them to exit from the • Calculate how much your business is
buy or invest? investment. worth – or will be worth – including future
• Identify the skills and experience within Finding and approaching investors valuations to cover potential growth. You
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may need independent advice from an • a personal budget taking account of FUNDING FOR GROWTH
accountant. personal living expenses that you’ll need
• Prepare a business presentation or ‘pitch’ to fund from your business If you need extra funds to finance business
for face-to-face meetings and investors. growth, you should first review your
• If asked, send your business plan to the current performance and prepare detailed
investor. Consider asking the investor FUNDING FOR START UPS (2) business plans and cashflow forecasts. Any
to sign a non-disclosure agreement to potential funder will be looking for you to
protect your business idea. demonstrate that your plans are realistic
• Prepare for final negotiations. These will XXXXXXX gives advice on working out your and achievable, and that you have realistic
settle the terms and conditions of the profits and financial needs at the early financial projections.
investment. stages of your business. You may be able to self-finance your growth
Most people who start a new business will objectives by releasing money from your
FUNDING FOR START UPS have to use some of their own money, as business. Improving your cashflow could be
well as any funding secured from elsewhere. one way of achieving this.
To start a new business, you’ll need enough There are benefits to self-funding your
money to cover both the start-up and early business, including:
stages, at least until your business starts • having more control over your personal
providing an income. You should prepare: and business finances
• a detailed business plan, identifying how • not having to repay money
much money you need and when • making your business more attractive to
• a realistic profit and loss forecast potential investors, by showing your own
covering a range of scenarios – many commitment to making the business
new businesses forecast over-optimistic succeed
sales
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FUNDING CHECKLIST
QUESTION ANSWER
The problem you are trying to solve is clearly defined with a compelling business case
Do you have a fully written business plan for your project?
Have you clearly identified all known business constraints, including organisation capacity,
selected market limitations, technology, or other known (business) constraints?
Have you completed a feasibility study for your project?
Do you have a clear description of long-term objectives (beyond 5 years), why they are
needed, timeframe to achieve is provided?
Roadmap, project plan, phases developed to manage the project to reach objectives and
sustainability
Do you have finances in place to fully fund your project objectives?
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FUNDING CHECKLIST (2)
QUESTION ANSWER
If not fully funded, do you have a plan in place to target creditors or investors for financing
capital?
If appropriate, have you completed a pricing analysis for your product or services?
Key metric or set of measures are identified to determine success of the project (may be the
same as measurement of success of the social impact)
Known issues that may impede the project have been identified; frequency, severity, and
probability factors have been determined (or estimated)
If appropriate, have you documented a manufacturing plan, including sourcing of materials?
sustainability
If needed, do you have a distribution strategy clearly documented?
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QUESTION ANSWER
Have you identified any partners or suppliers needed for you project?
Do you have an overall marketing strategy for your project?
Do you have a public relations plan for your project?
Breadth and depth of experience for founders / advisors provided; previous project success
noted for all or most key team members
Are the required team members identified, on board, and fully integrated into your project?
Do you have the right experience for your target industry and/or target region?
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• There are various forms of funding available, some of which involve giving up a stake in your organisation
• Use the checklist to make sure you have the right things in place
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IMPACT MEASUREMENT
WELCOME
Aim:
• Look at why you need to measure impact (especially social impact) and look at
sme of the tools available
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AGENDA: IMPACT MEASUREMENT as divergent thought and disagreement.
• Are there common threads to measure-
0.30 – 0.00 – Arrivals and refreshments Measurement of Social Impact matters. So- ment, and if so what are they, and
0.00 – 0.15 – Welcome and scene setting cial organisations need, more than ever, • What are the differences, and when and
0.15 – 1.00 – Social impact measurement to evidence it as the funding and commis- why do they arise ?
1.00 – 1.30 – SROI and Social Accounting sioning landscape evolves and grows ever
1.30 – 1.45 – Feedback and next steps more competitive. However this is not sim-
ply a funder or commissioner-driven need.
A range of drivers include burgeoning social
need, cash constraints in public funding,
legislative change, changing delivery and
funder landscapes, growth of a measure-
ment culture in policy-making and public
life, and evolving thinking in measurement
itself.
Against this backdrop it seems all too easy
INTRODUCTION TO NON-PROFIT to see the plethora of measurement tools
MARKETING and approaches, and the refreshing debate
as the social sector strives for improvement
Slide 1.3 Slide 1.4
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IMPACT MEASUREMENT (2) better than others, the best of them take IMPACT MEASUREMENT – THE NEED
our knowledge of the methodologies, and
Social Impact measurement is much talked- how to solve their practical shortcomings, The need for social impact measurement
about. For over twenty years different forward in leaps and bounds. As use grows, is growingly increasingly critical. Social
methodologies have been developing, so does confidence. organisations are clearly feeling more
spanning different viewpoints, different pressure to evidence their social value, as
service delivery arenas, different jurisdictions, the funding and commissioning landscape
and the needs of different interest groups. evolves and grows more competitive.
Various commentators have argued that A few factors that drive this need stand out
there are common threads, but some in particular:
fundamental differences to these points of Social Need
view While attempts have been to made to There is considerable recognition, in all
draw out this shared thinking in academic, quarters, of the social needs in our society.
professional research, provider, funder and With recession biting globally, these needs
commissioner environments, too often they seem to be on the increase, at the same time
have ended in largely theoretical debates as that recognition appears to be growing.
about the definitions of the terminology
used rather than the subject matter itself. Cash constraints in public funding
Public funding cut-backs are rife across the
On the other hand, practitioners and world, and the UK is no exception. As need,
providers themselves have provided or recognition of it, rises, and funding falls
more examples - concrete examples - of the focus must be on effective and efficient
the challenges and feasibility of impact delivery of services, concentrating resources
measurement. Whilst some are admittedly on what works best in delivering impact.
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KEY INFLUENCERS ON SOCIAL IMPACT The Public Services (Social Value) Act • Deadweight or what would have
MEASUREMENT 2012 requiring the public sector contracts happened anyway to a beneficiary or
to consider the social value created (or group regardless of interventions by the
The tightening purse within central and destroyed) with the procurement. Social Sector Service Provider.
local government requiring more for less in • The requirement and value of
service delivery. performance and financial proxies placed
Unprecedented re-organisation of the against outcomes and the comparability
public sector driving greater devolvement of of these.
service delivery from State control, including • The assessment of risk against social
Open Public Services Act 2012, the Localism impact outcomes.
Act 2011 and Health and Social Care Act • The assessment of negative outcomes
2012. Such legislative change brings or unintended consequences of services
significant competition within the market provided.
place, with Social Sector Service • The differing value of immeasurable
Providers looking to differentiate themselves outcomes to the respective participant
from for-profit providers by their social groups.
impact credentials. • The use of randomised control groups
Emerging social investment market bringing within emerging social investment
to attract and direct capital to deliver both FACTORS THAT INFLUENCE IMPACT instruments such as Social Impact Bond
social as well as financial returns, including MEASUREMENT and the complexities around validity,
the co-commissioning and co-financing of • Attribution or what percentage of ethics and choice.
services alongside the State. outcomes could have been caused by
other interventions by organisations or
people.
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• Bottom up
• Flexilility in approach
• Both qualitative and quantitative
OUTCOME THEORY OF BENEFICIARY EVIDENCING TRACKING SOCIAL

FOCUS CHANGE PERSPECTIVE OUTCOMES PERFORMANCE
IMPACT
MEASUREMENT
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DEFINITIONS OF KEY TERMS PUBLIC BENEFIT & TARGET all segments of the target population
POPULATIONS and intends that the pricing and sales
We define: channels used do not create barriers to
Three investment criteria to define the target access.
• an output as a measurable unit of population and ensure public benefit, which
a product or a defined episode of is important to funders.
service delivery directly produced by an
investee’s activities. • investing in inclusive innovations: the
• an outcome as an observable, and product/service innovation has the
measurable, change for an individual potential to address one or more of the
or organisation. We should define the target outcomes, for all those in the
outcomes we would like our investments population for whom the outcome is
to achieve across the target groups and relevant (the target population);
areas of activity • accessibility: the business plan for the
• Impact as the effect on outcomes venture contains a credible long–term
attributable to the output, which may be strategy to distribute the product/service
positive or negative, and will be identified to all segments of the target population
through high quality evaluation. and does not exclude any segment
• Impact risk is a concept to give an from the opportunity to benefit from the
indication of the certainty that an output product/service;
will lead to the stated impact. • affordability: the business plan contains
a credible long–term pricing and sales
strategy that demonstrates how the
product/service could be afforded by
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STANDARDS OF EVIDENCE
LEVEL EXPECTATION HOW THE EVIDENCE CAN BE GENERATED
You can give an account of impact. E.g.

providing a logical reason, or set of You should be able to do this yourself, and draw
reasons, for why your products/service upon existing data and research from other
At level 1
could have impact on one of your funders sources.
outcomes, and why that would be an
improvement on the current situation
At this stage, data can begin to show effect but

You are gathering data that shows some it will not evidence direct causality. You could
At level 2
change amongst those using your product/ consider such methods as: pre and post survey
service evaluation; cohort/panel study, regular interval
surveying.
Consider robust methods using a control group
(or another well justified method) that begin
You can demonstrate that your product/
to isolate the impact of the product/ service.
service is causing the impact, by showing
At level 3 random selection of participants strengthens
less impact amongst those who don’t
your evidence at this level; you need to have
receive the product/service.
a sufficiently large sample at hand (scale is
important in this case)
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LEVEL EXPECTATION HOW THE EVIDENCE CAN BE GENERATED
Funders are looking for a robust independent

You are able to explain why and how
evaluation that investigates and validates
your product/service is having the impact
the nature of the impact. this might include
you have observed and evidenced so far.
endorsement via commercial standards,
an independent evaluation validates the
At level 4 industry kitemarks etc. You will need
impact you observe/generate. the product/
documented standardisation of delivery and
service delivers impact at a reasonable
processes. You will need data on costs of
cost, suggesting that it could be replicated
production and acceptable price point for your
and purchased in multiple locations
customers.
You can show that your product/ service

could be operated up by someone else, Funders expect to see use of methods like
At level 5 somewhere else and scaled–up, whilst multiple replication evaluations; future scenario
continuing to have positive and direct analysis; delity evaluation.
impact on the outcome and remaining a
financially viable proposition.
Slide 1.17
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THE RIGHT IMPACT MEASUREMENT When you know the reason for measurement, SOCIAL RETURN ON INVESTMENT
TOOL you can work out which method or tool is (SROI)
most suitable.
According to the NCVO, there are more (SROI) is a principles-based method for
than 160,000 charities in Britain. Of these, measuring extra-financial value (i.e.,
nearly 80% believe that measuring impact environmental and social value not
makes their organisation more efficient. currently reflected in conventional financial
More than 70% have increased their efforts accounts) relative to resources invested. It
in measuring results over the past five can be used by any entity to evaluate impact
years. But there are several hundred tools on stakeholders, identify ways to improve
for measurement available. So in order to performance, and enhance the performance
choose between measurement tools,you of investments.
need to think about why your organisation Over 700 globally are members of this
wants, or needs, to measure its impact. network called Social Value UK (formerly
Voluntary organisations may want to the SROI Network).
measure their impact because of bottom- The SROI method as it has been standardised
up factors, such as a desire to improve by the Social Value UK provides a consistent
services, or a wish to see what difference quantitative approach to understanding and
the organisation makes to society. Equally, managing the impacts of a project, business,
organisations may need to measure their organisation, fund or policy. It accounts for
impact as a result of top-down factors, such stakeholders’ views of impact, and puts
as funder or trustee requirements. This financial ‘proxy’ values on all those impacts
could be true for organisations more reliant identified by stakeholders which do not
on grant applications. typically have market values. The aim is to
Slide 1.18
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include the values of people that are often • Understand what changes. (for those SOCIAL RETURN ON INVESTMENT
excluded from markets in the same terms as stakeholders) Articulate how change (SROI) (3)
used in markets, that is money, in order to is created and evaluate this through
give people a voice in resource allocation evidence gathered, recognising positive Seven identified principles (continued):
decisions. and negative changes as well as those • Do not over-claim. Only claim the value
Some SROI users employ a version of the that are intended and unintended that activities are responsible for creating
method that does not require that all impacts • Value the things that matter. (also known • Be transparent. Demonstrate the basis
be assigned a financial proxy. Instead as the ‘monetisation principle’) Making on which the analysis may be considered
the “numerator” includes monetized, decisions about allocating resources accurate and honest, and show that it
quantitative but not monetised, qualitative, between different options needs to will be reported to and discussed with
and narrative types of information about recognise the values of stakeholders. stakeholders
value. Value refers to the relative importance • Verify the result. Ensure appropriate
Slide 1.19 of different outcomes. It is informed by independent assurance
stakeholders’ preferences
SOCIAL RETURN ON INVESTMENT • Only include what is material. Determine ‘Value the things that matter’ includes the
(SROI) (2) what information and evidence must be use of financial proxies and monetisation of
included in the accounts to give a true value and is unique to the SROI approach.
Seven identified principles: and fair picture, such that stakeholders
• Involve stakeholders. (i.e. everyone who can draw reasonable conclusions about
has a ‘stake’ or an interest in the subject impact
of the SROI) Inform what gets measured
and how this is measured and valued in
an account of social value by involving
stakeholders
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THE MONETISATION PRINCIPLE SOCIAL ACCOUNTING behaviour, the determination of those to

whom the company is accountable for its
The translation of extra-financial value into Social accounting (also known as social social performance and the development
monetary terms is considered an important accounting and auditing, social and of appropriate measures and reporting
part of SROI analysis by some practitioners, environmental accounting, corporate social techniques.”
and problematic when it is made a universal reporting, corporate social responsibility It is an important step in helping companies
requirement by others. reporting, non-financial reporting or independently develop CSR programs which
Essentially, the monestisation principle accounting) is the process of communicating are shown to be much more effective than
assumes that price is a proxy for value. the social and environmental effects government mandated CSR
While prices represent exchange value – the of organizations’ economic actions to
market price at which demand equals supply particular interest groups within society and SOCIAL ACCOUNTING (2)
– they do not completely represent all the to society at large.
value to either the seller or the consumer. In Social accounting is commonly used in Social accounting challenges conventional
other words, they do not capture economic the context of business, or corporate accounting, in particular financial
surplus (consumer or producer surplus). social responsibility (CSR), although any accounting, for giving a narrow image
They also do not include the positive or organisation, including NGOs, charities, and of the interaction between society and
negative value (i.e., externalities) for others government agencies may engage in social organisations, and thus artificially
who may be affected by an exchange. accounting. Social Accounting can also be constraining the subject of accounting.
Moreover, prices will depend in part on the used in conjunction with Community-Based • Social accounting seeks to broaden the
distribution of income and wealth: different Monitoring (CBM). scope of accounting in the sense that it
distributions result in different prices which Social accounting emphasises the notion of should:
result in different proxies for value. corporate accountability - “an approach to • concern itself with more than only
Hence market prices do not always reporting a firm’s activities which stresses the economic events;
accurately reflect what people value. need for the identification of socially relevant • not be exclusively expressed in financial
Slide 1.22
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terms; These objectives can be manifold but • Identifying social and environmental
• be accountable to a broader group of can typically be described in terms of costs of economic success.
stakeholders; social and environmental desirability and
• broaden its purpose beyond reporting sustainability. SOCIAL ACCOUNTING – MANAGEMENT
financial success. In order to make informed choices on CONTROL
these objectives, the flow of information
It points to the fact that companies in society in general, and in accounting in Social accounting for the purpose of
influence their external environment particular, needs to cater for democratic management control is designed to support
(positively and/or negatively) through decision-making. In democratic systems, and facilitate the achievement of an
their actions and should therefore account there must then be flows of information organisation’s own objectives.
for these effects as part of their standard in which those controlling the resources Social accounting is concerned with
accounting practices. Social accounting provide accounts to society of their use substantial self-reporting on a systemic
has the “potential to expose the tension of those resources: a system of corporate level. Individual reports are referred to as
between pursuing economic profit and accountability. Society is seen to profit from social audits. The internal model for social
the pursuit of social and environmental implementing a social and environmental accounting and audit is designed for social
objectives” approach to accounting in a number of enterprises to help plan and measure
Slide 1.24 ways, e.g.: their social, environmental and financial
progress towards achieving their planned
SOCIAL ACCOUNTING - • Honoring stakeholders’ rights of objectives.
ACCOUNTABILITY information; Organisations are seen to benefit from
• Balancing corporate power with implementing social accounting practices
Social accounting for accountability corporate responsibility; in a number of ways, e.g.
purposes is designed to support and • Increasing transparency of corporate • Increased information for decision-
facilitate the pursuit of society’s objectives. activity; making;
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• More accurate product or service accountability. eco-efficiency, their ecological footprint,

costing; Accounting for impacts on the environment that is an estimate of total environmental
• Enhanced image management and may occur within a company’s financial impact, may move independently following
Public Relations; statements, relating to liabilities, changes in output.
• Identification of social responsibilities; commitments and contingencies for the
• Identification of market development remediation of contaminated lands or Slide 1.27
opportunities; other financial concerns arising from
• Maintaining legitimacy. pollution. Such reporting essentially FEEDBACK AND WRAP UP
expresses financial issues arising from
ENVIRONMENTAL ACCOUNTING environmental legislation. More typically, • There are different tools for measuring
environmental accounting describes the impact. They will help you measure
Environmental accounting, which is a reporting of quantitative and detailed what you deliver and will help with
subset of social accounting, focuses on environmental data within the non- attracting finance, but involve work to
the cost structure and environmental financial sections of the annual report or in set up and implement
performance of a company. It principally separate (including online) environmental • Prioritise what you measure, choose
describes the preparation, presentation, reports. Such reports may account for your level of evidence and select your
and communication of information pollution emissions, resources used, or sources and tools
related to an organisation’s interaction wildlife habitat damaged or re-established.
with the natural environment. Although In their reports, large companies commonly
environmental accounting is most place primary emphasis on eco-efficiency,
commonly undertaken as voluntary self- referring to the reduction of resource and
reporting by companies, third-party reports energy use and waste production per unit
by government agencies, NGOs and other of product or service. Whilst companies
bodies posit to pressure for environmental can often demonstrate great success in
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LEADERSHIP AND PEER SUPPORT
WELCOME
Aim:
• Leadership Training for Managers benefits anyone who interacts with internal
or external customers, project team leaders, employees who serve on teams, or
managers who want to enhance their leadership skills development in order to
achieve outstanding results.
• This management leadership training course will teach you how to stop
managing and start leading; and, as a result, make you a vital part to your
organisation’s future.
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AGENDA: LEADERSHIP
-30 – 0.00 – Arrivals and refreshments The main objective of this session of the
0.00 – 0.15 – Welcome and overview course is to provide you with the necessary
0.15 – 1.00 – Self Awareness skills to become an effective leader. This
1.00 – 1.30 – Communication session will introduce you to basic leader-
1.30 – 1.45 – Break ship theories as you pursue leadership roles
1.45 – 2.30 – Leadership / Teambuilding in your business and the community. This
2.30 – 3.00 – Planning / Goal Setting module offers theory in developing skills
3.00 – 3.15 – Feedback and next steps in the areas of self- awareness, communi-
cation, planning / goal setting, and lead-
ership / teambuilding to help you develop
the skills and knowledge to support you in
leadership.
We’ll start by watching a video:
https://www.youtube.com/watch?v=-
jU4oA3kkAWU&feature=youtu.be
Slide 1.3 Slide 1.4
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SELF AWARENESS There is a lot to learn about oneself in good SELF AWARENESS - EXERCISE
and bad times through reflection, which can
Self awareness is about understanding allow an individual to:
yourself in a way that allows you to • Gain more control and make better STRENGTHS WEAKNESSES
understand who you really are and why decisions
you do things in the way that you do. By • Be more flexible and confident in our
developing your self awareness you can gain approach
control over yourself in certain situations. • Help ourselves deal with challenges in a
Learning outcomes covered in this section: more positive and less anxious way
• Appreciate what is understood by self • Interact better, communicate more
awareness and personal development effectively and understand our
• Understand that personal development relationships with others more fully
is an ongoing requirement • Reduce our stress levels and get more
• Recognise your current personal out of life OPPORTUNITIES THREATS
development needs Self awareness, therefore, can lead to
• Developing your own mission and vision personal development as an individual
statements has identified their strengths, weaknesses,
Being self aware requires reflection and opportunities and threats through reflection
reflection requires you to think about and analysis
yourself with regard to your actions, feelings,
interactions and thoughts. Reflection can be
undertaken by yourself or with other people
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SELF AWARENESS - EXERCISE PERSONAL DEVELOPMENT others around you; organised and
structured training programmes;
• Strengths – list the particular skills and Personal development is about developing perfomance reviews/appraisals; formal
qualities you have as an individual, as and improving aspects of an individual education; personal reading and
well as the people and resources you which can include areas such as education. research
have available to you Motivation, feelings, health, skills, abilities
• Weaknesses – also include skills you and more.
wish to acquire and qualities you wish As life is constantly changing, it is necessary
to develop, as well things you don’t have to continue developing as a person in order
access to but may need in the future to improve as individuals and to be able to
• Opportunities will include resources adapt to changing situations.
available to you and will strongly link to Personal development requires an individual
your strengths – basically any potential to set goals or benchmarks that define a
situations which could positively point which can be achieved through goal
affect your personal and professional setting and planning
development This allows progress and assessment
• Threats are the factors that have the to occur which allows an individual to
potential to hinder your progress receive feedback regarding change and
development.
Personal learning and development activities
can come about by different channels which
include
• Hands on work; learning by observing
Slide 1.8 Slide 1.9
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PERSONAL DEVELOPMENT - EXERCISE CURRENT PERSONAL DEVELOPMENT PERSONAL DEVELOPMENT NEEDS -

NEEDS EXERCISE
Currently I am... In 2 years I want...
There are 3 aspects you need to consider:
KNOWLEDGE
• Your knowledge base
Think of this as a personal reflective audit. What? How?
What knowledge do you need to gain to
achieve your goals? What is your baseline?
• Yours skills
Knowledge is a prerequisite for skill SKILLS
development. A person needs to know
what to do and when to do it (knowledge). What? How?
However a gap separates knowing things
from actually being able to do them
In 10 years I want… In 5 years I want…
• Your attitude
Attitude can set you aside from other ATTITUDES
people and give you a real advantage in the
workplace. Attitude is a mental set, a way of What? How?
thinking and behaving that makes a person
respond in a particular way to a particular
stimulus
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PERSONAL MISSION STATEMENT COMMUNICATION phone call or a face to face conversation.
Communication should never be a one-
Keep your statement simple and brief – 3 – Everyone uses interpersonal communication way process. When we talk about ‘actively
5 sentences skills. We use them at home with our listening’, it means ensuring you are
Write your statement so that it focuses families, in the workplace with our bosses engaged with others in order to understand
on who you want to become and keep it and coworkers, on our computers when we what they are saying. Asking questions
direct with regard to the areas you want to answer email, and on the telephone when and summarising the main points of the
develop/change we order pizza. This manual is intended conversation is a good way of checking your
Keep your mission statement positive to help you improve your interpersonal understanding of what has been discussed
Develop a mission statement that you can communication skills and develop new skills and demonstrates that you have been
use n your everyday decisions and actions to become a more effective communicator. listening to what the other person has been
Consider how your mission statement will Interpersonal communication applies to all saying.
impact on other areas of your life of our relationships, personal and business. Competency in written and verbal
Keep your mission statement personal and Others respect or reject us based on our communication skills means you are able
it will inspire you into achievement interpersonal communication skills. People to:
Always remember that your mission send us messages in every interpersonal • Select appropriate and effective
statement is not inflexible communication encounter. Those messages communication methods.
can be explicit (verbal comments) or implicit • Ascertain the appropriate tone and level
MISSION - EXERCISE (nonverbal facial expressions, other body of language in specific situations.
language, and physical space). • Present information via a verbal or written
If you never had to work another day in The first step in communication is using the medium that is easily comprehensible to
your life, how would you spend your time appropriate method. There are a variety of others.
instead of working? (discuss with the person tools available and you will need to decide • Actively listen and pay attention to
next to you) whether a situation calls for an email, a people, asking questions if necessary.
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COMMUNICATION (3) just the words we use. Our tone of voice, SELF-PERCEIVED COMMUNICATION -
facial expression and body language all EXERCISE
It takes just a quick glance, maybe three play a major role in how we’re understood.
seconds, for someone to evaluate you when And if we’re communicating in a situation Please indicate how competent you
you meet for the first time. In this short where we can’t use all of these elements to believe you are to communicate
time, the other person forms an opinion enhance our messages, we need to be very in each of the situations described
about you based on your appearance, careful. below. Indicate in the space provided
your body language, your demeanor, your beside each item your estimate of your
mannerisms, and how you are dressed. So Are you comfortable talking with people competence.
whether they are in your career or social you don’t know? Do you dread saying no? Presume 0 = completely incompetent and
life, it’s important to know how to create a Do you allow strangers to cut you o in the 100 = competent.
good rst impression. Tool 5 will help us to cafeteria line? Do you regret stepping on 1. Present a talk to a group of
work on first impressions, providing some others to achieve your goals? Do you feel strangers_____
useful tips. you get your needs across to others? 2. Talk with an acquaintance____
The difference between the words people Your words and behavior tell people who you 3. Talk in a large meeting of friends____
speak and our understanding of what are. Human communication and behavior 4. Talk in a small group of strangers____
they are saying comes from non-verbal fall into three basic categories: 5. Talk with a friend____
communication, otherwise known as “body 6. Talk in a large meeting of
language”. By developing your awareness 1. Passiveness. acquaintances.____
of the signs and signals of body language, 2. Aggressiveness. 7. Talk with a stranger____
you can more easily understand other 3. Assertiveness. 8. Present a talk to a group of friends____
people, and more effectively communicate 9. Talk in a small group of
with them. Assertiveness is an alternative to the acquaintances____
Communication is made up of more than extremes of passiveness and aggressiveness. 10. Talk in a large meeting of
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strangers____ preparation steps to help you create an • Plan Communications Messages
11. Talk in a small group of friends____ audience-focused communication plan And Channels
12. Present a talk to a group of that’s sure to get your message heard:
acquaintances____ • Understand your objectives Once you have clarified your objectives
and got a full understanding of the
COMMUNICATIONS PLANNING Be clear about your overall communication different audiences you need to
objectives. What do you want to achieve, communicate with, it’s time to plan the
Getting the right messages across in when and why? Record your overall communications – that means working
the right way objectives in your plan. out the messages needed to meet your
Whether you need to communicate general objectives and when and how these will be
day-today information or “big news” • Understand your Audiences delivered.
about major changes in your organization, Before starting on the detail of your
the best communications start with some Identify and list your different audiences. plan, first jot down all the possible
good planning. Try to identify who to communicate with communications channels you could
The first step is to put yourself in the shoes and why. use. Think broadly and creatively! You
of your audience. What do they need to Now drill down into your communication probably already use lots of great ways to
know, and want to hear? What’s their objectives and clarify specific objectives for communicate in your company, and some
preferred way of receiving information? each audience. A good way to do this is to new ones may help get your message
What will stop them listening to what you think about the audience’s needs – what across. Here is a list to get you started:
have to say? And how will you know that do they need and want to know from you? • Email; • Newsletter; • Teleconference; •
they have got the message? List all the objectives (there may be several) Notice boards; posters; podcast….............
So there’s quite a bit more to good for each audience in your plan.
communications than preparing a good
memo or presentation! Work through the
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• Remember to use existing channels • Monitor Effectiveness
To plan out the message for each audience, It’s good to get feedback on the
start by thinking about the broadest audience communications you have planned and
groups first. The broadest audience might implemented. Ask people from different
be “All people working in the London Office” audiences how you are doing. Check they
and “All people working in the Sumperk understand the messages you need them
Office ”. to hear. By getting timely feedback, you can
As you consider each audience in turn, ask tune any future communications that you
the following questions: have planned to better meet people’s needs
• What does the audience need and want or fill any gaps so far.
to know?
• When do we need to communicate?
• What is the regular or preferred channel
for reaching this audience?
• For this specific audience and message,
what is the most effective way to get your
message across?
Several messages over time may be required
to meet the objectives of each audience.
Make sure the messages you plan “add up”
to meet the audience’s objectives.
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THE COMMUNICATION CYCLE THE 7 CS OF COMMUNICATION LEADERSHIP
The Communication Cycle provides a Communication needs to be: There are many definitions of leadership.
checklist that helps you communicate Many lines have been written attempting to
effectively with your audience. • Clear capture the essence of leadership in just a
few words.
• Concise The Oxford English Dictionary definition of
leadership is simply:
2. Compose/ • Concrete “The action of leading a group of people or
Encode
an organisation, or the ability to do this.”
• Correct We need now to define ‘lead’ in this context,
1. Aim 3. Transmit/ which is more helpful to appreciating the
Deliver
• Coherent breadth and depth of the word leadership.
Here are the most relevant points from the
• Complete dictionary:
Be in charge or command of
• Courteous Organise and direct
6.Change 4. Received Set a process in motion
Improve feedback Be a reason or motive for (others to act,
change, etc.)
5. Analyse/
Decode/
Learn
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Leadership is centrally concerned with Management relies heavily on tangible Good leadership depends on attitudinal
people. Of course leadership involves measurable capabilities such as effective qualities, not management processes.
decisions and actions relating to all sorts planning; the use of organisational systems; Humanity is a way to describe these
of other things, but leadership is special and the use of appropriate communications qualities, because this reflects the leader’s
compared to any other role because of methods. vital relationship with people.
its unique responsibility for people - i.e., Leadership involves many management Qualities critical for a leader’s relationship
the followers of the leader - in whatever skills, but generally as a secondary or with his/her people are quite different to
context leadership is seen to operate. background function of true leadership. conventional skills and processes.
Leadership and management are commonly Leadership instead relies most strongly on
seen as the same thing, which they are less tangible and less measurable things LEADERSHIP QUALITIES
not. Leadership is also misunderstood to like trust, inspiration, attitude, decision-
mean directing and instructing people and making, and personal character. These are Examples of highly significant leadership
making important decisions on behalf of an not processes or skills or even necessarily qualities
organization. Effective leadership is much the result of experience. They are facets of • Integrity; honesty; humility;
more than these. humanity, and are enabled mainly by the • courage; commitment; sincerity;
Good leaders are followed chiefly because leader’s character and especially his/her • passion; confidence; positivity;
people trust and respect them, rather than emotional reserves. • wisdom; determination; compassion;
the skills they possess. Leadership is about Another way to see leadership compared • sensitivity
behaviour first, skills second. with management, is that leadership People with these sort of behaviours and
This is a simple way to see how leadership is does not crucially depend on the type of attitudes tend to attract followers. Followers
different to management: management methods and processes a are naturally drawn to people who exhibit
• Management is mostly about processes. leaders uses; leadership instead primarily strength and can inspire belief in others.
• Leadership is mostly about behaviour. depends on the ways in which the leader These qualities tend to produce a charismatic
uses management methods and processes. effect. Charisma tends to result from
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effective leadership and the qualities which • Understand where real value is added EFFECTIVE GOAL SETTING
enable effective leadership. Charisma is by and put your best people there.
itself no guarantee of effective leadership. • Know when to meddle and when to let Setting goals and objectives should be your
go - this is pure instinct. number 1 priority if you want to take charge
LEADERSHIP TIPS (JACK WELCH) of both your professional and personal life,
LEADERSHIP PRIORITIES take control the wheel and get out of the
• There is only one way - the straight way. backseat.
It sets the tone of the organisation. As a leader, your main priority is to get the Setting goals and objectives will not just
• Be open to the best of what everyone, job done, whatever the job is. Leaders make enhance your career or quality of life, lets
everywhere, has to offer; transfer things happen by: face it you can’t get what you want if you
learning across your organisation. • knowing your objectives and having a don’t know what you’re going for.
• Get the right people in the right jobs - plan how to achieve them In addition to the fact that goals have an
it is more important than developing a • building a team committed to achieving extraordinary power over the direction of
strategy. the objectives your life and business and also don’t forget
• An informal atmosphere is a competitive • helping each team member to give their that accomplishing a goal that you worked
advantage. best efforts really hard for is one of the more satisfying
• Make sure everybody counts and As a leader you must know yourself. Know pleasures a person can experience.
everybody knows they count. your own strengths and weaknesses, so that
• Legitimate self-confidence is a winner you can build the best team around you.
- the true test of self-confidence is the
courage to be open.
• Business has to be fun - celebrations
energise and organisation.
• Never underestimate the other guy.
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• Set goals that are linked to business • Matching experience and capability HARD V SOFT OBJECTIVES
priorities Objectives should take account of the
Objectives must be regularly reviewed and individual’s ability, experience, knowledge Hard objectives can be measured clearly
updated as circumstances change. and any development plan in place. in terms of outputs such as turnover, profit,
percentage increases, etc.
• Linked to results, not activities • Updated Soft objectives define the difference between
This means that we are concerned with Certain things may occur which affect the ‘acceptable’ and ‘excellent’ performance.
output not activities - the ends and not the objective being measured but which are out Soft objectives cover areas where the
means. of the control of the jobholder. As a result, way the job is done is as important as the
objectives must be regularly updated, taking quantitative results.
• Measurable and specific account of the business environment. Often soft objectives are measured through:
Objectives must state what exactly is to Customer feedback Surveys, complaints,
be measured, and within that, define • Number of objectives mystery shopping.
acceptable levels of performance. Don’t set too many objectives. It is better to It is important to break down soft objectives
focus on a few quality areas rather than a into desirable behaviours, for example a
• Challenging but attainable long list which is impossible to achieve. positive attitude for a customer service role
Ideally, your people should set their own Compatible upwards/downwards/sideways tells you little until it is broken down into:
objectives. Often these will be tougher Objectives should not clash with other • Politeness
than if set by the manager. They should be people’s activities, so they need to be • Smiling and good eye contact with the
stretching, challenging and developmental. compatible upwards, downwards and customer at all times
Weed out unattainable objectives as these sideways.. • Appearance
can be de-motivating. • Calm and practical approach
• Good knowledge of the organisation’s
services and systems
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GOAL CASCADING GOAL CASCADING OBJECTIVE SETTING
Cascading goals means breaking down the Objectives need to be set at all levels of the
corporate goals into a set of smaller goals CORPORATE or STRATEGIC PLANS business. This ensures commitment at the
that are relevant to each department. A higher levels of management and clear goals
simple way to think about this process is to and objectives at lower levels. This is often
think about goals spilling over a cliff like a achieved through cascading the corporate
waterfall. BUSSINESS PLANS or strategic objectives into individual jobs.
Goals must spread throughout an entire
organization in order to be executed. FEEDBACK AND WRAP UP
The department goals describe what each
unit needs to achieve. These goals are TEAM GOALS • Phew – we covered a vast amount
then broken down further until individuals • No one said it would be easy running
in the unit have their own performance an organisation – but there is plenty of
goals. In this way, progress throughout the support and spending time doing some
organization is measurable. INDIVIDUAL OBJECTIVES internal and external examination makes
Cascading goals isn’t an easy or fast process. a difference
Be prepared to meet resistance in getting
people to get on board. Some may need
specific training because they don’t know
how to develop goals and others may need
coaching to enhance their performance.
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PITCHING & PUBLIC SPEAKING
WELCOME
Aim:
• To help people develop their elevator pitch
• To assist people to be able to present in public
Slide 1.2
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AGENDA: PITCHING develop and try out pitches on your fellow
learners.
-30 – 0.00 – Arrivals and refreshments There are likely to be many occasions when
0.00 – 0.15 – Welcome and scene setting you will need to win over people’s interest
0.15 – 0.45 – Introduction to pitching in your business idea - particularly when
0.45 – 1.45 – Exercise 1 – prepare your you are seeking finance.
pitch Whether you are trying to raise money for
1.45 – 2.00 – Break your business or just want to perfect your
2.00 – 3.00 – Test your pitch business strategy, a solid elevator pitch is an
3.00 – 3.15 – Feedback and next steps essential tool for achieving your goals. An
elevator pitch can be delivered either ver-
bally, ideally in 60 seconds or less, or as a
one-page overview of your business. Think
of the elevator pitch as an executive sum-
mary that provides a quick overview of your
business and details why you are going to
be successful.
We’ll give you some of the concepts, what to
include and what to avoid and allow you to
Slide 1.3 Slide 1.4
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PITCHING – WHAT TO INCLUDE 2. Solution you should naturally be thinking about the
Too many entrepreneurs start with a potential customers who have this problem.
1. Problem solution: a product or service that they think In the Target Market section of your pitch,
The most important thing is to identify the market needs without first identifying you will define exactly who has the problem
a problem that is worth solving. If your the problem they are solving. As a smart you are solving and figure out how many
product or service doesn’t solve a problem entrepreneur, you can avoid this mistake potential customers you will be trying to sell
that potential customers have, you don’t by first making sure that you are solving a to.
have a viable business. Simple as that. real problem that customers actually have You should try and divide your target market
Now, you don’t have to be solving a massive before you define your solution (see point into segments—smaller groups of people
problem where the solution will change one). whom you expect to market to.
the world. That’s great if you are tackling Once you have clearly defined the problem Once you have created a good list of target
such a problem, but for most businesses, you are solving, you need to explain your market segments, you’ll need to do a little
that’s not the reality. Problems can be solution. A clear problem statement will research and estimation to figure out how
simple—and that’s OK. As long as you, as help you focus your solution on solving that many people are in each segment. Next,
an entrepreneur, are solving a problem that one problem, and not stretch the solution to try and estimate what an average person
customers have, you can build a business. solve multiple potential problems. in each group currently spends each year
Try and distill your customer’s problem down Again, try and distill your solution description on their current solution to the problem you
to its simplest form. Ideally you should be down to as few words as possible. You are solving. Now, just multiply the number
able to describe the problem you are solving should be able to describe your solution at of people by how much they currently spend
in one or two sentences, or potentially a few a high level in just a few sentences or bullet and you will have a realistic “market size”
bullet points. In the long run, your company points. number or your target market.
may solve multiple customer problems, but In your pitch, you will want to talk about the
initially you will be more successful if you 3. Target market market segments you are targeting, how
just focus on one core problem. As you define the problem you are solving, many people are in each segment, and the
Slide 1.5 Slide 1.7
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total amount they currently spend. These that you offer that your competitors don’t. people. Knowing what your team is missing
numbers are critical and must be part of any Bear in mind that social innovators are and recognizing that you need to find the
good pitch presentation. competing with all sectors right talent to fill the gaps is an important
trait in any social entrepreneur.
4. Competition 5. Team
Every business has competition. Even if no As great as your idea is, only the right team 6. Financial summary
one has come up with a solution similar to will be able to effectively execute and build For a great pitch, you don’t necessarily have
what you have come up with, your potential a great company. to show a detailed five-year forecast. What’s
customers are solving the problem they In the “team” portion of your pitch, you more important is that you understand your
have with some alternative. should talk about why you and your business model.
For example, the competitors to the first cars business partners are the right team to “Business model” may sound like something
weren’t other cars but horses and walking. As execute on your vision and why your team’s complex, but fortunately it’s not. All you
you think about your competition and existing skill set is precisely what is needed to lead need to know is who pays your bills and
alternatives, think about what advantages your company to success. People often what kinds of expenses you will have. For
your solution offers over the competition. say that a company’s leadership team is example, if you are starting an online news
Are you faster, cheaper, better? Why would more important than the idea—and this is site, the customers that pay the bills are
a potential customer choose your solution often true. No matter how great or unique your advertisers. Your costs will be writers,
over someone else’s? Describing your key your solution is, if you don’t have the right graphic designers and web hosting. As you
differentiators from your competition is people on board, you won’t be able to see learn more about your industry, it is certainly
a great exercise and ensures that you are it to fruition. helpful to put together a sales forecast and
building a unique solution that customers It’s also OK to not have an entire team in expense budget. You will want to ensure that
will hopefully choose over other alternatives. place. It’s more important to understand you can build a profitable company based
These differentiators will also help you focus that you have gaps in your management on your assumptions. But, for your pitch, a
your marketing on the key value proposition team and that you need to hire the right detailed forecast isn’t necessarily required.
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7. Milestones PITCHING – HARD EARNED LESSONS business’s viability on a shoestring budget,

The final key element of your elevator pitch and turn your idea into a functional business
is conveying your business milestones, or Less is always more. before you seek investment.
your schedule. An elevator pitch is vital. Verbose
Here you will want to talk about your presentations and lengthy explanations will Leave the hockey sticks on the ice.
upcoming goals and when you plan not impress investors, and most likely will Excite investors about your big picture, but be
to achieve them. If you have already turn them off. Present your business in a reasonable and responsible. Avoid hockey
accomplished notable milestones, you manner that’s short, sweet and to the point. stick projections. Respectable investors will
should mention those. For example, if Investors need to be confident that your not take you seriously if you present them
you have invented a new medical device, business will attract and retain customers. with nonsensical financial graphs that claim
potential investors will want to know where If they don’t grasp your concept in a short your company’s revenues will grow from
you are in the clinical trial process. What time span, they may presume that customers £100,000 to £50 million in three years. Show
steps have been accomplished and what’s won’t understand it either. investors that you have a grasp on reality
the projected schedule for final approvals? If with three versions of financial projections:
you are opening a restaurant, investors will Never hypothesize. Execute, execute, best case, moderate case and worst case.
want to know about plans to sign a lease, execute. Base each of these models on facts, past
design the interior, and open for business. Inspire confidence with facts, not fiction. and present performance data, industry and
Talking about upcoming milestones in your Most investors seek out low-risk businesses competitor analyses and a series of well-
pitch makes your business a reality. This with proven managers that are as close to thought-out, defendable assumptions.
section of the pitch illustrates how well you guarantees as possible. A company with
have thought through the detailed steps it’s cash flow, a track record and real-world Learn to love discount stores.
going to take to open your business and experience has a better chance of getting Being cheap is chic. In an age where
start making money. investors than a business plan forecasting spending is out of control, you’ll need to
large returns. Find ways to test your prove that you are a fiscally responsible
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manager who knows how to get the most is based on a single product. why.
out of a buck. Give yourself wiggle room in • Show your commitment. Explain clearly
your operations and marketing budgets, but Choose not to be the smartest person in and concisely what you have done and
avoid being excessive. Never ask for a large the room. what you intend to do next. Reveal
salary or big-budget perks. Investors want Know what you know, know what you don’t what you have given up, what you are
you to be in a position where everything is know and find the people who know what prepared to do and how determined you
on the line. you don’t know. Build a team of credible are. Show how you will be sharing the
experts. The smartest leaders in the world risk. Passion and commitment are vital
Rome wasn’t built in a day. Your business are those who surround themselves with ingredients of a winning pitch. In the
won’t be either. smarter people. Investors are funding a entrepreneurial dictionary, action comes
Investors are wary of funding over-eager management team as much as they are straight after decision. Committing to
businesses that seem destined to bite off investing in a great business concept. getting things done is an invaluable ally
more than they can chew. Before asking on your road to success.
for millions of dollars to fund 50 divisions PITCHING – DO’S • Be confident. An inner self belief is like
and hundreds of product lines, prove how a foundation stone under the tallest
well you can create, manage and fulfill • Keep your pitch short, concise and building. You need to convince potential
demand for a single product. Demonstrate factual - around 5 -15 minutes long. Get investors that you have the courage of
that your business can crawl before you to the point. your convictions and why.
say it can walk. Perfect your marketing • Provide visuals, either a tangible product
tactics, sales strategies and operational or visual images of your concept.
procedures. Investors appreciate companies • Demonstrate the opportunity. Specifically
with sustainable step-and-repeat business tell the panel you are pitching to exactly
models that are poised for exponential how there is going to be a return on the
growth. Remember, even Google’s success investment that’s made and demonstrate
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• Practice your pitch in front of a mirror and let your pounding heart to slow • Look un-inspirational. Make me like the
until you know it by heart and it is word down. Look down if necessary. Compose look of you. Don’t look like you’re utterly
perfect. Practice in front of anyone you yourself. Silence is fine. Then, spring into desperate for money or that you’ve
can rely on to give you honest feedback. life. just been dragged through a hedge
Some business angel networks provide backwards because you’re wearing
dummy investor panels and workshops PITCHING – DON’TS ripped jeans and a t-shirt. Wear a suit.
to help entrepreneurs practice their • Be condescending. Have confidence in
pitches. • Exaggerate! Know your figures inside your idea but do not patronise those you
• Persist. Dealing with rejection is all out and off by heart. Be realistic about are seeking investment from.
about passion and conviction and never the risks your business faces and turn • Argue. Do debate. There is a fine balance
giving up. When Thomas Eddison, who yourself into an expert on how to deal between debating and arguing with
invented the light bulb, was asked what with them. somebody. The minute you start arguing
it was like to have failed 1000 times in • Come unstuck. Know exactly what with a potential investor, you’re now in
trying to invent it, he replied that he didn’t you’ll be spending the invested money a state of conflict and it’s going to go
fail, he just found 1000 different ways on and provide realistic valuations and wrong for you very quickly.
not to invent the light bulb. That sort of projections.
analogy is what it’s about, that’s the way • Stop using your imagination. Once
we should view life. Successful social your business is up and running your
entrepreneurs have two undeniable imagination will act as a catalyst for other
qualities, determination and persistence. people’s imaginations. As long as your
Develop a ‘’keep on keeping on’’ ability. imaginative visions and ideas remain
• Protect your idea before entering a pitch deliverable and realistic. An imaginative
situation. leader is encouraging to those around
• Keep calm. Take five seconds to breathe them.
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PITCHING – THE 12 SECOND PITCH your product or service apart from your Describe your company’s goals or objectives,
competitors’ products or services. or both.
Let’s say you’re at a dinner party and one Give an example of a successful outcome
of the guests asks you, “So, what do you 30-second speech from the sale of your product.
do?” Can you answer in one sentence so Summarise in a few simple sentences what
that they understand your company? your company does or provides. THE PROOF OF THE PUDDING…........
Being able to distill your company into one Describe the benefits that your product or
simple sentence is incredibly valuable. It service provides. List the features that set A chance to present the pitches to the fellow
helps you, as an entrepreneur, focus on your product or service apart from your learners and feed back
exactly what you do and who you’re doing competitors’ products or services.
it for. It also helps you clearly market your Briefly state your company’s qualifications. FEEDBACK AND WRAP UP
business. A simple headline at the top of Describe your company’s goals or objectives,
your website or brochures will communicate or both. Putting your business concept into simple,
the core essence of your company and understandable terminology helps potential
generate interest in learning more about 3-minute speech investors, partners, policy makers, or other
what you do. Summarise in one simple sentence what stakeholders to grasp what you are trying to
your company does or provides. deliver
EXERCISE – WRITING YOUR PITCH Describe the benefits that your product or Standing up in front of people is a necessary
service provides. List the features that set part of business life
12-second speech your product or service apart from your
Summarise in one simple sentence what competitors’ products or services.
your company does or provides. Briefly state your company’s qualifications.
Describe the benefits that your product or Identify your company’s mission in one
service provides. List the features that set sentence.
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CASE STUDIES
EDINBURGH TOOL LIBRARY
The story of the Edinburgh Tool Library began in the summer of 2013, when Chris
Hellawell was visited by a friend from Toronto. While chatting about social enter-
prise, she told him about a her home town’s new tool library, which lent out equip-
ment to it’s members. Chris thought this was a great idea and made so much sense,
so he started looking into it. Emails were exchanged with the Toronto Tool Library
and arrangements were made for a return visit to Toronto the following October.
Convinced that a tool library could work in the UK, Chris set out establishing a board
of trustees, and applying for charitable status with the Office of the Scottish Charity
Regulator (OSCR). This took longer than he had hoped, but after a long, drawn out
battle, he managed to argue ETL’s case successfully, and on October the 14th 2014,
they were given charitable status.
Going through The Melting Pot’s Social Innovation Incubation Award programme
helped to develop the business, learn new skills, gather around likeminded people
and become ready for the next step.
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3 months after opening have about a doz- • The average power drill is used a to-
en volunteers, over 500 tools, 80 members, tal of 13 minutes in it’s lifetime – we don’t
and have lent out over 150 tools, but aren’t all need to own one
done yet!
• The average UK household spends
Edinburgh Tool Library is the UK’s first tool £110 a year on tools (Office of National
library, promoting sharing as a way of re- Statistics, 2014) – annual membership to
ducing our environmental impact. the tool library costs £20 (or less if you’re
We lend our members tools for DIY, garden- skint!)
ing, decorating and machine repair, so that
they don’t need to own them. Not only does • Being a member of ETL gives you ac-
this collaborative approach make sense en- cess to over 500 tools without the need to
vironmentally, it also helps our members fi- store them, maintain them, or buy them in
nancially. the first place
We are in the Leith Walk Police Box on Croall

Place, every Saturday, from 9am -1pm.
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EMOTION WORKS
Emotion Works is an inclusive and interdisciplinary approach to emotional learning,

communication and wellbeing.
Created by teacher, curriculum designer and educational consultant Claire Murray,

the Emotion Works Approach is the result of an 8 year development process orig-
inating in Claire’s own classroom practice and drawing on her strong academic
background in Psychology and Education. The approach is theoretically principled,
academically endorsed and has now been widely piloted and practitioner approved
in a variety of educational and related settings.
At the heart of the Emotion Works Approach is a simple and versatile visual resource
called ‘The Component Model of Emotion’. This colour-coded model identifies sev-
en aspects of emotional knowledge and competence that work together to show
how ’emotion works’. The model can be used as a reference tool by adults to help
guide observation, assessment, planning and reflection relating to real life emotion-
al events and planned learning activities.
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The Component Model can also be used tion to help us continue our important work.
as a learning tool for children and young
people across all ages and stages of de- As a registered ‘Community Interest Com-
velopment. Six levels of engagement are pany’ (CIC) our finances and activities are
identified for communication and learning, monitored annually by a regulatory body
and our practice examples demonstrate to ensure that we are working to address
how Emotion Works can be used to support the needs of our community of interest. Our
meaningful consultation and a wide variety community interest statement is as follows…
of curriculum activities to promote emotion-
al wellbeing. Emotion Works is committed to achieving
positive outcomes in learning and well-be-
Emotion Works is a non-profit making social ing for all children and young people, and
enterprise. The business model is geared we have a particular interest in working on
towards providing high quality products and projects that help improve outcomes for
services that offer excellent value for money those who face additional challenges due
in the field of emotional education. By gen- to disability or disadvantage.
erating income from the sale of our prod-
ucts and services we are aiming to grow
Emotion Works into a sustainable organisa-
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INVISIBLE EDINBURGH
Invisible Edinburgh offer friendly walking tours of Edinburgh that showcase the city’s
historical landmarks and explore the social projects that make the city what it is!
Experienced tour guides, all of whom have been affected by homelessness, simply
live and breathe the city, and offer their own personal insight into Edinburgh’s past,
present and future.
With help, support and high quality training we ensure that every guide has the op-
portunity to showcase their Edinburgh for your enjoyment!
Invisible Edinburgh is a social enterprise. We don’t believe in labels or stereotypes.
We want to show that everyone has great potential, a fact reflected in our tour
guides.
We partner with national homeless charity CRISIS to deliver training around the
history of the beautiful city of Edinburgh, build self confidence and a proficiency in
public speaking.
Each of our talented tour guides have experience of homelessness or social disad-
vantage. They have seen Edinburgh from many more angles than the average tour
guide can offer, be it the famous landmarks or the social enterprises that make this
great city what it is. All of our guides have experienced homelessness before and we
believe:
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• Homelessness is not always what
people think.
• People don’t need to sleep rough

to be considered homeless. They can be
staying with friends, in B&Bs or in hos-
tels.
• Homelessness can and does hap-

pen to everyone for all sorts of reasons
such as loss of a job, health issues,
family breakdown etc.
At Invisible Edinburgh we know this and

want to share our view that at the end of
the day, people are people. We want to cre-
ate a dialogue between the public and our
guides.
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REMADE IN EDINBURGH
Remade in Edinburgh teaches repair and reuse skills, and sells recycled and upcycled
IT equipment and furniture.
In the words of Sophie Unwin, Chief Executive of Remade “……….. the story of cre-
ating Remade in Edinburgh, which is a social enterprise to teach computer, furniture
and repair skills and campaign for zero waste, is for me part of that alternative vi-
sion: one that creates green jobs, and fosters inclusion and community at its heart.
For me the inspiration of starting Remade came from the experience of living for a
year in rural Nepal. In this year as part of a household of six people we created less
than a dustbin of rubbish in a year. We reused all our containers, bought vegetables
unpacked from the market and if our precious stove ever broke down, we would go
and get it fixed.
It struck me that people with useful fixing skills, like the elderly man who fixed bikes
in his front garden, should be more valued for the work they did.
Coming back to Brixton, in London, I got reverse culture shock when I went into a su-
permarket and saw 20 different types of coffee. It struck me that people with useful
fixing skills, like the elderly man who fixed bikes in his front garden, should be more
valued for the work they did. And this seeded the idea for creating a reuse and repair
centre, with a business model of repair education.
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In Edinburgh we started in 2011 with £60 ing. In the last year alone we’ve tripled our where people can learn to fix computers,
and a group of volunteers. Now in 2016 we diversion of waste from 70 tonnes to 250. furniture and clothes, rent workspace, and
have 10 employees, 20 volunteers and over This is partly thanks to a partnership with lo- buy affordable, ethical computers and furni-
10 freelance tutors. Two of our employees cal charity CHAI, and in return for them pro- ture. And they’ve had some able assistance
are from other European countries. Sotiris, viding us with furniture we’ve helped them towards the project by none other than re-
from Greece, and Mario from Italy have retain two jobs and continue to provide free cent Incubation graduates Edinburgh Tool
helped build up our computer business and furniture to vulnerable people across Edin- Library and Upcycled World!
allow us to provide jobs for the rest of us burgh.
who come from Scotland and England. Im-
migrants don’t take our jobs, they create We had funding to open the new centre
our jobs. from Zero Waste Scotland and Edinburgh
Council, which has been invaluable, but we
In the last year we taught over 1,000 peo- receive over 50 per cent of our income from
ple repair skills from upholstery to computer business activities, and are on track to in-
repair. We charge on a sliding scale: offer- crease this to 80 per cent by 2018.”
ing a free weekly repair surgery at our new
base, the Edinburgh Remakery in Leith, and Here’s a lovely example of collaboration in
charging companies and other organisa- action: Remade in Edinburgh have recently
tions to go to them to deliver repair train- opened the Edinburgh Remakery: a centre
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VOX LIMINIS
Vox is exploring the potential of the creative arts to spark the imaginations of all
those involved in rehabilitation and reintegration in criminal justice. When working
with individuals in the penal system, Vox’s activities help them to find ways to en-
gage, developing their skills and motivation and abilities to work with others. When
working with prisoners and their families together, Vox Liminis strengthens and re-
news the family relationships critical to children, parents and carers alike, helping to
reducing reoffending. Vox also seeks to engage the wider community in playing its
part in supporting ex-offender reintegration.
Vox Liminis is playing a significant role in the rehabilitation of the criminal justice
system in Scotland, by creating spaces where differently situated people communi-
cate and connect in new ways through the arts, and can imagine a more positive and
human future together.
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• Distant Voices involves songwriting Vox Liminis, building community with differ- reintegration is a complex and multi‑direc-
with prisoners, former prisoners, criminal ently situated people in the criminal justice tional process, not solely the responsibility
justice practitioners (prison officers and so- system of the ex/offender, but also the work of the
cial workers) and academics in workshops family, community and society to which peo-
called The Vox Sessions – the songs are then All of this is based on a belief that rehabili- ple return. We believe that to work towards
shared widely tation and reintegration of offenders is only a more just society through the arts, all of
• KIN is a project designed in partner- possible by working together with people these very different people, cultures and in-
ship with Families Outside, working initially with convictions, their families, artists, crim- stitutions need to be involved in the process.
with 10 young people affected by parent or inal justice practitioners and other partners
sibling imprisonment to share their experi- – building community and collaboration
ences by creating work with artists with perhaps unlikely collaborators.
• In Tune supports family relations
while a parent is in prison through creative All of this work is rooted in working together
arts. In Tune (again with Families Outside) is with people with convictions, their families,
a project that brings the imprisoned parent, artists, criminal justice practitioners and oth-
their children and primary carer together for er partners, building community and collab-
whole-family music making in prison oration with perhaps unlikely collaborators.
• Unbound is our weekly meal and cre-
ative making gathering for all involved in We recognise that successful re‑entry and
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3
C H A P T E R
THE SIP TRAINING

EXPERIENCE
IN THE
CZECH REPUBLIC
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TRAINING PILOTING SUMMARY
CONTENTS COURSE SCHEDULE business. One of the purposes is to use the

knowledge and skills of local people as well
Course schedule The Social Innovators Programme pilot as use the ideas of the youth or unemployed
training course in the Czech Republic has who want to change their own situation and
Delivery method been designed for 10 training sessions, the successive steps - achieve positive ef-
each lesson lasting 6 hours. There were 3 fects - improving or solving their needs in
Schedule of the training sessions training courses series in 3 different Czech the labour market.
(respectively Moravian) regions – Ostrava,
Individual & group counseling Šumperk and Lipník nad Bečvou. First two The target groups were addressed through
courses in Šumperk and Ostrava were or- several tools and information channels:
ganized during summer and autumn in year • Special section / bookmark on exist-
2016, third course took place after study visit ing web pages,
to Edinburgh completion (and after meeting • Leaflet,
social innovators from UK) in spring 2017 at • Regional offices and contact points of
Lipník nad Bečvou. the labour offices,
The main aim of the courses was to teach • Partners’ information channels and
participants how to process their social in- key stakeholders in a given region (web-
novation / business plan and what steps sites, emails, etc.)
are necessary to properly start their social • Stakeholder’s information channels
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(Universities, non-profit organizations).
• Introductory information meeting. 2. Theoretical session with speak- 3. Outbound training
ers that are experts in the fields ap- Last 2 sessions were organized as field-ex-
DELIVERY METHOD proached every day it sessions when the course´s participants
Each lecturer was given the initial materials were invited to stay overnight for 2 days to
The SIP training course consisted of 10 in order to relate to the content thereof. The better know each other (teambuilding) as
sessions – 8 were theoretical sessions and training materials were based on the funda- well as their business plans. The content of
last 2 sessions were organized as practical mental materials prepared by the UK proj- this 2-day session was following:
field-exit sessions. ect partner which were supplemented by • Own business plan creation / final-
The course delivery method combines 3 dif- the trainers with the Czech situation state of ization,
ferent approaches: the art in the relevant field - especially leg- • Fulfillment of assigned homework
1. Facilitation by the trainer, islation and accounting, business plan “step and workouts,
an expert in non-formal education by step”, as well as issues of social innova- • Continuous consultations of com-
The trainer used non-formal education and tion and social entrepreneurship marketing, piled business plans.
experiential learning methods to facilitate grant resources, personal development, etc.
the process of identification of a social in- After every course module, the participants
novation idea and its passing through each were given the used materials in order to
stage afferent to its development, from ide- assimilate the information received during
ation to building an implementation plan. the course and the speaker sessions.
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During the field-exit sessions the participants have finalized their social business plans and were invited to present them in front of the lecturers
and other participants who had opportunity to listen the ideas of others & discuss them publicly. It has provided a secure environment with the
support of a group of people who are confronted with the same problems and want to combine their enthusiasm and experience. Within the
framework of a mutually supportive environment, the participants´ business activities may develop.
PHASES OF SUPPORT FOR SOCIAL BUSINESS START UP
Education:
• Business fundamental principles,
• Theoretical preparation with practical market research – from
EDUCATION
business idea to business plan,
• Individual and in group counselling.
„Coaching & testing“:

• experimenting with a business plan in a real market
environment,
• providing law, accountancy and other supplementary services,
• coaching and mentoring during whole emerging phase.
“
Business - „self-employment “:
S E LF USI
G“
• Development of self-employment - by establishing a company

G
EM N
B
IN
IN
PL ESS
or organization,
ST
O &
CH
O
E
A
YM
T
• applying to the labour market if the participant decides not to

“C
EN
continue to implement an innovative plan.

T”
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SCHEDULE OF THE TRAINING SESSIONS: INDIVIDUAL & GROUP COUNSELING
Day 1: Introduction to the Social Innovation The themes of the consultations were
issues based on the specific needs of the project
Day 2: Leadership & Peer Support participants who decided to implement their
Day 3: Legal structure & administration of business plan:
Social Enterprises &Social Innovations • The business start-up area (marketing,
Day 4: Ideation in Social Enterprises & law, accounting, etc.)
Business Model Canvas • Feedback from the expert team of the
Day 5: Access to finance for Social Enterprises Institute of Social Innovation and Lecturers,
& Social Innovations Basic principles of providing advice:
Day 6: Introduction to Marketing, Branding • All project participants who have
& Social media chosen to implement their planned
Day 7: Pitching of Social Enterprises innovation plan are eligible for the
Day 8: Impact measurement of Social consultancy.
Enterprises & Social Innovations • Regular consultation hours (1/ month)
Day 9: Preparation & Finalization of Business were listed for participants.
Plans • Consultation will take the form of
Day 10: Retaining of Business Plans individual and group consultations.
• It was partly within the educational
part but also in the follow up stages.
More information about facilitating counseling

sessions is available in the section dedicated to
Coaching and Mentoring.
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AGENDA OF THE TRAINING COURSE
10 DAY TRAINING COURSE AS PILOT- Self-Awareness DAY 4: Ideation in Social Enterprises

ED DURING THE SOCIAL INNOVATORS Communication and Business Model Canvas
PROGRAMME IN THE CZECH REPUBLIC Leadership / Teambuilding Introduction and context
Planning / Goal Setting Exercise 1 – Brain writing/Brain walking
Exercise – Ideas for personal development Introduction to Exercise 2
plan Exercise 2 - Problem Re-Definition
DAY 1: Introduction to the Social Positive and negative synergy in the team Introduction to Business Model Canvas
Innovations issues Conflict and its solution Business Model Canvas preparation for
Introduction and context of Social selected product or service
Entrepreneurship and Social Innovations DAY 3: Legal structure, management
Introduction to exercise and administration of Social Enterprises DAY 5: Access to Finance for Social
Exercise - Creating connections and shared and Social Innovations projects Enterprises and Social Innovations
understanding of social innovation Legal Structures Introduction to funding and investment
SI case study – educational and creative Commercial Code Project and project cycle
programs for children Appropriate Legal Structures for Social Exercise – public grants, subsidies
Exercise 2 - Exploring conditions that enable Enterprise in the Czech Republic Project applications for funding
social innovation to flourish Introduction to organization´s administration Exercise 2: Project Logframe
DAY 2: Leadership and Peer Support
Welcome and overview
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DAY 6: Introduction to Marketing, DAY 8: Impact Measurement of Social
Branding and Social Media Enterprises and Social Innovations
Marketing Theory Introduction and overview of Social
Module 1: Introduction to non-profit Enterprises and Social Innovations impact
Marketing measurement
Exercise 1: a working example Social impact measurement
Module 2: Introduction to Branding SROI and Social Accounting
Exercise 2: Case study Amnesty International
Module 3: Introduction to Social Media Final two days-lasting field-exit session:
DAY 7: Pitching and Public Speaking DAY 9: Preparation and Finalization of

Motivation and communication Business Plans
Use of acquired skills into practice DAY 10: Retaining of Individual Business
Exercise – Estimate your strength in Plans
communication
Introduction to pitching
Exercise – preparation of the pitch
Testing of prepared pitches
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SOCIAL INNOVATION
WELCOME
Aim:
• To introduce/remind people about Social Innovation
• To assist people in determining whether this Social Innovation training course
will be suitable and of benefit
• To help and encourage people to decide to sign up
Slide 1.2
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AGENDA: SOCIAL ECONOMY - THEORY of entrepreneurship spirit and respect to
public interest.
0.30 – 0.00 – Arrivals and refreshments • SE´s task is to search and create oppor- • It is necessary to stimulate SE from pub-
0.00 – 0.15 – Welcome and scene setting tunities for the individuals in the risk of lic sources – state administration and
0.15 – 2.30 – Introduction and context social exclusion. It is mainly about labour self-government.
2.30 – 2.45 – Introduction to exercise market stimulation.
2.45 – 3.30 – Exercise - Creating • SE generates economic activities for tar-
connections and shared understanding of get groups when applying advantageous
social innovation conditions.
3.30 – 3.45 – Break • SE interests in creating profit but its max-
3.45 – 4.30 – SI case study – educational imization or turnover are not priorities.
and creative programs for children Created profit is preferentially re-invest-
4.30 – 5.10 – Exercise 2 - Exploring ed for the profit of SE target groups.
conditions that enable social innovation to • SE is based on social values – solidarity,
flourish cohesion and responsibility.
5.10 – 5.30 – Feedback and next steps • SE is promoted through democratic
5.30 – 6.00 – dinner/snack and management, citizens participation on
networking entrepreneurship and decision making;
Slide 1.4
and autonomy based on a combination
Slide 1.3
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SOCIAL ECONOMY - DEFINITION
PHASES OF THE APPLICATION OF SOCIAL ECONOMY PRINCIPLES SOCIAL ECONOMY DEFINITION:
• Assistance to individuals threatened on labour market to find

suitable forms of their (self)employment and creation of conditions
Education, for a sale of their products and services.
coaching and • SE creates social enterprises which offer social, health,
mentoring consultancy, educational and other services, or provide sales of
their own products thanks to which are employed target groups
threatened on labour market.
1 2
• Target groups Social
• searching and etrepreneurship
• identification
3
Slide 1.6
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SOCIAL ECONOMY VS. SOCIAL ENTREPRENEURSHIP
BASIC ELEMENTS OF SOCIAL ECONOMY
Sustainable
Equal Democratic Sustainable
Use of Natural
Opportunities Management Developement
resources
Support to Specific
Use of Local Public
Local Products or
Sources support
Development Services
Slide 1.6
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DEFINITION OF INNOVATION - (2003) 112, the same definition is used DEFINITION OF SOCIAL INNOVATION-
THEORY also in the National innovation strategy THEORY
of the Czech Republic, Prague 2004.
• Innovation is a purposed change designed • Objective is a utilization of knowledge
by man which is related to products TYPES OF INNOVATIONS and skills of local community.
(launch of new products or significantly • Thus it is about new ideas, institutions
improved into manufacturing or market), A/ Technical nature and working methods which brings
manufacturing procedures (processes), • Based mainly on the research positive impacts, improve or solve needs
method of working or producing (new • B/ Non-technical nature of local community or whole society.
solutions of working structure) and • In the field of organization and • Transferability – It is not always about
management methods used for the first management (new methods of the work completely new ideas but also about
time at least on the institution level. organization, quality management, implementation of successful innovation
(www.inovace.cz). process management, strategic planning, which has been applied elsewhere.
• Innovation is a successful use of new etc.) • Social Innovations are applied in the
ideas. • Market innovation (recyclable products, fields like education, health, social
• „Innovation is a modernization or sustainable development) services, public policy, decision making
widening range of products or services • Business model innovation (IT use, social processes, management, etc.
and its connected markets, creation networks) • Innovation does not have to have
of new production methods, supplies • Presentation innovation (complex term necessarily character of new product or
and distribution, introduction of for innovations in the field of design and service.
management change, working methods, marketing)
working conditions and labour force
qualification” Definition of innovation
according to the EC document COM
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SOCIAL INNOVATION IMPORTANCE SOCIAL INNOVATION EFFECTS SOCIAL INNOVATION BARRIERS
• Innovation is deliberate and • Higher effectivity of local sources usage • Insufficient creativity – ideas
advantageous change of state/ (human, natural, cultural, financial). • Insufficient resources for SI introduction
approach. • Space and platform for new ideas/ – too high innovation costs
• Result of implemented changes must projects implementation. • Excessive economic or other risks
be technical, economic or social • Savings: financial (costs) and non- • Lack of qualified workforce
benefit (improvement in comparison to financial (savings in human resources - • Low interest of users/customers in new
previous situation). higher labour productivity). products and services
• Innovations are based on new ideas, • Innovation – change of working • Non-flexibility / rigidity of institutional
approaches, and methods. process. structure
• Innovations are based on knowledge • Higher sales of products, services,
and skills of people. program outputs, projects – networks ! Innovation does not mean that
and cooperation). recently used effective methods should
FOR
• Strengthening of social capital in be abandoned !
WHOM
region (thickening of personal relations,
cooperation, etc.).
HOW • New markets´ creation (local
WHAT
dimension – regional interconnection).
WHY WHO
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WHY? WHY & WHY PERHAPS NOT? WHY PERHAPS NOT?
Nearly all innovation policy is tailored to the Social innovations in one field can be spread Insufficient understanding of the drivers
needs of traditional for-profit science and to other areas of public services provision. of innovation. Social innovation has
technology-based innovation. However, Funding is important, but not the main driver, lacked systematic or strategic support and
meeting the economic and social challenges and social innovation can occur anywhere evaluation, unlike advanced technology, or
of the coming decades will increasingly – even in areas without a long tradition of other areas of innovation. There is limited
require fundamental improvements in ‘thinking differently’. Most importantly, by evidence on the drivers of social innovation,
public services. Social innovation is critical making changes to leadership, incentives although some have been identified (for
to this process. and funding, national governments could example, charismatic leadership and an
Currently, the field of social innovation is rapidly transform a country’s ability to organisational culture that encourages
poorly understood. There are some great innovate socially. creativity and experimentation). However, to
practical examples from all over Europe Innovation in public services can reduce date, the field has largely remained on the
to show how localities can use innovative costs and improve performance. Social ‘fashionable margins’ of serious research.
approaches to transform public services. innovations can take several forms. These
Social innovation is driven by having the include public sector innovation within A lack of intermediary bodies to
right strategies and organisations to marry public services, to improve performance facilitate the growth and dissemination
real social needs with new, workable ideas or save money, and innovation in the of innovation. There are currently too few
to address them. But there are too few non-profit or for-profit private sectors that intermediary bodies connecting the pull
intermediary bodies to match the supply improves public services or provides new and push of the social innovation system.
of new ideas to the demand for them. ones. Social innovations from the third Correctly established, they can facilitate
Funding is patchy, and there are insufficient sector (voluntary and community groups, flows of knowledge, resources and best
incentives for public service managers to and social enterprises), may be ‘spun-in’ to practice,5 and support organisational
seek new and improved solutions. mainstream public services provision. growth – for example in mobilising
148
important allies. Broker agencies like the Local social innovation is hidden in WHAT?
Young Foundation can cultivate and nurture traditional metrics and policy. Much
social innovation. Their flexibility creates social innovation starts locally (grassroots, Social innovation seeks to create
space for creativity, experimentation and practitioner, local authority leadership, local transformational change which tackles
innovation, but they cannot substitute for champions). As a result, it can be hidden from social problems and improves life for the
the involvement of organisations with more policymakers and researchers. Traditional people who experience problems.
power and resources (often governments) innovation metrics, rooted in the Frascati and Social innovation most often uses what
when the time comes for full-scale policy Oslo manuals were developed to measure some people call “combinatorial creativity”
development and implementation. scientific and technological innovation in hi- - bringing together thinking, experience
tech fi rms. The many intangible gains from and perspectives from a range of disciplines
Fragile markets for the results of social social innovation make such metrics largely to create new inspiration.
innovation. Social innovation, particularly unsuitable measurement tools. Because Social innovation is not only about
in public services provision, does not offer these metrics are so important in setting technology - although technology can be
profit-led investors the potential returns and evaluating traditional innovation policy, transformational - it is more often about
associated with other innovative areas like social innovation is often excluded from changing the way that things are done,
advanced technology. Until recently, this mainstream policy development. particularly in the social sectors. It is also
has meant a lack of capital to fund growth about ingenuity - the ability to bring about
in social organisations, underdeveloped different, better results with the resources
capital markets to provide finance for social we have to hand.
entrepreneurs, and fragile markets for the Many times community development is
results of social innovation. Even the most combined with social innovation - bringing
successful innovations are not guaranteed together ‘people skills’ with creativity - to
reliable funders and purchasers. develop solutions which can be tested and
adapted until they are replicable models.
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WHAT? advanced economies, the biggest sector is

health.
Social innovation is about developing new
ideas to tackle social problems or meet UNDERSTANDING
social needs. It may be a new product,
service, initiative, organisational model or • An inter-sectoral approach
approach to the delivery of public services. • Are launched by a variety of actors,
Some social innovations are modest and including research institutions,
incremental; others are systemic and companies or independent organisations
fundamental, such as the major shifts • Focuses on the process of innovation,
required to move to a low carbon society. how innovation and change take shape
Other examples include new services (like • Focuses on new work and new forms
NHS Direct in the UK) and new social of cooperation (business models),
enterprises (like The Big Issue – a magazine especially those that work towards a
sold by homeless people in the UK). sustainable society.
Social innovation relates to a country’s
biggest problems, in its biggest sectors
Several of a country’s barriers to sustainable
growth, such as climate change or the
challenges of an ageing population, will
only be overcome through innovation.
In 21st century economies, the biggest
sectors are more often services than
traditional manufacturing. Indeed, in most
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SI FORMULA
SOCIAL
CREATIVITY CONNECTIONS VALUE
IMPACT
CONDITIONS FOR SI TO FLOURISH
• Encourage
• Foster connections, creativity and generation of ideas
• Cultivate local solutions
• Create safe places
• Invest in social innovation
Slide 1.22
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EXAMPLES OF SI SOLUTION CONDITIONS FOR SCALING UP SI PHASES IN SI LIFECYCLE
EFFICIENCY Four conditions for scaling up social Phase 0: The ‘latent’ stage, normally
innovation - Four conditions are essential a period of underperformance before
• Less material for non-governmental bodies to develop innovation occurs.
• Lower weight sustainable and socially innovative products, Phase 1: A strategy and process for
• Lower costs services and models on a large scale: innovation is developed in the ‘design and
• Demand for innovation generated by discovery’ phase, often prompted by a
EFFECTIVENESS real social needs – the ‘pull’. crisis.
• A supply of workable (and communicable) Phase 2: A period of ‘mobilisation’,
• Better grip ideas – the ‘push’. generating new structures and teams
• Easier opening • Connecting the two with the right to pilot innovative ideas and start
organisational form. implementing innovations.
• Ongoing organisational ability to learn Phase 3: Innovation then enters the
and adapt to the evolving external ‘mainstream’, when it becomes routine
environment. as ideas and working practices are
consolidated.
Phase 4: Finally, ‘embedding’ – the
value of the innovation grows; systemic
innovation may occur if the locality can
replicate innovation in other services.
An innovation will not automatically
progress to the next stage – at each point
of transition the process may fail or reverse
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DRIVERS AND ENABLERS differently and require different emphases
from would-be leaders of social innovation.
When a public service is failing or in crisis,
recognition of underperformance is SOME EXAMPLES
a primary driver of innovation. External
agencies like the Audit Commission or
Ofsted can force this on a locality. Pressure • Innovation in public services
may also come from the public, media or
business. This then legitimises action by • Social entrepreneurship
internal and external stakeholders.
Pressure to change is not a sufficient • Open source
condition alone for innovation.
Strong leadership is required to initiate • On-line volunteering
change and encourage a responsive
organisational culture that supports • Microfinance
risk taking and creativity from senior
management and frontline staff. Networks • Socially responsible investing
collaborate to facilitate innovation. The
capacity to mobilise resources reinforces • Habitat conservation plans
change. Reflective learning and public
feedback help maintain momentum.
Visibly creating results for the public builds
legitimacy.
In each phase, these factors interact
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SOME EXAMPLES EXERCISE 1 - CREATING CONNECTIONS

SOCIAL INNOVATION
• Working in groups
• You’ll be handed cards
• Write down as many examples you can

think of that are social innovation – name,
organisations involved, brief description.
These can be from [own country] or from
other countries
• Note at what stage of the SI process they

are at (from prompt to system change)
• Mark with a tick in the relevant quadrant

to indicate whether the SI is public/
private, open/closed
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EXERCISE 1 - CREATING CONNECTIONS
SOCIAL INNOVATION
Name of si Orgns involved
Description
Stage How social

Proposal
In what way is it social?

Prompt
What stage is it at?
Prototype Social
Ends
purpose
Means
System
Sustain Change
Scale Slide 1.30

Closed/expert process
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CASE STUDY OF SIMPLE SI SI CASE STUDY (2) SI CASE STUDY (3)
AIM: entertaining educational

programs for children focused on
positive perception of books and
children reading, imagination and
creativity
ENTERTAINING EDUCATIONAL
PROGRAMS for children from
kindergartens and primary schools
• One time programs
• Author´s reading (Rainbow-like
Vandílek, Christmas Vandílek)
• How a book is created
• Suburban camp – Course of creative
Vandílek: writing for children „We write
Entertaining educational with Vandílek“
and creativity • Biannual club - Club of creative writing
for children
programs
for children SALE
• Sale of books and gift items
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SI CASE STUDY: SWOT ANALYSIS SI CASE STUDY: BUSINESS TERRITORY SI CASE STUDY: CUSTOMER ANALYSIS
Strengths Weaknesses ENTERTAINING EDUCATIONAL ENTERTAINING EDUCATIONAL

PROGRAMS PROGRAMS
- Uniqueness and - It is not fundamental • All three educational activities will be • One time programs
human need
attractiveness offered (at least at the beginning) in the • Children in the age from 3 to 10
- Moral value and - Irreplaceability of
key persons involved City of Brno. years – final consumers (City of Brno:
meaningfulness
- Accessibility (author and illustrator) PRIMARY SCHOOLS 33.754 children)
- Contacts´ network and reliance on them KINDERGARTENS • Parents and caretakers – the payers
- Copyrights ownership • Further consideration: (number equals to number of children)
• Brno surroundings • Primary schools and kindergartens
• Prague – ordering service (237 institutions in
• Mahen´s library (main library in the the city of Brno)
Opportunities Threats

Southern Moravia region) and its
branches Suburban camp – Course of creative
- Demographic - Poor economic • Festivals and traditional pilgrimages writing for children „We write
evolution (huge target situation • Summer camps for children with Vandílek“
group thanks to the - High number of • Children in the age from 8-12 years
population growth in programs targeting
last years)
SALE – final consumers (City of Brno: 18.359
children
- Trend of non- children)
traditional education • Connected to the educational • Primary schools and kindergartens
programs – thus business territory – ordering and paying service
corresponds to programs. (number equals to number of children)
• E-SHOP.
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Biannual club - Club of creative writing SI CASE STUDY: SUPPLIERS ANALYSIS

for children
• Children in the age from 8-12 years –
final consumers (City of Brno: 18.359 Exclusive suppliers:
children)
• Primary schools and kindergartens • Author of the books for children
– ordering and paying service • Illustrator
(number equals to number of children) • Publishing company Metoda Ltd.
• Creation and administration of web
SALE pages
• Customers are mentioned above and
as a surplus other individuals visiting
kindergartens, primary schools or web
pages
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ENTERTAINING EDUCATIONAL PROGRAMS FOR CHILDREN FROM KINDERGARTENS AND PRIMARY SCHOOLS
• One-time programs
• Author´s reading (Rainbow-like Vandílek, Christmas Vandílek)
• How to create a book
• Suburban camp – Course of creative writing for children „We write with Vandílek“
• Biannual club - Club of creative writing for children
Slide 1.39
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SI CASE STUDY: SALE
Books and gift item with the theme of

Vandílek Angel:
• Book
• Pairs cards
• T-shirt
• Figurine
• Notebook
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SI CASE STUDY: PRICE
SI CASE STUDY: MARKET PLAN
ENTERTAINING EDUCATIONAL
The mode of addressing customer and PROGRAMS
sale: One-time programs 1.500,- CZK /per
• E – mail (covering letter) group (25 children) surcharge
• Leaflets
• Contacts´ network 50,- CZK/ per additional child (maximum
• Facebook, web pages 30)
• Positive references, rumours Suburban camp 2.500,- CZK /
• Goods exhibition per group of 10 children
• Engagement into the campaign “Whole Biannual club 1.400,- CZK /
Czechia reads to children per group of 10 children
SALE
Book 179,- CZK/pc. 3 in 1

Notebook 30,- CZK/pc. package 3 programs/half-year
Figurine 300,- CZK/pc. Price 3.900,- CZK/group
Pairs card 30,- CZK/pc.
T-Shirt 200,- CZK/pc.
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SI CASE STUDY: MARKET LAUNCH AND EXERCISE 2 - EXPLORING CONDITIONS

NECESSARY INVESTMENTS THAT ENABLE SOCIAL INNOVATION TO
FLOURISH
Market Launch
• Working in different groups
• mobile telephone, PC, printer, financial • You’ll be handed the cards back
input 20.000,- CZK • Read the cards and look at the Social
Innovation listed and description
Necessary Investments • On the reverse of the cards note why it
is social innovation and why it is needed
• Fee for trade license (eventually other • Mark whether you think the SI has the
administration fees) opportunity to be adopted (if from a
• Purchase of work aids and office supplies different country or sector), adapted
• Promotion costs (changed to work with a different issue
• Liability Insurance or target group) or scaled up
• Purchase of books and gift items
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EXERCISE 2 - EXPLORING CONDITIONS FEEDBACK AND WRAP UP
THAT ENABLE SOCIAL INNOVATION TO
FLOURISH • Please feed back on examples of Social
Innovation presented
Why the example is Social Innovation Why needed?
• Are there any of these that could work
for you?
• Do you think that there are still gaps and
how could these be overcome?
• Can you think of other Social Innovations
you could develop?
FURTHER INFORMATION AND NEXT

Opportunity to adopt? STEPS
Opportunity to adapt?
Opportunity to scale up? If you’d like to find out more about the Social
Yes No Maybe to be a delegate please speak to your
facilitators or contact:
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INTRODUCTION TO MARKETING, BRANDING AND

SOCIAL MEDIA
WELCOME
Aim:
• To introduce attendees to the concepts of marketing, banding and social media
• To equip attendees with knowledge and tools to develop their own social brand,
marketing campaign and social media strategy
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AGENDA: MARKETING STRATEGY - THEORY
0.30 – 0.00 – Arrivals and refreshments Marketing of a social enterprise or organi-

0.00 – 0.15 – Welcome and energisers zation becomes an element which funda-
0.15 – 2.00 – Marketing Theory mentally influences its success on the com-
2.00 – 2.15 – Break petitive market. Its position on the market
2.15 – 3.00 – Modules 1: Introduction to may be demonstrated by the following illus-
non-profit Marketing tration.
3.00 – 3.30 – Exercise 1: a working
example
3.30 – 3.45 – Break
3.45 – 4.30 – Module 2: Introduction to
Branding
4.30 – 4.50 – Exercise 2: Case study
Amnesty International
4.50 – 5.00 – Break
5.00 – 5.45 – Module 3: Introduction to
Social Media
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MARKETING STRATEGY - THEORY (3) it is clear that the efforts to maximize the
value by the customer have the limits:
Value for customers: Not-required, i.e. too high or, on the
contrary, too low amount of customers´
Key aspect when composing marketing required benefit.
strategy is customer´s identification and Customers´ buying power.
creation of the value for the customer
(„VfC“) by formula MARKETING STRATEGY – THEORY (5)
Ʃ expected value for customer On the path to maximize the value for the
VfC = customer product´s value cannot exceed
any of required limits. We have to choose
Ʃcustomer´s costs following approach:
1. Optimization (not maximization) of
MARKETING STRATEGY – THEORY (4)
benefit that the product or service offer.
2. Optimization of costs with the inclination
Value is not an absolute quantity but
to minimize them.
comparative. Needs and financial situation
The value for customer grows in the following
are changing with different customers. Keys
5 cases:
for the differences are based on diversity
of customers´ motivations on preferences
and rate of customer´s needs satisfaction.
Natural economic behavior of each customer
is to achieve maximum satisfaction of his/
her needs within his/her budget. However
Slide 1.7 Slide 1.8
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MARKETING STRATEGY – THEORY (6) MARKETING STRATEGY – THEORY (7) MARKETING STRATEGY – THEORY (8)
Possibilities of the customer´s value 1. Strategic approach „More for (even)

growth: Five above mentioned approaches to More“.
the growth of the value for customer can More for More – it is a strategy of such
be described even more precisely by the organizations that have in their portfolio
1. Faster growth of the benefits (customer´s strategic approaches of the organization to unique product or service and ask high price
satisfaction) with slower growth of costs. the market: to cover the production costs. Such products
usually falls into the category of luxurious
2. Growth of the benefits (customer´s 1. Strategic approach „More for (even) goods, they are supposed to be better in the
satisfaction) with the same costs. More“. performance characteristics, better quality,
design, style, durability etc. The price very
3. Growth of the benefits (customer´s 2. Strategic approach „More for the Same“ often significantly exceeds truly declared
satisfaction) with the costs decrease. . quality. Products & services falling into
3. Strategic approach „the Same for Less“. this category are often vulnerable – they
4. The same benefits (customer´s attract imitators offering similar products
satisfaction) with the costs decrease. 4. Strategic approach „Less for (even) Less“. for lower price. The luxurious goods are
also jeopardized in the periods of economic
5. Slower decrease of the benefits (customer´s 5. Strategic approach „More for Less“ crisis.
satisfaction) with faster decrease of costs.
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MARKETING STRATEGY – THEORY (9) products or services of the same quality and this strategy. Such store is operated by some
help them to save the money in the same wholesalers purchasing from the producers
2. Strategic approach „More for the Same“. time. huge quantities of products to gain very
competitive prices and subsequently they
More for the Same – Some organizations MARKETING STRATEGY – THEORY (11) are able to sell with very low commercial
succeed to attack the label of the strategic surcharges or fees.
approach „More for More“ in the way that 4. Strategic approach „Less for (even) Less“.
they introduce to the market a product with MARKETING STRATEGY – THEORY (13)
higher quality and performance for the Less for Less – second most common
same price. Afterwards it is up to customer strategy used by the startups. The concept Portfolio of products / services
to compare it he/she really gains higher complies with the customers complaining Portfolio´s evaluation is carried out on
benefits purchasing this new product. that they get from some producers more strategic business units. It is evaluated
benefits in the products they ask for and are which strategic business units are going to
MARKETING STRATEGY – THEORY (10) obliged to pay higher price. be built, kept and liquidated.
Several models have been created to
3. Strategic approach „the Same for Less“. evaluate strategic business units. A matrix
MARKETING STRATEGY – THEORY (12) of Boston Consulting Group (BCG) is well-
The Same for Less – one of the most known globally. The matrix displays strategic
common strategies used by the startups. It 5. Strategic approach „More for Less“. business units comparing rate of market
is based on the idea that customer will be growth & relative market share (ratio of our
pleased to get the product or service of the More for Less – it is clear that the best value sales to the sales of our biggest competitor).
same quality for lower price. The enterprises proposition would be to offer customers
are trying with this approach to convince „More for Less“. The success of the stores
customers that they are able to offer the with so called “commodity killers” is based on
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MARKETING STRATEGY – THEORY (14) MARKETING STRATEGY – THEORY (15) rates. The dogs produce low profits
or even losses. It is possible to sustain
The BCG matrix is divided into 4 • Quadrant QUESTION MARKS are dogs in the business if you expect
quadrants: such products which are realized on positive changes in their market share.
the fast growing markets but they Otherwise you should get rid of them.
have relatively low market shares. The
enterprise would have to invest into
this business. It is questionable how the
business will develop in the future. This
is why question marks.
• Quadrant STARS are such products
that pass to this quadrant usually from
question marks´ quadrant. The starts
are the most often profitable however
requires investments to prevent
competitors´ attacks.
• Quadrant CASH COWS produces
positive cash flow for the organization.
Cash cows does not require investments
as the pace of the market growth has
decreased.
• Quadrant DOGS represents such
businesses that have low market
shares on the markets with low growth
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MARKETING STRATEGY – THEORY (16) have also to be harmonized as many of of addressing whole market. All efforts
them are substitutes (if we want to achieve are concentrated on selected market
Before elaborating BCG matrix it is necessary one objective we have to repress the other segment and to achieve a leadership in
to analyze also external environment of one, for example high market share vs. high this segment.
the enterprise (market share, competitors´ profitability).
behaviors, market´s potential etc.). SWOT
analysis is a common tool to analyze MARKETING STRATEGY – THEORY (17)
internal & external environment of the
enterprise. Based on the outcomes of the In the last development basically three
SWOT analysis the company can formulate approaches were formulating in strategy
its growth potential and strategic objectives. preparation:
In practice we can notice that very few • Costs priority – in this case the enterprise
organizations are following only one aims to achieve the lowest possible costs
objective. Most of the organizations of the production and distribution and
follow combination of objectives including in this way offer to the customers lower
profitability, sales´ growth, market price than its competitors.
share´s growth, number of implemented • Differentiation – in this case the enterprise
innovations, enterprise´s image, focuses on optimal performance to the
environmental protection, social aims etc. value for customers. It might be in the
To achieve the objectives by the target sphere of service, technical level, quality
management it is necessary to structure of production, social value etc.
them hierarchically. The objectives have to • Concentration focus – in this strategy
be quantified and transformed to real tasks the company orients on one or more
(necessary to design process models). They narrow segments of the market instead
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MARKETING STRATEGY – THEORY (18) and can be sufficient for the startups, other
CRM softwares require to purchase the
Management of customer´s relationship license.
The part about the quality of customer´s
relationship management is possible to MARKETING STRATEGY – THEORY (19)
start by quoting prof. Kotler, word famous
marketing guru: CRM systems back up all communication with
the customers, enable to store attachments
„Today´s marketing becomes a battle in (i.e. contracts, calls recording, minutes from
which the ownership of the information more the meetings, videoconference calls etc.).
than other resources is playing a leading Thus the organization gains central file of
role. The competitors may copy one from all activities which might be share by several
another equipment, products and processes employees. The benefits of this approach
but they are not capable to copy enterprise´s are apparent also when the employee
information and intellectual capital. The leaves the organization as the know-how
content of enterprise´s information may will remain. CRM also directly influences
pose the main competition advantage“. the behavior of new customers.
Decision-making process of a customer is
Thus it is essential to implement the tools well-known and targeting of the marketing
for customer´s relationship management. activities in this process is timed carefully.
The database softwares of the CRM type It is important to target especially the last
(Customer Relationship Management) are stage, i.e. behavior after purchase which
used in practice. Some SWs are freewares can positively motivate other customers and
accessible online (CRM Sugar, CRM Vtiger) create so called reference market.
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MARKETING STRATEGY – THEORY (20) structure and classify these activities.
Professor McCarthy proposed at the

Marketing mix beginning of 60´s marketing mix consisting
of 4Ps:
To identified customer´s needs or their
segments we subsequently construct
marketing mix of an enterprise. • PRODUCT MARKETING STRATEGY – THEORY (21)
• PRICE
Professor Borden from Harvard Business
School identified many enterprise´s activities • PLACE
to influence customers’ decision-making.
Borden indicated that all these activities • PROMOTION
represents „marketing mix“ and to achieve
maximum marketing effect such activities
have to be planned in complexity. The
enterprises should determine effectiveness
of specific tools from the view of costs
and compose marketing mix in the way to
maximize profits.
Even if marketing mix is composed from
many different activities researchers are
trying to find a classification which allows to
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MARKETING STRATEGY – THEORY (22)
Product´s life cycle

It is quite often that marketing strategy
and thus also marketing mix changes
several times during product´s life cycle.
The changes of economic changes and
competitors´ attacks are one of the reasons.
But the changes in the interests and
requirements of customers are the main
issue. This is why the organization has to
prepare different strategies for all stages of
product´s life cycle:
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MARKETING STRATEGY – THEORY (23) • Growth – the stage of fast product´s MARKETING STRATEGY – THEORY (26)
adaptation on the market and significant
Product´s life cycle is characterized by growth of the profit. Growth stage
different stages of product´s sales history. • Maturity – sales decrease connected Growth stage is characterized by steep
Different opportunities and problems to product´s acceptance by majority of sales´ increase. First customers are satisfied
influencing marketing strategy and profit potential customer, the profit is stable or with the product and many of ordinary
potential occur in different stages of decline, marketing costs are growing. customers starts to buy it as well. New
product´s life cycle. If the product has life • Decline – sales and profits declines competitors access the market. They create
cycle it signifies: significantly. new attributes to the product which leads
The products have limited lifetime. The to further market extension. The price level
product goes through different stages which MARKETING STRATEGY – THEORY (25) stands or lightly decreases. The promotion
poses different challenges for retailers. costs increases as well as the profits. The
Profits vary in different stages. Introduction stage growth pace starts to slow down in some
A product requires in different stages of its Introduction stage begins at the moment time. It is a turning point for changing the
life cycle different marketing strategies. of launching new product to the market. strategy.
Its sale increase slowly and sometimes the
MARKETING STRATEGY – THEORY (24) stage may last for several years. In this stage MARKETING STRATEGY – THEORY (27)
the profit is none or negative. The costs for
For specific stages of product´s life cycle is promotion, new distribution channels as well In certain point the sales´ increase stops
typical: as new customers are high. There are only and the product enters the maturity stage.
• Introduction – slow sales increase, few competitors in this stage. Marketing is This stage is usually longer than previous
usually without any profit because an aimed on the groups with higher income. In one and thus poses a challenge for the
introduction to the market is connected pursuit of eliminate high costs the trend is to marketing to exploit it. Some producers
with high costs. keep high zone pricing. even leave the market and orient on new
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products. Retailers as well as producers MARKETING STRATEGY – THEORY (28) COMMUNICATION TOOLS
should consider strategies to modify market, On the basis of the theoretical approaches
modify product and modify marketing mix. Decline stage and practice we can include into the most
Marketing strategies in the maturity stage Most products have limited market lifespan effective communication tools:
are usually three: and their sales fall off to minimum. Promotion (advertisement): Any paid
Technological progress, customers´ priorities form of non-personal presentation and
• Market´s modification means extension change or increases of competition are product´s support by specific investor, using
of market for your brand. the reasons. All these effects lead towards mass-media, internet, posters, banners
• Product modification. continuous price and profit decrease. etc. The objective is to inform wide range
• Marketing mix modification: Marketing strategies in the decline stage of potential consumers with the aim to
have to start identifying weak products influence their purchasing behavior. The
• Price change – not only reduction but and step by step substitute such products. main characteristic of the advertisement is
even possible raise connected with The changes of market´s environment are that it addresses the general public with
the product modification. simultaneous with the product´s life cycle. fundamental information. It serves for
• Distribution change – product´s attracting attention and interest. This stage
introduction into the new distribution cannot be underestimated.
channel. Sale support: Short-term stimulation to
• Promotion changes. encourage purchases or sales of the product
• Increase of the service´s quality. / service. Sale support is focused on specific
• Direct marketing. segments of distribution channels or final
consumer. It is actually a combination of
promotion and pricing policy. It tries to force
a purchaser to proceed from its interest TO
action - purchase.
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COMMUNICATION TOOLS (2) INTRODUCTION TO NON-PROFIT MARKETING PLANNING FOR NON

MARKETING PROFITS
• Public relations: Projects created to
improve, sustain or protect an image of • Definition: ‘The use of marketing tactics Marketing strategies are quite beneficial for
the enterprise or its product. It is aimed to further the goals and objectives of an organisation
to raise positive public attitudes. non-profit organisations’. to effectively market itself. Things to
• Sale staff (personal sale): An oral • A practical definition of marketing which consider:
presentation during conversation with suits non-profits is: ‘meeting customer • Target market - develop a picture of the
one or more potential customers to needs within the objectives of the person most likely
support or execute product´s sale. An organisation’. • to support you in your cause and create
advantage of the personal sale is that • Non-profit marketing includes promotion and advertising around that
the conversation is adjusted to specific advertising, promotion, public relations, target.
customer or situation. The customer and customer relationship management. • Branding – we’ll talk about branding in
receives information directly from • The purpose of marketing is to build the next module.
an employee and thus strengthens awareness of an issue and to gain • Offline practices - typical marketing
customer´s relation and loyalty to the financial support from the public for its practices by a non-profit organisation
enterprise / product. cause. Generally, the “customer” gives his include large and small-scale events,
• Direct marketing: Direct, specifically money to the organisation in exchange print materials, alliances and networking.
addressed communication between for the opportunity to contribute towards • Online practices – such as websites,
retailer and customer performed its philanthropic work. In some cases, e-mail communications, social media.
through post, telephone, internet, radio, non-profit organisation sell products or • Public relations - non-profits are
newspapers and magazines. services in order to support their social beneficial for individual groups of people,
work. but they also benefit the community.
•
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HOW TO CREATE A MARKETING PLAN? DESIGNING THE MARKETING MIX
Here is a step by step guide to writing a Marketing mix - Putting the right product
marketing plan for your organisation. in the right place, at the right price, at the
right time.
Product
• The executive summary
• The challenge The 4 (7)Ps that are essential to the marketing
• Situation analysis mix:
• Market segmentation
• Alternative marketing strategies • Product
• Selected marketing strategy • Price Marketing
Price Place
• Short and long-term projections • Promotion Mix
• Conclusions • Place
• People
• Physical evidence
• Processes
Promotions
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EXERCISE 1: A WORKING EXAMPLE empowerment of the residents or care MODULE 2: INTRODUCTION TO

for the residents. BRANDING
A practical example of the marketing mix in Duration: 30 minutes.
action might be as applied to a residential
home for older people. To be effective you Branding is the expression of the
need to decide the following details: essential truth or value of an
• what service you are delivering, for organisation, product, or service.
example whether or not you welcome It is communication of characteristics,
people with dementia values, and attributes that clarify what
• the price you are going to charge this particular brand is and is not.
• how you are going to advertise and
promote the home
• where you are going to build it or buy it
• how you are going to recruit and train
your people i.e. the staff
• what features (physical evidence of
quality) the home is going to have, for
example en-suite with bath and shower
• what processes you will set up to make
it easy for people to try out your home,
claim state benefits to help with payment,
make the payments etc. WHY SHOULD SOCIAL INNOVATORS
• the philosophy you will be adopting, INVEST IN CREATING A BRAND?
for example is it primarily one of
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• To drive impact the community.
• To guide behaviour • Donors - a good brand showcases
• Can be a fundraising tool exactly what an organisation does
• To tighten organizational cohesion better than its peers.
• To provide social credentials • Pride - a good brand creates unity
and a sense of pride, which drives
WHAT MAKES A BRAND SUCCESSFUL? your powerful thinkers and doers to
brainstorm harder and work stronger.
• Differentiation – what distinguishes your
non-profit from other organisations WHAT ARE SOME GREAT NON-PROFIT
• doing similar work? BRANDS?
• Credibility - before someone makes
that online donation or steps up to • What makes them great?
• volunteer their time, they have to • Clear sense of who they are
believe that your organisation has the • Are disciplined and focused
• ability to deliver on its promise. • Tell good stories
• Authenticity – get people to identify and • Internally and externally aligned
care about your cause. • Stakeholders have tools, room to deliver
• Consistently meet or exceed
WHAT ARE THE BENEFITS OF GOOD expectations
BRANDING?
• Connectivity - a good brand connects
an organisation’s staff, board members
and core thinkers to their donors and
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CREATING YOUR BRAND EXERCISE 2: CASE STUDY AMNESTY MODULE 3: INTRODUCTION TO SOCIAL
INTERNATIONAL MEDIA
Here is a step by step guide to creating your
social brand: Read and discuss the Amnesty International
case study Branding an Organization That’s • Dictionary definition: “websites and
• Carry out market analysis Also a Movement. applications that enable users to create
• Identify your target audience In teams of 5 deliberate on what their brand and share content or to participate in
• Analyse current provision means to you, what you think of their logo, social networking”.
colours, etc. • Michelle Chmielewski, Synthesio: “social
• Identify unique attribute about your Duration: 20 minutes. media is not about what each one of us
brand does or says, but about what we do and
say together, worldwide, to communicate
• Develop brand concept in all directions at any time, by any
• Visualise your brand concept possible (digital) means”.
• Positioning
Social media is an opportunity to tell your
• Genesis of brand story, engage with supporters and get
• Choose a name results—which means there’s no time like
• Design logo the present to create or refresh your social
media strategy!
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HOW TO DEVELOP A SOCIAL MEDIA FURTHER INFORMATION AND NEXT
STRATEGY STEPS
• Define social’s role in your If you’d like to find out more about the Social
communications strategy Innovation programme and be considered
• Determine what you want to accomplish to be a delegate please speak to your
• Identify your target audience facilitators or contact:
• Choose the right networks
• Create a content strategy
• What to Share
• Types of content
• Posting frequency
• Build engagement
• Track & measure your results
• Please feed back on the theory and

examples/exercises presented
• Is there anything else that you would
have liked us to cover
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LEGAL STRUCTURE & ADMINISTRATION
WELCOME
Aim:
• To help people decide on the right legal structure based on what the
organisation will do
• To consider the adminstrative processes necessary
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182
AGENDA:

0.15 – 1.45 – Legal Structures
1.45 – 2.00 – Break
2.00 – 3.30 – (Czech) Commercial Code
3.30 – 4.00 – Appropriate Legal Structures
for Social Enterprise in the Czech Republic
4.00 – 4.15 – Break
4.15 – 5.30 – Introduction to
administration
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LEGAL STRUCTURES - OVERVIEW SOCIAL ENTREPRENEURSHIP – THEORY LEGAL STRUCTURES - CHARITY
You must choose a structure for your • Different legal forms (in the Czech A charity is a voluntary organisation
business. This structure will define your Republic some commercial companies, which has been set up only for
legal responsibilities, like: public benefit organizations, social charitable purposes and to provide a
cooperatives, institutes, and partially public benefit.
• which authorities you have to notify that also cooperatives).
your business exists • Established independently on public Only around half of Scotland’s voluntary
• the tax and National Insurance that you sector & based on democratic principles. organisations are charities. If you are
pay • Commercial orientation, fulfilling thinking of registering as a charity, you should
• the records and accounts that you have economic objectives (manufacturing and consider whether this is right for you and
to keep sales of products and/or services) & also look at the advantages and disadvantages
• your financial liability if the business runs social objectives. associated with charitable status. Look
into trouble • Social enterprises are of great importance carefully at the particular circumstances of
• the ways your business can raise money in local conditions – create jobs for your organisation and decide whether it is
• the way management decisions are vulnerable persons disadvantaged on the right option for you.
made about the business open labour market.
• You can change your business structure Advantages
after you’ve started up if you find a new
structure suits you better. Tax relief on surpluses and donations
Access to funding only available to charities
Rates relief for premises
Special VAT concessions
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Disadvantages otherwise control its activities LEGAL STRUCTURES – SCIO
• must not be a political party, and not
Restrictions on spending have as its purposes the advancement of A Scottish Charitable Incorporated
Cannot engage in party political activities a political party Organisation is a legal structure which
Must adhere to legislation has been purpose built for the charity
Trustees have specific duties under legislation LEGAL STRUCTURES – CHARITY (3) sector in Scotland. It provides limited
liability and a separate legal identity
All charities must submit an annual return Once you have decided on charitable to organisations that want to become
and accounts to OSCR every year and seek status you will also have to choose a legal charities but do not want or need the
their permission to make certain changes. structure. The following are the main legal complex structure of company law. This
forms that Scottish charities can take: means that even the smallest charity
• Scottish Charitable Incorporated can access the benefits of incorporation
LEGAL STRUCTURES – CHARITY (2) Organisation (SCIO) – including limited liability and legal
• Voluntary or Unincorporated association capacity.
To be a registered charity in Scotland, an • Company limited by guarantee It is only available to charities with a
organisation must register with the Office of • Trust principal office in Scotland and is regulated
the Scottish Charity Regulator (OSCR) having Other forms include statutory and royal by OSCR and subject to the Charities and
met the charity test. To meet the charity test, charter corporations, industrial and provident Trustee Investment Act (Scotland) 2005.
an organisation must have only charitable societies and educational endowments. There are two structures available for the
purposes and must provide public benefit in SCIO, two tier and single tier.
Scotland or elsewhere. In addition it must: The two tier structure is similar to that of a
• not allow its property to be used for non- voluntary association and a company limited
charitable purposes by guarantee where it is the membership of
• must not allow Ministers to direct or the organisation that appoint trustees and
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have decision making powers. (appointment, withdrawal, remuneration or resignations of board members
The single tier structure is similar to a trust restrictions, conflict of interest). • Unlike company law, where the volume
in that the trustees appoint new trustees it should list the purposes for which surplus of legislation and case law can be
and don’t have to answer to a wider body. assets may be used on dissolution overwhelming, the law relating to SCIOs
Both structures require at least two members is self-contained and very manageable.
(in the single tier SCIO the members and Charitable status? • It provides creditor protection and
the Trustees are the same people) and must A SCIO can only be a charity. OSCR is the reassurance for those entering into
have at least three trustees. regulator of a SCIO’s legal form, not just its contracts.
charitable status. Removal from the Register • Only needs to be registered with OSCR,
LEGAL STRUCTURES – SCIO (2) equals dissolution. unlike a charitable company, which
also needs to register with Companies
There is no standard format for a SCIO LEGAL STRUCTURES – SCIO (3) House.
constitution, but some basic elements are • Is subject to the same accounting
required: Advantages thresholds as unincorporated charities,
a SCIO should have two or more members so may not have to produce fully accrued
and three trustees (in the case of a single tier • Provides the key benefits of becoming a accounts.
SCIO the members can also be the trustees) company, such as a defined legal entity • Generally regarded by funding bodies
it should have the name, purposes, a and limited liability whilst removing and public agencies as a more ‘stable’
registered office in Scotland, and include some of the associated burdens. structure than a voluntary association.
any restrictions on powers • Can hold property, enter into leases and
it should list meeting procedures (convening, other contracts, employ people, etc, in Disadvantages
recording, quorum, voting, resolution) its own name.
it should list membership rules (eligibility, • Less administration – no requirement to • Existence is dependent upon charitable
appointment, withdrawal) and trustee rules notify any regulator about appointments status. Loss of charitable status would
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186
mean that the SCIO would cease to LEGAL STRUCTURES – INCORPORATED Charitable Incorporated Organisation? This
exist. ORGANISATION is a corporate body which provides limited
• Some changes must be notified to liability for its members and is suitable for
OSCR, and some require prior consent, A company is a membership organisations that want to become charities,
eg change of name or charitable organisation formed and registered but do not want or need the complex
purposes. under the provisions of the Companies structure of company law.
• Members are subject to some of the same Acts. It is incorporated and benefits
duties as charity trustees, specifically, they from limited liability for its members.
must act in the interests of the SCIO, and
seek, in good faith, to ensure the SCIO It’s a structure that can be chosen by
acts in a manner which is consistent with voluntary organisations that employ staff,
its charitable purposes. regularly enter into contracts, manage
• There is a duty to keep and supply a investments, and/or own property and
register of charity trustees and members other assets, because limited liability helps
(if an organisation has a lot of fluidity in to minimise the threat of personal liability
its membership eg a Student Union, a for the directors.
SCIO may not be the most appropriate It is regulated by Companies House and
legal form). subject to the Companies Acts and other
• Cannot convert or amalgamate with non- legislation. If a company is charitable then it
SCIO, though assets can be transferred will be subject to charity law and regulated
to a non-SCIO charitable organisation. by OSCR as well.
If you are considering this structure and
are planning to apply for charitable status,
why not consider setting up as a Scottish
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LEGAL STRUCTURES – INCORPORATED more ‘stable’ structure than a voluntary • A company structure may be more
ORGANISATION association intimidating for those considering
whether to join as members or put
Advantages Disadvantages themselves forward for election to the
board of directors.
• It’s a private limited company that • There are formal registration procedures • Set up costs can be higher than for
has guarantors rather than shareholders, to be followed in relation to creating a a voluntary association or trust; and
so it’s suitable for voluntary organisations. company, in addition to the process of annual costs are higher, particularly if
The members agree to pay a fixed applying to be recognised as a charity, there is an external company secretary
amount known as a guarantee (usually unlike with a SCIO which needs only to and/or if a formal audit is required.
£1) towards the company’s debts if it be registered with OSCR.
goes into liquidation. • There is an ongoing requirement to LEGAL STRUCTURES – TRUST
• The company is a clear legal entity, notify a change in directors, a change
separate from the persons involved in it – in the company secretary, or a change A trust is usually set up where assets
and can hold property, enter into leases in the registered office to Companies (eg property, investments) are given by
and other contracts, employ people, House. Similarly, annual accounts and one person (the Donor) to another (the
etc, in its own name. It doesn’t matter annual returns have to be filed. If a Trustees) with the intention that is should
if the directors change because it is the charitable, a company must also file an be applied for the benefit of a third party
company and not the directors that hold annual return with OSCR, and notify or or the public (the Beneficiary). Once this
title to land, enter into contracts, etc, but seek prior consent from OSCR before occurs, the trustees own the asset, but
changes must be notified to Companies making certain changes. can only apply it in accordance with the
House. • There are various statutory requirements trust for the benefit of the beneficiaries.
• A company is generally regarded by which have to be followed in relation to A trust is not regulated by an external
funding bodies and public agencies as a members’ meetings etc. regulator (unless it is a charity), but is subject
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to various legislation, eg Trusts (Scotland) unless a charity, which will be accountable • Leases/formal contracts have to be
Acts 1921 and 1961 If it is charitable it will to OSCR. entered into in names of trustees. Each
be subject to charity law and regulated by • No detailed statutory procedures to time one of these individuals leaves,
OSCR. be followed in relation to members’ the assets must be legally transferred
If you are considering setting up as a Trust meetings, etc. to another. The same goes for any legal
and are planning to apply for charitable • Useful if you want to retain control arrangements the trust has entered into
status, why not consider setting up as a amongst a small body of people with no in this way.
single-tier Scottish Charitable Incorporated external membership. • Legal proceedings cannot be taken by the
Organisation? This is a corporate body which • No requirement to notify changes trust but only by individuals representing
provides limited liability for its trustees and in trustees to any public register nor it. Similarly, legal proceedings would be
is suitable for organisations that want to any requirement to file accounts unless taken out against individuals rather than
become charities, but do not want or need a charity. the organisation.
the complex structure of company law. • Likely to be less intimidating than a • Trustees could be personally liable for
company limited by guarantee or IPS for debts if the organisation were unable
LEGAL STRUCTURES – TRUST those considering whether to participate to meet its debts and liabilities out of its
in decision making. own resources.
Advantages • There is no concept of accountability to a
Little or no set up costs. Disadvantages wider membership or to partner bodies/
• Less administration than a • Although the law gives greater agencies. In particular a trust could not
voluntary association, SCIO, company recognition to the trust (as compared hold meaningful AGMs since no one
limited by guarantee or IPS, since there with a voluntary association) as having other than the trustees themselves would
is no register of members to maintain, some form of identity , it is still not a full have voting rights.
no collection of subscriptions, etc. legal “entity” in the way that a SCIO or • Could be seen as “less professional” in
• No formal registration requirements company limited by guarantee is. the eyes of potential funders.
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LEGAL STRUCTURES – COMMUNITY members, sharing ownership and making expensive and time-consuming, and few
INTEREST COMPANY decisions democratically. professional advisers will be familiar with
If a co-operative’s membership is closed or the regime for such societies.
A CIC cannot be a registered charity. restricted, and profits are divided amongst Industrial and provident societies are
Community Interest Companies (CICs) are the members, then it cannot be a charity. registered with the Financial Services
limited companies, with special additional Authority and are regulated by the FSA
features, created for the use of people who LEGAL STRUCTURES – INDUSTRIAL AND under a regime which is similar to that for
want to conduct a business or other activity PROVIDENT SOCIETIES registered companies.
for community benefit, and not purely for
private advantage. The industrial and provident society ENTREPRENEURSHIP DEFINITION
represents a halfway house between a (COMMERCIAL CODE § 2/1)
LEGAL STRUCTURES – COOPERATIVE registered company and an unincorporated
association. It has rules of association in Independent & permanent activity,
A co-operative is an association or much the same way as an unincorporated conducted by entrepreneur at his/her own
corporation established for the purpose of association, yet it is an incorporated body name, his/her own responsibility, with the
providing services on a nonprofit basis to with the benefit of limited liability. To qualify objective to generate profit.
its shareholders or members who own and for registration as an IPS a body must either
control it. be a co-operative society for the mutual All above mentioned characteristics has to
Co-operatives UK is a national trade body benefit of members, or for the benefit of the be fulfilled cumulatively!
that campaigns for co-operation and works community. Only those set up for the benefit
to promote, develop and unite co-operative of the community, and not members, will be
enterprises. They define a co-operative as: eligible for charitable status.
A group of people acting together to meet The IPS offers the benefit of limited liability,
the common needs and aspirations of its but the incorporation procedure can be
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ENTREPRENEURS´ CLASSIFICATION • Trade operator: natural person or legal masonry, etc. – see Annex 1 of the
(COMMERCIAL CODE § 2/2) person fulfilling conditions of the Trade Trade Licensing)
Licensing Act • regulated trades – it
entities registered in business register • State permission is needed in specific is necessary to comply with
natural persons registered in trade register cases – CONCESSION (defined in the professional ability, for example
entities registered in special registers or lists Trade Licensing Act) professional education or retraining,
self-employed farmers – agricultural alternatively some length of working
entrepreneurs registered by municipal TRADE´S CATEGORIES experience (e.g. planning, trade
offices with animals, technical revisions,
• The Trade Licensing Act according to an etc. - see Annex 1 of the Trade
TRADE ENTREPRENEURSHIP origin of trade license distinguishes two Licensing Act)
basic trade categories: • licensed trade (specifies Annex 3
• announced trades (according to the of the Trade Licensing Act, e.g.
• Trade = permanent activity conducted conditions an entrepreneur has to tourist agency, security, private
independently, at one´s own name, one´s fulfill further diversification is on investigator´s services, etc.;
own responsibility, with the objective to craft, regulated and free trades) it is necessary to comply with
generate profit within conditions set by • free trades – activities which professional ability, for example
the Trade Licensing Act does not require any further professional education or retraining,
• Legislation: professional ability alternatively some length of working
• Act no. 455/1991 Coll., on licensed • craft trades – professional experience)
trade (the Trade Licensing Act) education in relevant or related • State permission is needed in specific
• Government Regulation no. field, proof of retraining or at least cases – CONCESSION (defined in the
278/2008 Coll., setting contents of 6 years’ experience in relevant field Trade Licensing Act)
specific trades (e.g. bakery, confectionery, joinery,
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CONDITIONS TO CONDUCT TRADE TERMINATION OF TRADE LICENSE time job in the same time) you pay health
and social insurance only after you file
• come of 18 years old • entrepreneur’s death an income tax return.
• legal capacity • extinction of legal body • Keep a tax record (where you keep the
• clean record (statement from criminal • expiration of period if trade license was books of all your bookkeeping documents
record): limited to certain period of time related to the entrepreneurship) is
• Clean record does not have a person • if set by special legal act connected with activities statement for
condemned for deliberate crime • erase of foreign legal body from business respective accounting year. Or you can
connected to entrepreneurship or register account only income evidence if you plan
subject matter connected relevant • decision of trade licensing office to to enforce so called lump sum costs.
field of entrepreneurship cancel a trade license • Entrepreneur’s duty is to submit tax return
• specific conditions to run business and also already mentioned health and
• professional or other qualification PROCEDURE TO ESTABLISH TRADE social insurance statements. It follows
(if required by law): professional that you have to settle tax return and
practice in relevant or related • At the very beginning visit trade license eventual balance for health and social
business field, person performing office where you fill in the registration insurance.
unsupported professional work as an form. Thus you carry out all necessary
employee in relevant field (§ 7/4) announcements and registrations – COMMERCIAL COMPANIES
• Commencement of trade license trade itself, health and social insurance,
• day of trade´s announcement (in the income tax but eventually also VAT, etc. Corporate bodies established for
case of announced trades) • If a trade is your main activity you have entrepreneurship purposes:
• day when the decision to award to pay health and social insurance fees • General partnership
concession comes into force from its start. If a trade is your secondary • Limited partnership
occupation (for example you have full • Limited liability company
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• Public limited company • obligation to guarantee company´s COMPANY FOUNDING & CONSTITUTION
• Cooperative liabilities in set scale
• law of property emerged from business´ • they are not identical terms
REGISTERED CAPITAL share
• Foundation: by partnership agreement
Company assets put into company or memorandum in the form of notarial
constitution can change during business BUSINESS SHARE deed
lifetime. Ordinary stock is obligatory for
corporate bodies. In the case of private • Fundamental ownership relations • Constitution: Incorporation into Business
person (entrepreneur) it is not required. between associates and corporation Register (till 90 days from company
• Associate´s share: comprise associate´s interest in a foundation) – legal personality from
• in cash (financial share) corporation and his/her rights and court final decision about incorporation
• in-kind contribution (non-financial duties. It includes associate´s rights:
share) • participation in profits
• final settlement of share (in the day
RIGHTS & DUTIES OF ASSOCIATES of associate´s share termination)
• share on so called liquidation
• right to information about company balance in the case of winding up
• right to decision about company´s key company, after satisfying all known
questions liabilities /debts
• right to vote trustees and be elected as
a trustee
• obligation to redeem associate´s share
in line with company´s constitution
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COMPANY DISSOLUTION & BUSINESS NAME publish truthful and updated information
EXTINCTION • A component of Business Register is
• name under which an entrepreneur is Collection of documents
• they are not identical terms registered in Business Register • Business Register contains:
• Dissolution: decision is made by a • for legal bodies the company´s name • business name, address and
company or court is composed from a basis (invented by registered offices
• with liquidation: entrepreneur) and addendum (legal • business activities and trade licenses
• Expiration of a period for form of a company) • company´s legal form
which a company was founded • Business Name must not be forbidden • identification number
• Achievement of an objective by law, deceptive, mistakable or identical • statutory bodies and associates
for which a company was founded with other business name including personal data and
• Decision of associates or • Companies´ legal forms: addresses and their business shares
respective body of a corporation • General partnership
from a reason set by law or internal • Limited partnership COLLECTION OF DOCUMENTS
regulation • Limited liability company
• Court´s decision about • Public limited company • partnership agreement or memorandum
company´s dissolution • Cooperative • notarial deed containing a resolution
• without liquidation: of constitutional general shareholders
• In cases of a fusion or division of a BUSINESS REGISTER meeting (Public limited company) or
company Cooperative´s constitutional meeting
• Transformation to different legal form • Public register in which entrepreneurs • statute
• Extinction: company´s deletion from and other legal bodies are incorporated • decision about election or appointment,
Business Register • administered by shire courts withdrawal, etc. of persons who are legal
• Entrepreneurs have an obligation to representatives, liquidator, bankruptcy
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trustee, their specimen signature GENERAL PARTNERSHIP LIMITED PARTNERSHIP
• final accounts and their auditor´s
certification • associates have liability with all their • Type of corporation in which one or more
• decision about company´s dissolution, private property associates have liability with all their
legal form transformation, fusion • any associate might be entitled to private property (unlimited partners)
• expert´s opinion on value of associate´s commercial leadership of the corporation and one or more associates have limited
in-kind contributions (within principles agreed between liability up to their business shares
• court´s decision about general associates) registered in Business Register (limited
shareholders meeting invalidity • statutory body – all associates (possibility partners)
to arrange differently) • Unlimited partner = only person fulfilling
PERSONAL CORPORATIONS • request for incorporation into Business general requirements for trade license
Register – signed by all associates and • Only unlimited partners are entitled to
• suitable for small and medium includes partnership agreement commercial management of a company
entrepreneurs non requiring a large • Partnership agreement: • statutory body = unlimited partners
scale capital • business name and address
• individual knowledge of associates and • associates including personal data
their active participation come to the and addresses
forefront • business activities and trade licenses
• appropriate for sectors as commerce, of a company
services, craft, family run businesses
• partnership agreement does not have to
be in the form of notarial deed
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LIMITED LIABILITY COMPANY PUBLIC LIMITED COMPANY SHARES

• Registered capital is constituted from • corporation in which registered capital is • Security that is connected shareholders´
associates´ shares and associates have divided to certain number of shares with rights as associate to take part
liability for company´s commitments until certain nominal value (according to the law and corporation´s
redeem a share wasn´t incorporated • has liability for breach of commitments memorandum) on the decision making,
into Business Register with all corporation´s property, profit and liquidation balance in the case
• may be constituted by one single person shareholders do not have liability of company´s extinction.
• have liability for breach of commitments • founded by constitutional contract or • Different types of shares: share certificate
with all private property memorandum (§ 163) vs. registered shares or bearer shares
• associate may transfer business share to • request for incorporation into Business • Registered shares: Plc. keeps a list
others (in written contract with signatures Register is submitted by Board of directors of shareholders (type and form of
certified by a notary - § 115) and signed by all board members shares, share´s nominal value, name
• business share may be subject of the • Corporation bodies: of shareholder, numerical order of
pledge (§ 117a) • General shareholders meeting – shares), rights linked to the share are
• Corporation bodies: company´s top body, organized by executed by the person listed in a list
• General shareholders meeting – Board of directors of shareholders
company´s top body, definition of • Board of directors – statutory body • Bearer shares: transferrable without
powers § 125 (one or more executive directors), any restriction, rights linked to the
• Executive director – statutory body competitive clause (§ 196) share are executed by the person
(one or more executive directors), • Supervisory board – supervises scope who presents a share
competitive clause (§ 136) of activities of Board of directors and
• Supervisory board – if defined in business operation
partnership agreement, definition of
powers § 138
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COOPERATIVE TYPES OF SOCIAL ENTERPRISES SOCIAL COOPERATIVE
• Association of unlimited number of • Integration company – employs • Social cooperative is a special type
persons founded with an entrepreneurship (permanently or temporarily) vulnerable of cooperative which permanently
aim or to ensure economic, social or any persons executes public benefit activities aimed
other needs of cooperative´s members • Social enterprises employ seriously to support social cohesion with the
• Members may be private persons as disadvantaged target groups goal of vulnerable groups labour and
well as legal bodies • Social cooperatives is appropriate social integration into society with the
• Right to transfer member´s rights and form of entrepreneurship for the preference to meet local needs and use
duties to other cooperative´s member purpose of community or local local sources (§758 of Civil Code).
• Transfer of member´s rights and duties development • Designed as a commercial body which
to other person is subject of board´s • Others – local and environmental aims, may run a business only in certain
approval extra earnings / secondary activities of manner (cannot perform high risk
• Equity capital: NGOs business activities) and profit will be
• Sum of membership contributions • Usage in the Czech Republic in the most cases intended for public
that members made a commitment • Social enterprises founded through benefit activities.
to redeem municipalities initiatives • Maximum 33% of its profit may be divided
• Redeem membership contribution is • Integration of vulnerable groups between social cooperative´s members
a condition for a commencement of through employment (e.g. in Italy or Spain social cooperatives
membership • NGOs supplementary financing cannot pay out participation on profits).
• Cooperative´s constitutional meeting: • Very low interest of businesses
• Determines cooperative´s equity • EU funds support though small scale
capital loans and subsidies
• Approves statute
• Votes board and auditing commission
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INSTITUTE etc. • sponge on a reputation of other

• Institute is defined by its purpose e.g. • Director – legal representative competitor´s company, products or
providing services (§402 of Civil Code). services
Institute is a legal body established UNFAIR COMPETITION • bribery
with the purpose to conduct social and • detraction
economic useful activities. • Unfair Competition is an act at economic • unlawful comparative advertisement
• Profit may be used only to support competition which is incompatible with • business secret violation
activities for which an Institute has been good behavior and may cause damage • putting at risk consumer´s health and
established. to other competitors or consumers environment
• Constitution through Memorandum • Unfair Competition is forbidden
which defines at least: • A person whose rights were breached FINANCIAL AND BUSINESS
• Name and address or jeopardized by unfair competition ADMINISTRATION
• Subject matter of Institute´s activities, may claim against a violator to stop such
eventually trade licenses behavior and eliminate this harmful Financial & business management
• Information about equity capital, state. It can be claimed: • information on financial responsibilities
eventually about in-kind contribution • compensation for losses for charities and business planning
• Number of board members including • recovery of unjust enrichment Legislation & regulation
their personal data and addresses • the legal procedures and licenses you
• Details about Institute´s internal UNFAIR COMPETITION (2) need to be aware of
organization Good Governance
• Organization´s bodies: • deceptive advertising • information for the people in management
• Board - Institute´s top body, votes • deceptive labelling of products and and control of your organisation
and dismisses director, approves services Managing staff & volunteers
budget, final account, annual report • causing danger of mistaking • resources to help you with HR issues
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FINANCIAL AND BUSINESS Organisational development is the name • Premises licensing - If you want to serve
MANAGEMENT given to interventions that aim to help an alcohol, food, or provide entertainment
organisation to grow and change, such you will need to contact your local
Detailed information on a range of finance as quality or performance improvement. authority to apply for a premises licence
and business topics, including financial • Trading - Trading is an important source • Food hygiene & catering - How to provide
responsibilities for charities and how to get of funding for the third sector, but it can food in a village hall or other community
the most out of your business planning. expose your organisation to risk. So setting
• Bank accounts – many things to consider before you decide to trade, you need to • Health & safety - It is the responsibility of
with choosing a bank account carefully consider a number of questions the voluntary management committee
• Charity accounts & financial reporting - and take advice. to ensure the health and safety of
Discover the best approach to financial employees, volunteers and visitors
record keeping and reporting, when an LEGISLATION AND REGULATION • Freedom of Information Act - Freedom
auditor is required and much more. of Information is a valuable resource for
• Tax & VAT - Relevant headline information • What legal procedures and licences do the voluntary sector
on VAT, Corporation Tax, Capital Gains you need to be aware of when running a • Data protection - If you hold and
Tax, Council Tax, business rates and social innovation organisation? process information about your clients,
more. We’ll also point you to other • Fire safety -The Fire Safety Act places employees or suppliers, you are legally
relevant sources of information. responsibility for assessing risk to those obliged to protect that information
• Business planning - Make business with control of any premises • Protection of Vulnerable Groups
planning a core activity for your • Music & film licensing - If you or people (PVG) Scheme - The PVG Scheme is
management committee or trustees and using your facilities use music for the a registration system for anyone who
your organisation will feel the benefit of benefit of customers, visitors or staff, carries out work (paid or unpaid) with
clear planning and goal setting. you need permission from the relevant vulnerable groups in Scotland.
• Organisational development - copyright owners
Slide 1.50
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GOOD GOVERNANCE achieve its objectives. Find out how to be a complex field for organisations to deal
set an agenda and take minutes, and with.
Your trustees have a significant part to ensure your trustees follow a Code of For more information see:
play in your organisation. They are there Conduct. Gov.uk A government website with a
to oversee and take responsibility for • Developing your board - Your trustees wide variety of advice notes on aspects
everything your organisation does. Being a need to continually evolve and adapt. of employment law including contracts;
trustee is an important role and should not In order to develop a problem solving dismissal; health and safety; pensions;
to be taken on without an understanding of approach and ensure a long-term recruitment and benefits. There is no tailored
what’s involved. future, you need to invest in training and individual advice line.AdviceguideScottish
• Roles and responsibilities - Information development for your trustees. specific advice on employee’s rights at work.
on who can be a trustee and what’s • Jargon buster - Clear descriptions of This is generally written for employees rather
involved. Find out about collective common governance words and phrases. than employers but is a useful resource.
responsibility, personal liability and the • Third Sector Mediation - Don’t let things Advisory, Conciliation and Arbitration
difference between governance and get out of hand, get help to nip conflict Service (ACAS)ACAS provides online advice
management. in the bud for many areas of employment law as well as
• Recruitment & induction - Make sure a conciliation service. They also provide an
you’re clear about what’s involved in MANAGING STAFF AND VOLUNTEERS automated advice service which can provide
recruiting trustees, as this will have an more tailored advice for your enquiry.
impact across your whole organisation. People are the central resource for any Chartered Institute of Personnel and
Once you’ve got them, make sure third sector organisation whether they are Development (CIPD)The Chartered Institute
they get a good introduction and a employees, volunteers or service providers. of Personnel and Development (CIPD)
comprehensive induction. With the huge range of employment is the world’s largest Chartered HR and
• Meetings - Running effective and efficient law, health and safety requirements and development professional body. While
meetings will help your organisation confidentiality requirements, it can often membership based, they provide good
Slide 1.52
200
online HR resources including a number of FEEDBACK AND WRAP UP
standard HR policies.
Health and Safety Executive in Scotland The Getting the right business model is not
Health and Safety Executive in Scotland always obvious – checks the advantages
and the related HSE UK website provide and disadvantages of each
a number of advice notes on good, legal No one said it would be easy running an
practice in ensuring employees’ health and organisation – but there is plenty of support
safety. They provide style risk assessments
for a variety of work places. FURTHER INFORMATION AND NEXT
Equality and Human Rights Commission STEPS
in ScotlandThe Equality and Human Rights
Commission in Scotland provides legal If you’d like to find out more about the Social
updates, advice and the standard Codes Innovation programme and be considered
of Practice for equal pay, employment and to be a delegate please speak to your
services, as well as technical guidance on facilitators or contact:
how they are applied.
Information Commissioner - The Information
Commissioner provides good information
and style codes for businesses and how they
protect their employees’ privacy.
Slide 1.55
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ACCESS TO FINANCE
WELCOME
Aim:
• To help people recognise how to fund the business
• To assist people with the tools to be investor ready
Slide 1.2
202
AGENDA:

0.15 – 1.45 – Introduction to funding and
investment
1.45 – 2.00 – Break
2.00 – 3.15 – Project and project cycle
3.15 – 3.45 – Exercise
3.45 – 4.00 – Break
4.00 – 5.00 – Project applications
5.00 – 5.30 – Exercise 2: Project Logframe
Slide 1.3
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ACCESS TO FINANCE Grants….................... bank • whether you can release money from
loan…...................personal funds or your business to fund growth
Your plans will need to be realistic and investment from friends
achievable and your financial projections equity finance…............asset based KEY POINTS TO CONSIDER
will need to show that you can afford to finance…............crowd funding
make repayments. A large variety of grants and support services Is your business plan up to date? Most
Most businesses that grow successfully, do so are available for companies with ambition investors and lenders will want to see your
by working out what they do well and doing for growth. business plan, to understand your vision
more of that. Performing a SWOT analysis and explain how you’re going to spend the
(strengths, weaknesses, opportunities, ACCESS TO FINANCE (2) invested or borrowed money.
threats) can help identify your strengths and Why do you need funding? For example,
what opportunities are available. Identifying Whether you’re starting up or growing your do you need money to start your business,
threats can also avoid you growing the business, before you approach anyone for acquire an asset, manage your cashflow or
business at the wrong time. funding you should make sure that your grow your business?
Before you attempt to raise finance from business is ready for financing. How much funding do you need and
external sources, you should carry out a You should consider: for how long? Some finance options, such
review of your cashflow management. • how much finance you need and for as overdrafts, are useful for day-to-day
Most businesses can create efficiencies by how long expenses and improving cashflow for a
chasing up late payments, cutting costs or • which funding options are right for your short period of time, while loans are more
renegotiating terms with suppliers. business needs suitable for long-term funding.
If you still require funding after reviewing • how to make your business attractive to Can you afford the repayments?
your cashflow and performing a SWOT investors Remember to consider the cost of interest,
analysis, you have a number of options: • how much of your own money you can fees and other charges associated with
contribute to your start-up loans.
204
Can you provide any necessary security? or lenders you should have a well-rehearsed PREPARING FOR OUTSIDE INVESTMENT
Security can be any business or personal presentation about your business, where
asset, such as business premises, large you are clear about your plans and goals, Investors will want to ensure they’ll be
items of machinery or stock. as well as explaining what you need funding able to recover their investment and take
Are you prepared to give up a share of your for. You should be prepared to answer any profits. They’ll want to know what
business to an investor? Consider getting detailed questions about your business. your long-term plans are. They may place
equity finance from business angels, venture greater emphasis on your business’ level of
capitalists or friends and family. MAKE YOUR BUSINESS ATTRACTIVE TO ambition.
FUNDERS (2) • Investors are likely to ask about:
MAKE YOUR BUSINESS ATTRACTIVE TO • the type of products or services that your
FUNDERS: In general, potential lenders and investors business provides
will be looking for: • what distinguishes your business from
Whatever type of funding you’re seeking, • ambitious but credible financial others in the same market
you’ll be expected to have a business plan. information • any existing customers
It should be one of the most useful tools for • a strong management team Use the checklist on the next slide to help
helping you to manage your business. • good market knowledge you prepare for and find the right kind of
You should also consider: • a clearly-defined exit route outside investment to help your business.
sales, profit and loss, and cashflow • evidence you can meet your repayments
forecasting in respect of any borrowing
identifying potential risks and how you Grant providers will also want to ensure
might overcome them your business is a worthwhile investment,
a SWOT analysis to identify strengths, that you meet their criteria and can achieve
weaknesses, opportunities and threats your goals.
When approaching investors, grant providers
Slide 1.7 Slide 1.9
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PREPARING FOR OUTSIDE INVESTMENT your business. How will you and any Finding and approaching investors
(2) employees work with an investor to • Research the different types of equity
make the business grow? finance available, e.g.. business angels,
Your business: venture capitalists and government-
• Research and decide whether your PREPARING FOR OUTSIDE INVESTMENT backed sources.
business idea needs protected before (3) • Identify the skills and experience your
approaching an outside investor, eg business needs from an investor, e.g.
intellectual property protection. • Decide how much equity (shares) you’re their marketing experience or access to
• Identify what your business needs willing to offer, and how much control their business contacts.
investment for, how much you need and you’re willing to give up.
for how long. • Get independent advice from a PREPARING FOR OUTSIDE INVESTMENT
• Examine your existing finances. Are you professional (such as an accountant, (4)
making the most out of resources you lawyer or business adviser) on the
already have? Have you considered benefits and risks of equity finance. • Select investors who are a good match.
other sources of finance, like a bank • Check your business plan states what Consider what stage your business is at,
loan or personal savings? the benefits will be for the investor and your market sector, how much you need
• Identify why your business is a good how your business will benefit from and the location of your business.
investment, and the growth potential of equity finance. What will the investment • Contact suitable investors by completing
your market. be used for? What will it achieve? Also an investor’s official application form or
• Identify your ‘value proposition’. What include details of the level of involvement forwarding the executive summary of
value does your business add for you expect from the investor and when your business plan.
customers and investors to make them you would like them to exit from the
buy or invest? investment. Negotiations
• Identify the skills and experience within • Calculate how much your business is
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worth – or will be worth – including future sales business plans and cashflow forecasts. Any
valuations to cover potential growth. You • a personal budget taking account of potential funder will be looking for you to
may need independent advice from an personal living expenses that you’ll need demonstrate that your plans are realistic
accountant. to fund from your business and achievable, and that you have realistic
• Prepare a business presentation or ‘pitch’ financial projections.
for face-to-face meetings and investors. FUNDING FOR START UPS (2) You may be able to self-finance your growth
• If asked, send your business plan to the Most people who start a new business will objectives by releasing money from your
investor. Consider asking the investor have to use some of their own money, as business. Improving your cashflow could be
to sign a non-disclosure agreement to well as any funding secured from elsewhere. one way of achieving this.
protect your business idea. There are benefits to self-funding your
• Prepare for final negotiations. These will business, including: FUNDING FOR GROWTH
settle the terms and conditions of the • having more control over your personal If you need extra funds to finance business
investment. and business finances growth, you should first review your
• not having to repay money current performance and prepare detailed
FUNDING FOR START UPS • making your business more attractive to business plans and cashflow forecasts. Any
To start a new business, you’ll need enough potential investors, by showing your own potential funder will be looking for you to
money to cover both the start-up and early commitment to making the business demonstrate that your plans are realistic
stages, at least until your business starts succeed and achievable, and that you have realistic
providing an income. You should prepare: financial projections.
• a detailed business plan, identifying how FUNDING FOR GROWTH You may be able to self-finance your growth
much money you need and when objectives by releasing money from your
• a realistic profit and loss forecast If you need extra funds to finance business business. Improving your cashflow could be
covering a range of scenarios – many growth, you should first review your one way of achieving this.
new businesses forecast over-optimistic current performance and prepare detailed
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FUNDING CHECKLIST
QUESTION ANSWER
The problem you are trying to solve is clearly defined with a compelling business case
Do you have a fully written business plan for your project?
Have you completed a feasibility study for your project?
Do you have a clear description of long-term objectives (beyond 5 years), why they are
needed, timeframe to achieve is provided?
sustainability
Do you have finances in place to fully fund your project objectives?
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QUESTION ANSWER
If not fully funded, do you have a plan in place to target creditors or investors for financing
capital?
If appropriate, have you completed a pricing analysis for your product or services?
Key metric or set of measures are identified to determine success of the project (may be the
same as measurement of success of the social impact)
Known issues that may impede the project have been identified; frequency, severity, and
probability factors have been determined (or estimated)
If appropriate, have you documented a manufacturing plan, including sourcing of materials?
sustainability
If needed, do you have a distribution strategy clearly documented?
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QUESTION ANSWER
Have you identified any partners or suppliers needed for you project?
Do you have an overall marketing strategy for your project?
Do you have a public relations plan for your project?
Breadth and depth of experience for founders / advisors provided; previous project success
noted for all or most key team members
Are the required team members identified, on board, and fully integrated into your project?
Do you have the right experience for your target industry and/or target region?
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WHAT IS A PROJECT? WHAT IS A PROJECT? (2) and takes into account their use and
management.
„If you don´t know where you are going Process of planning: • It has budget for every task.
any road will lead you there“ (Cheshire Cat, • It contains sufficient reserve for
Alice in Wonderland) „If you don´t succeed in planning you unpredictable events.
plan failure.“ • It is credible for expected implementers
• Project might be perceived as a road to as well as for the management.
achieve your goal. 3 factors:
• Project is a managed change of a state.
• Limited by goals, resources and time. 1. Where you are now (or you will be when
• If you are not able introduce in detail anything what is planned recently will start).
and written form your goals before you 2. Where you want to get.
start your action you cannot be confident 3. Which way will you lead where you want
what you are doing. to be.
PROJECT PLANNING
• Identify everything, what is needed for

succesfull project completion.
• It includes schedule for appropriate
timing of tasks and milestones.
• It defines necessary sources with
guarantee of their accessibility in time
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PROJECT CONTENT
1. PROJECT IDENTIFICATION:
Brief and apt name of the project
Basic information about the project
Identifying data of Implementer – Name,

Legal Address, ZIP, tel., E-mail, Legal entity,
Legal representative, Identification number,
etc.
Partners and their tasks - partnership

agreement / contract, etc.
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PROJECT CONTENT (2) Project outputs and results – what will be Including particular stages and activities
concrete output and result achieved thanks segmentation.
2. PROJECT OBJECTIVES to the implementation of project activities;
Project impacts – decisive when describing PROJECT CONTENT (5)
Obejctives = motivation for our path. project impacts are its objectives;
It defines why project exists. 8. TECHNICAL SOLUTION
Brief project description - process how we PROJECT CONTENT (4) - Description of project technical solution
want to reach the objective. (including schemes design)
5. STRATEGY AFTER PROJECT COMPLETION
3. PROJECT LOCALIZATION – explanation how project / partnership will 9. ECONOMIC INFORMATION
Name of shire, district, place of the project continue after project support expiration, Project budget – overview of whole project
implementation – address, etc. how further financing will be ensured and budget, including partial figures and specific
further goals; financial sources;
PROJECT CONTENT (3) Project financial coverage
6. PROJECT PROMOTION – overview of specific sources for project
4. DESCRIPTION OF MAIN PROJECT Rule – it is necessary ensure information financial coverage, e.g. own sources, bank
PURPOSE and promotion related to the project; loans, private finances, equity funding, etc.)
Eligible project costs – summary of the
Initial situation – initial situation before 7. PROJECT SCHEDULE costs you intend to finance from the project
project starts; – indicate whole time schedule, Ineligible project costs – overview of the
Rationale – core of the problem solved by Date of project start, costs outside the project
project. Explanation why project fits; Date of project termination,
Project segments – activities composing Date of final report including financial report
project; (if specified by the project),
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PROJECT FINANCIAL SOURCES PROJECT FINANCIAL SOURCES (2) PROJECT FINANCIAL SOURCES (4)
• Own sources
• Own sources • Business plans
• Loans • Example:
• Grants • M-loan guarantee for start ups –
EU 2020 Strategy
• Funds ČMRZB
• Loans
Different level of grants: • Labour offices Common Strategic Framework
Common
• Foundations • Bank institutions
Agricultural
• LAGs / Micro-regions • Czech-Moravian Guarantee and Policy (CAP) Partnership Agreement
• Communities Development Bank (Českomoravská
• Shires záruční a rozvojová banka – ČMZRB)
• National (Ministries)
• European (ESIF, AGRI, convergence) PROJECT FINANCIAL SOURCES (3) Operational
Direct Rural Development Programmes
Payments Programme (EAFRD) (ERDF, ESF, CF
Legal division: • Grants – subsidies and EMFF)
• Public bodies • Fundations
• Entrepreneurs – natural persons and - Local
corporate bodies - National
Posibility to use community led local
• NGOs - International developement trought LEADER method
• European Union Structural Funds across programmes
• Community grants
• Shire subsidies
• National grants
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PROJECT FINANCIAL SOURCES (5) PROJECT APPLICATIONS – HINTS creation of new jobs.
Grants and fundations: 1. Apply as fast as you can 6. Think out content of your application
http://neziskovky.cz/ Use logframe (see next part)
or e.g. 2. Before submitting an application
consult grants´ administrator 7. Be honest and truthful
http://www.nadacepartnerstvi. 8. Work out your Business plan
cz/stromzivota/granty-do-20- 3. Be on alert Verify if you have really strong Business
tisic Grants are constantly introduced and plan which you can annex to your grant
updated. application
Local, shire and national
4. Do not launch your project before 9. Convince administrator that you need
PROJECT FINANCIAL SOURCES (6) application submission him
10. Keep financial reserve
Czech Structural Funds: 5. Make sure your application is
connected with concrete project PROJECT APPLICATIONS – HINTS (3)
http://www.strukturalni-fondy. Most often subsidies are awarded for some
cz/ specific purpose, rarely only to support Keep in mind:
an etreprise´s growth. For example if you • Project will not cover all costs
EXERCISE need new equipment or more employees to • Project applications are different
launch production or sale of new product • It is necessary to adjust your project idea
Find on the Internet at least one source point out your product not equipment. It to subsidies requirements
for subsidies and describe its elemental is also necessary advantages in the case • Take into account that only about 60 –
possibilities and principles. of product success. It can be for example 80% of costs are predictable
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• Create reserves for unpredictable to the loan => Programme START, PROJECT APPLICATIONS - EXAMPLES
situations – plan in the way that project GUARANTEE
will generate „profits“ • start ups to cover their costs to obtain • Example no. 1:
• Always calculate necessary time for a bank loan => Programme INOSTART
project management (administration, Grant of city of Šumperk
coordination, communication, etc.) PROJECT APPLICATIONS – OTHERS
http://www.sumperk.cz/cs/mestsky-urad-
PROJECT APPLICATIONS – BUSINESS Culture – theatre performances, museums, sumperk/granty-a-dotace.html
galleries,..
• Subsidies and loans for start ups Minorities – integration, minorities´ • Organization of one-time non-profit
festivals, associations,.. event focused on sport, culture, health,
• In municipalities with less than 2000 Crime prevention – aid to crime victims, social or other public benefit content.
inhabitants – up to 60% subsidies for self-defence courses,.. •
equipment and investments => Rural Drug prevention – support to therapeutic • Organization of longer non-profit event
Development Programme –Aid to start groups, care centers, drop-ins,.. (4 days and longer) with at least 15
up and business development Social issues – social counselling, shelters,.. participants (workshops, camps)
• Entrepreneurs operating in agriculture Sports – reconstruction of sports ground,.. •
or entrepreneurs with history in tourism Education – education improvements, • Organization of cycle of non-profit
less than 2 years in municipalities with contests for talented children,.. events with sport, culture, health, social
less than 2000 inhabitants => Rural Health – health centers, senior fitness,.. or other public benefit themes
Development Programme –Support to Environment – waste separation, nature
tourism care, bio-research,..
• Foundations – e.g. DALKIA Spare time for kids and youth – support for
• loan guarantees with financial subsidy clubhouses, camps, exchanges,..
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PROJECT APPLICATIONS – EXAMPLES (2) PROJECT APPLICATIONS – EXAMPLES (3)
Example no. 2:
Programme GUARANTEE
http://www.cmzrb.cz/formulare/
zaruka-za-uver-pro-zacinajici-
podnikatele
• loan´s guarantee for start up
• amount of guaranteed loan: maximum
3 mil. CZK,
• loan extent: up to 80 % of principal
sum
• period for guarantee: 15 years maximum,
• beneficiary reimburse from own sources
only part of price for guarantee: 0,1 %
p. a.
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PROJECT APPLICATIONS – EXAMPLES (4) PROJECT CYCLE RULE SMART(E)
• OECD Methodological recommendation • Specific

– Manual Project Cycle Management • Measurable
• European Commission Methodology • Acceptable
• 3 basic stages of the project: • Realistic
• Project preparation • Time aspects
• Implementation • (Economically feasible)
• Evaluation
PROJECT CYCLE (2)
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LOGRAME
• Objectives hierarchy
• Preconditions
• OVI
• SOV
Slide 1.50
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LOGFRAME ADVANTAGES PROJECT LOGIC
• Knowing what I want

• Knowing how I recognize that I have it • General Objective =
• Changing what I am doing until I do not • IMPACT TO REALITY
achieve what I want
• Purpose = WHY?
LOGFRAME (2)
• OUTPUTS = WHAT?
• Objectives – what I want
• Activities + resources = Results • Activities = HOW?
• Results are outcomes we want to achieve
• Objective expresses final state of change.
Changes have to be:
• Observable
• Measurable
• They are structured in the hierarchy
according
• to the question:
• “What will I get from it?”
• or
• “How will I accomplish it?”
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PROJECT LOGIC (2) LOGFRAME:PROJECT PURPOSE

DESCRIPTION
General Objective:
• Diseases caused by unhealthy water in • Initial situation – initial state before
the region are eliminated. project implementation starts
Purpose: • Project rationale – heart of the
• Hygienic habits are adopted by local matter which will be solved by the
inhabitants. project. Explanation why the project is
Outputs: appropriate
• 1. Drinking water is at disposal in at least • Project segments – activities from
60% of villages in the region. which the project is composed
Activities: • Project outputs and results – what will
• 1.1. Choose suitable localities be concrete output and result achieved
• 1.2. Organize local workers thanks to project implementation
• 1.3. Sink wells • Project impacts – project objectives are
the most important when describing the
impacts
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PROJECT APPLICATIONS:LOGFRAME IN PROJECT APPLICATIONS – WHO?
PRACTICE
BE AWARE that it is necessary to describe:
PROJECT TEAM
Who is the owner of an idea (initiator)?
Who will (or should) take part in the project
implementation?
Who should cooperate on the project
implementation and how?
Which project bodies should be established?
Which competencies and tasks should have
been awarded to such bodies?
How a structure of project team will be set
up?
A project office will be established to
implement the project?
TARGET GROUPS
Who will benefit from the project
implementation?
All key target groups and stakeholders are
represented in the project?
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PROJECT APPLICATIONS – WHEN? • e.g. elaborate documentation, supply (staff costs – full-time, part-time;
material, presence sheets, jobs created, purchase of services; investments; office
• BE AWARE that it is necessary to etc. rent; etc.)
elaborate: • It can be divided into three basic • Unit (pc; hour; month; etc.)
categories: • Number of units (value)
• PROGRESS CHART • Material sources (materials, machinery, • Price per unit (in CZK; EUR; USD; etc.)
• Estimate time demand for as smallest vehicles, premises, ICT, energies, etc.) • Total costs (number of units * price per
task sequences as possible (ACTIVITIES) • Human resources (internal staff, unit = total)
• Expect “normal” conditions and average- external consultancy, etc.) • Source of financing (own contribution;
skilled employees • Financial resources and time subvention; loan; co-financing rate; etc.)
• It is better to have poor time projection (contribution through own/family money,
than none! bank loans, subventions, necessary EXERCISE 2 – PROJECT LOGFRAME
• Include time reserves into your schedule technology determined periods, required
• Make timeline estimations with regard deadlines, etc.) Create your own brief proposition for
to the deadlines set by founder/investor project logic – proceed in the accordance
(time-limit: max. project duration must PROJECT APPLICATIONS – FOR HOW with the project logframe
not be exceeded) MUCH?
PROJECT APPLICATIONS – HOW? • BE AWARE that it is necessary to

elaborate:
• OVI & SOV • PROJECT BUDGET
• Description of activities, results and • ACTIVITIES + OUTPUTS/RESULTS
outputs of the project from the view of • Costs:
their OVI & SOV • Title of the cost and its description
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Exercise 2 – Project Logframe (2)
• Objectives hierarchy
• Preconditions
• OVI
• SOV
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EXERCISE 2 – PROJECT LOGFRAME (3) FEEDBACK AND WRAP UP
Objectively verified indicators (OVI): • There are various forms of funding

available, some of which involve giving
What you will see with your own eyes, hear up a stake in your organisation
with your own ears, taste or what you touch • Use the checklist to make sure you have
after achieving the objectives. the right things in place
However it can be only „subjective opinion“!
It might be a process. FURTHER INFORMATION AND NEXT
STEPS
And indicators should fulfill the QCT rule
(quality, concrete, time) If you’d like to find out more about the Social
EXERCISE 2 – PROJECT LOGFRAME (4) to be a delegate please speak to your
facilitators or contact:
Sources of Objective Verification (SOV):
Simply: where shall we find an evidence?
How and who will collect it?

Where will it be „tracked“?
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H T T P : / / W W W. C M Z R B . C Z /
FORMULARE/ZARUKA-ZA-UVER-PRO-
ZACINAJICI-PODNIKATELE
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LEADERSHIP AND PEER SUPPORT
WELCOME
Aim:
• Leadership Training for Managers benefits anyone who interacts with internal
or external customers, project team leaders, employees who serve on teams, or
managers who want to enhance their leadership skills development in order to
achieve outstanding results.
• This management leadership training course will teach you how to stop
managing and start leading; and, as a result, make you a vital part to your
organisation’s future.
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AGENDA: LEADERSHIP
-30 – 0.00 – Arrivals and refreshments The main objective of this session of the
0.00 – 0.15 – Welcome and overview course is to provide you with the necessary
0.15 – 1.15 – Self Awareness skills to become an effective leader. This
1.15 – 2.00 – Communication session will introduce you to basic leader-
2.00 – 2.15 – Break ship theories as you pursue leadership roles
2.15 – 3.00 – Leadership / Teambuilding in your business and the community. This
3.00 – 3.30 – Planning / Goal Setting module offers theory in developing skills
3.30 – 4.00 – Exercise – Ideas for personal in the areas of self- awareness, communi-
development plan cation, planning / goal setting, and lead-
4.00 – 4.15 – Break ership / teambuilding to help you develop
4.15 – 5.00 – Positive and negative the skills and knowledge to support you in
synergy in the team leadership.
5.00 – 5.30 – Conflict and its solution We’ll start by watching a video:
https://www.youtube.com/watch?v=-
jU4oA3kkAWU&feature=youtu.be
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5 LEVELS OF LEADERSHIP Right SELF AWARENESS

People follow you because they are obliged
Respect to.(the longer you stay at this level, the more Self awareness is about understanding
People follow you for who you are and what people will change and their ethics will not yourself in a way that allows you to
you are representing. grow) understand who you really are and why
5. THE POWER OF PERSONALITY 1. POSITION you do things in the way that you do. By
developing your self awareness you can gain
Expansion control over yourself in certain situations.
People follow you for what you did for Learning outcomes covered in this section:
them.(this position demonstrates the overall • Appreciate what is understood by self
growth) awareness and personal development
4. HUMAN CAPACITY DEVELOPMENT • Understand that personal development
is an ongoing requirement
Results • Recognise your current personal
People are following you for what you did development needs
for your organization. (problems, thanks to • Developing your own mission and vision
the pace, are solved with minimal effort) statements
3. PRODUCTIVITY Being self aware requires reflection and
reflection requires you to think about
Relationships yourself with regard to your actions, feelings,
People follow you because they want to(work interactions and thoughts. Reflection can be
becomes fun, but if you stay too long, highly undertaken by yourself or with other people
motivated people are disturbed)
2. COHERENCE
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SELF AWARENESS (2) SELF AWARENESS - EXERCISE SELF AWARENESS - EXERCISE
There is a lot to learn about oneself in good Strengths – list the particular skills and
and bad times through reflection, which can STRENGTHS WEAKNESSES qualities you have as an individual, as
allow an individual to: well as the people and resources you have
Gain more control and make better decisions available to you
Be more flexible and confident in our Weaknesses – also include skills you wish to
approach acquire and qualities you wish to develop,
Help ourselves deal with challenges in a as well things you don’t have access to but
more positive and less anxious way may need in the future
Interact better, communicate more Opportunities will include resources
effectively and understand our relationships available to you and will strongly link to your
with others more fully strengths – basically any potential situations
Reduce our stress levels and get more out OPPORTUNITIES THREATS which could positively affect your personal
of life and professional development
Self awareness, therefore, can lead to Threats are the factors that have the
personal development as an individual potential to hinder your progress
has identified their strengths, weaknesses,
opportunities and threats through reflection
and analysis
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PERSONAL DEVELOPMENT Personal learning and development activities PERSONAL DEVELOPMENT - EXERCISE
can come about by different channels which
Personal development is about developing include
and improving aspects of an individual • Hands on work; learning by observing
which can include areas such as education. others around you; organised and
Motivation, feelings, health, skills, abilities structured training programmes; Currently I am... In 2 years I want...
and more. perfomance reviews/appraisals; formal
As life is constantly changing, it is necessary education; personal reading and
to continue developing as a person in order research
to improve as individuals and to be able to
adapt to changing situations.
Personal development requires an individual
to set goals or benchmarks that define a
point which can be achieved through goal
setting and planning
This allows progress and assessment
to occur which allows an individual to
receive feedback regarding change and
development. In 10 years I want… In 5 years I want…
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CURRENT PERSONAL DEVELOPMENT PERSONAL DEVELOPMENT NEEDS - PERSONAL MISSION STATEMENT
NEEDS EXERCISE
Keep your statement simple and brief – 3 –
There are 3 aspects you need to consider: 5 sentences
KNOWLEDGE Write your statement so that it focuses
• Your knowledge base on who you want to become and keep it
• Think of this as a personal reflective What? How? direct with regard to the areas you want to
audit. What knowledge do you need to develop/change
gain to achieve your goals? What is your Keep your mission statement positive
baseline? Develop a mission statement that you can
• Yours skills use n your everyday decisions and actions
• Knowledge is a prerequisite for skill SKILLS Consider how your mission statement will
development. A person needs to know impact on other areas of your life
what to do and when to do it (knowledge). What? How? Keep your mission statement personal and
However a gap separates knowing things it will inspire you into achievement
from actually being able to do them Always remember that your mission
• Your attitude statement is not inflexible
• Attitude can set you aside from other
people and give you a real advantage ATTITUDES MISSION - EXERCISE
in the workplace. Attitude is a mental
set, a way of thinking and behaving that What? How? If you never had to work another day in
makes a person respond in a particular your life, how would you spend your time
way to a particular stimulus instead of working? (discuss with the person
next to you)
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COMMUNICATION COMMUNICATION (2) COMMUNICATION (3)

Everyone uses interpersonal communication Communication should never be a one- It takes just a quick glance, maybe three
skills. We use them at home with our way process. When we talk about ‘actively seconds, for someone to evaluate you when
families, in the workplace with our bosses listening’, it means ensuring you are you meet for the first time. In this short
and coworkers, on our computers when we engaged with others in order to understand time, the other person forms an opinion
answer email, and on the telephone when what they are saying. Asking questions about you based on your appearance,
we order pizza. This manual is intended and summarising the main points of the your body language, your demeanor, your
to help you improve your interpersonal conversation is a good way of checking your mannerisms, and how you are dressed. So
communication skills and develop new skills understanding of what has been discussed whether they are in your career or social
to become a more effective communicator. and demonstrates that you have been life, it’s important to know how to create a
Interpersonal communication applies to all listening to what the other person has been good rst impression. Tool 5 will help us to
of our relationships, personal and business. saying. work on first impressions, providing some
Others respect or reject us based on our Competency in written and verbal useful tips.
interpersonal communication skills. People communication skills means you are able The difference between the words people
send us messages in every interpersonal to: speak and our understanding of what
communication encounter. Those messages • Select appropriate and effective they are saying comes from non-verbal
can be explicit (verbal comments) or implicit communication methods. communication, otherwise known as “body
(nonverbal facial expressions, other body • Ascertain the appropriate tone and level language”. By developing your awareness
language, and physical space). of language in specific situations. of the signs and signals of body language,
The first step in communication is using the • Present information via a verbal or written you can more easily understand other
appropriate method. There are a variety of medium that is easily comprehensible to people, and more effectively communicate
tools available and you will need to decide others. with them.
whether a situation calls for an email, a • Actively listen and pay attention to Communication is made up of more than
phone call or a face to face conversation. people, asking questions if necessary. just the words we use. Our tone of voice,
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facial expression and body language all SELF-PERCEIVED COMMUNICATION - 11. Talk in a small group of friends____
play a major role in how we’re understood. EXERCISE 12. Present a talk to a group of
And if we’re communicating in a situation acquaintances____
where we can’t use all of these elements to Please indicate how competent you
enhance our messages, we need to be very believe you are to communicate
careful. in each of the situations described
below. Indicate in the space provided
COMMUNICATION (4) beside each item your estimate of your
competence.
Are you comfortable talking with people Presume 0 = completely incompetent and
you don’t know? Do you dread saying no? 100 = competent.
Do you allow strangers to cut you o in the 1. Present a talk to a group of strangers_____
cafeteria line? Do you regret stepping on 2. Talk with an acquaintance____
others to achieve your goals? Do you feel 3. Talk in a large meeting of friends____
you get your needs across to others? 4. Talk in a small group of strangers____
Your words and behavior tell people who you 5. Talk with a friend____
are. Human communication and behavior 6. Talk in a large meeting of
fall into three basic categories: acquaintances.____
1. Passiveness. 7. Talk with a stranger____
2. Aggressiveness. 8. Present a talk to a group of friends____
3. Assertiveness. 9. Talk in a small group of
Assertiveness is an alternative to the acquaintances____
extremes of passiveness and aggressiveness. 10. Talk in a large meeting of
strangers____
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COMMUNICATIONS PLANNING (2) jot down all the possible communications • What is the regular or preferred channel
channels you could use. Think broadly for reaching this audience?
Understand your Audiences and creatively! You probably already use • For this specific audience and message,
Identify and list your different audiences. lots of great ways to communicate in your what is the most effective way to get your
Try to identify who to communicate with and company, and some new ones may help get message across?
why. your message across. Here is a list to get Several messages over time may be required
Now drill down into your communication you started: to meet the objectives of each audience.
objectives and clarify specific objectives for • Email; • Newsletter; • Teleconference; • Make sure the messages you plan “add up”
each audience. A good way to do this is to Notice boards; posters; podcast…............. to meet the audience’s objectives.
think about the audience’s needs – what do
they need and want to know from you? List COMMUNICATIONS PLANNING (3) COMMUNICATIONS PLANNING (4)
all the objectives (there may be several) for
each audience in your plan. Remember to use existing channels Monitor Effectiveness
To plan out the message for each audience, It’s good to get feedback on the
Plan Communications Messages And start by thinking about the broadest audience communications you have planned and
Channels groups first. The broadest audience might implemented. Ask people from different
Once you have clarified your objectives and be “All people working in the London Office” audiences how you are doing. Check they
got a full understanding of the different and “All people working in the Sumperk understand the messages you need them
audiences you need to communicate with, Office ”. to hear. By getting timely feedback, you can
it’s time to plan the communications – that As you consider each audience in turn, ask tune any future communications that you
means working out the messages needed the following questions: have planned to better meet people’s needs
to meet your objectives and when and how • What does the audience need and want or fill any gaps so far.
these will be delivered. to know?
Before starting on the detail of your plan, first • When do we need to communicate?
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THE COMMUNICATION CYCLE THE 7 CS OF COMMUNICATION LEADERSHIP
The Communication Cycle provides a Communication needs to be: There are many definitions of leadership.
checklist that helps you communicate Many lines have been written attempting to
effectively with your audience. • Clear capture the essence of leadership in just a
• Concise few words.
• Concrete The Oxford English Dictionary definition of
• Correct leadership is simply:
2. Compose/ • Coherent “The action of leading a group of people or
Encode
• Complete an organisation, or the ability to do this.”
• Courteous We need now to define ‘lead’ in this context,
1. Aim 3. Transmit/ which is more helpful to appreciating the
Deliver
SOURCES OF COMMUNICATION breadth and depth of the word leadership.
Here are the most relevant points from the
Distribution of handouts. dictionary:
Be in charge or command of
Organise and direct
6.Change 4. Received Set a process in motion
Improve feedback Be a reason or motive for (others to act,
change, etc.)
5. Analyse/
Decode/
Learn
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LEADERSHIP (2) • Leadership is mostly about behaviour. management methods and processes a
leaders uses; leadership instead primarily
Leadership is centrally concerned with LEADERSHIP (3) depends on the ways in which the leader
people. Of course leadership involves uses management methods and processes.
decisions and actions relating to all sorts Management relies heavily on tangible Good leadership depends on attitudinal
of other things, but leadership is special measurable capabilities such as effective qualities, not management processes.
compared to any other role because of planning; the use of organisational systems; Humanity is a way to describe these
its unique responsibility for people - i.e., and the use of appropriate communications qualities, because this reflects the leader’s
the followers of the leader - in whatever methods. vital relationship with people.
context leadership is seen to operate. Leadership involves many management Qualities critical for a leader’s relationship
Leadership and management are commonly skills, but generally as a secondary or with his/her people are quite different to
seen as the same thing, which they are background function of true leadership. conventional skills and processes.
not. Leadership is also misunderstood to Leadership instead relies most strongly on
mean directing and instructing people and less tangible and less measurable things LEADERSHIP QUALITIES
making important decisions on behalf of an like trust, inspiration, attitude, decision-
organization. Effective leadership is much making, and personal character. These are Examples of highly significant leadership
more than these. not processes or skills or even necessarily qualities
Good leaders are followed chiefly because the result of experience. They are facets of • Integrity; honesty; humility;
people trust and respect them, rather than humanity, and are enabled mainly by the • courage; commitment; sincerity;
the skills they possess. Leadership is about leader’s character and especially his/her • passion; confidence; positivity;
behaviour first, skills second. emotional reserves. • wisdom; determination; compassion;
This is a simple way to see how leadership is Another way to see leadership compared • sensitivity
different to management: with management, is that leadership People with these sort of behaviours and
• Management is mostly about processes. does not crucially depend on the type of attitudes tend to attract followers. Followers
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are naturally drawn to people who exhibit courage to be open. EFFECTIVE GOAL SETTING
strength and can inspire belief in others. • Business has to be fun - celebrations
These qualities tend to produce a charismatic energise and organisation. Setting goals and objectives should be your
effect. Charisma tends to result from • Never underestimate the other guy. number 1 priority if you want to take charge
effective leadership and the qualities which • Understand where real value is added of both your professional and personal life,
enable effective leadership. Charisma is by and put your best people there. take control the wheel and get out of the
itself no guarantee of effective leadership. • Know when to meddle and when to let backseat.
go - this is pure instinct. Setting goals and objectives will not just
LEADERSHIP TIPS (JACK WELCH) enhance your career or quality of life, lets
LEADERSHIP PRIORITIES face it you can’t get what you want if you
• There is only one way - the straight way. don’t know what you’re going for.
It sets the tone of the organisation. As a leader, your main priority is to get the In addition to the fact that goals have an
• Be open to the best of what everyone, job done, whatever the job is. Leaders make extraordinary power over the direction of
everywhere, has to offer; transfer things happen by: your life and business and also don’t forget
learning across your organisation. • knowing your objectives and having a that accomplishing a goal that you worked
• Get the right people in the right jobs - plan how to achieve them really hard for is one of the more satisfying
it is more important than developing a • building a team committed to achieving pleasures a person can experience.
strategy. the objectives
• An informal atmosphere is a competitive • helping each team member to give their
advantage. best efforts
• Make sure everybody counts and As a leader you must know yourself. Know
everybody knows they count. your own strengths and weaknesses, so that
• Legitimate self-confidence is a winner you can build the best team around you.
- the true test of self-confidence is the
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EFFECTIVE GOAL SETTING (2) EFFECTIVE GOAL SETTING (3) HARD V SOFT OBJECTIVES
• Set goals that are linked to business • Matching experience and capability Hard objectives can be measured clearly
priorities Objectives should take account of the in terms of outputs such as turnover, profit,
Objectives must be regularly reviewed and individual’s ability, experience, knowledge percentage increases, etc.
updated as circumstances change. and any development plan in place. Soft objectives define the difference between
• Linked to results, not activities • Updated ‘acceptable’ and ‘excellent’ performance.
This means that we are concerned with Certain things may occur which affect the Soft objectives cover areas where the
output not activities - the ends and not the objective being measured but which are out way the job is done is as important as the
means. of the control of the jobholder. As a result, quantitative results.
• Measurable and specific objectives must be regularly updated, taking Often soft objectives are measured through:
Objectives must state what exactly is to account of the business environment. Customer feedback Surveys, complaints,
be measured, and within that, define • Number of objectives mystery shopping.
acceptable levels of performance. Don’t set too many objectives. It is better to It is important to break down soft objectives
• Challenging but attainable focus on a few quality areas rather than a into desirable behaviours, for example a
Ideally, your people should set their own long list which is impossible to achieve. positive attitude for a customer service role
objectives. Often these will be tougher Compatible upwards/downwards/sideways tells you little until it is broken down into:
than if set by the manager. They should be Objectives should not clash with other • Politeness
stretching, challenging and developmental. people’s activities, so they need to be • Smiling and good eye contact with the
Weed out unattainable objectives as these compatible upwards, downwards and customer at all times
can be de-motivating. sideways.. • Appearance
• Calm and practical approach
• Good knowledge of the organisation’s
services and systems
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GOAL CASCADING GOAL CASCADING OBJECTIVE SETTING
Cascading goals means breaking down the Objectives need to be set at all levels of the
corporate goals into a set of smaller goals CORPORATE or STRATEGIC PLANS business. This ensures commitment at the
that are relevant to each department. A higher levels of management and clear goals
simple way to think about this process is to and objectives at lower levels. This is often
think about goals spilling over a cliff like a achieved through cascading the corporate
waterfall. BUSSINESS PLANS or strategic objectives into individual jobs.
Goals must spread throughout an entire
organization in order to be executed. EXERCISE:HOW DO WE WORK
The department goals describe what each
unit needs to achieve. These goals are TEAM GOALS Distribution of handouts.
then broken down further until individuals
in the unit have their own performance
goals. In this way, progress throughout the
organization is measurable. INDIVIDUAL OBJECTIVES
Cascading goals isn’t an easy or fast process.
Be prepared to meet resistance in getting
people to get on board. Some may need
specific training because they don’t know
how to develop goals and others may need
coaching to enhance their performance.
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EXERCISE – IDEAS FOR PERSONAL POSITIVE AND NEGATIVE SYNERGY POSITIVE AND NEGATIVE SYNERGY (2)
DEVELOPMENT PLAN
Two types of team work : Positive synergy
The little actions you make are better than Cooperation means the systematic The team result is not simply measurable by
the big ones you are planning. integration of individual efforts in achieving the sum of individual results. It is the fact
a common goal. This integration can take that the people in the group are connected
What two forms : with certain ties that they are replenishing
What • Synergy - Group members are currently their shortcomings with the capabilities of
Start am I Goal
I stop working on a particular task or part of it others. The ideas of one stimulate the ideas
Date going date
doing and share responsibility for the outcome of others, create something new. Group
to do
/ creative solution to the problem. The performance then exceeds the sum total of
outcome of the work depends on the individual members. This is called synergy.
most productive people. Synergy is what adds teamwork to the work
of all individuals :
• Coordination - the task is fulfilled by Individual work + synergy effect = team
individuals or individual units sequentially result
so that only at the end of one part can Mathematical formula : 1+ 1+ 1 = 5
follow. Processes in the production
company: Purchase - Input control - POSITIVE AND NEGATIVE SYNERGY (3)
Mounting - Exit control - Expedition. The
outcome is limited by the capabilities of Positive synergy results from :
the least competent individuals (team • different knowledge and experience
members) that affect the speed and • inspiration
quality of work. • different approach to work
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• responsibility towards colleagues POSITIVE AND NEGATIVE SYNERGY (5) POSITIVE AND NEGATIVE SYNERGY (5)
• pressure of co-workers
• support Reasons of negative synergy : Team work takes longer to reach
• presentation of the results of the agreement and decision (in case of a
work Diversity of goals (enforcement of own need for a quick operational decision, a
goals to the detriment of a common goal, e.g. team decision can cause a delay)
Positive and negative synergy (4) everyone fights only for their department)
Negative pressure of the group (certain
Negative synergy Strong effort of individuals to promote people under pressure reduce performance)
Under certain circumstances, team results themselves (where there are agressive and
may be worse than the sum of individual competitive personalities, the common result Fear of differences (tense situations
efforts for various reasons : retreats before the need for individuals to may lead to the acceptance of a common
Individual work - negative synergy win, to fight for their solutions) opinion which can be bad)
effect = team result
Inability to get a good opinion (when Group laziness (people lie down in their
Mathematical formula : 1 + 1 + 1 = 1 some team members have interesting work when they realize that the outcome
suggestions but who are ashamed or unable depends on others)
to persuade the others, there may be a loss
of useful thoughts) Poor interpersonal relationships
(antipathy, intrigues, sniffing, etc. lead
Inadequate discussion management people to focus on conflicts rather than on
(stronger individuals overcame those who their own work)
are weaker)
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TEAM VERSUS GROUP DREAM TEAM (JOHN C. MAXWELL) DREAM TEAM (JOHN C. MAXWELL) (2)
T - together All successful teams have some common Team members communicate with each
features. If a leader or coach is able to grow other
E - everybody
it in the group, the individuals will create a Clear communication lines, which are
A - achieves supported by everyday practice, must be
cohesive team capable perform any desired
M - more performance. put in place. People in a team must feel
Required Dream Team features. that they are in an environment where
Working group Team Team members are mutually dependent they can safely and without the feeling of
Selfish people do not have a chance in the team. being threatened to offer suggestions and
Hierarchy Equality People have to look at each other. A team can criticisms without being criticized negatively.
not be built from a group that does not have Open communication between collaborators
Given structure Agreed arrangement internal ties. This feature of the team is very well increases productivity.
built outside the working environment. Popular
are so-called teambuilding activities, which
Management executives Lead by thought Team members are developing together
contribute to the creation of friendly relations
As soon as the team members look after
and at the same time prevent the formation of
Focus on tasks Focus on goals each other, have a common goal and
different groups.
communicate with each other, they are ready
Authoritative decision Participatory decision
Team members know what’s important
Team members have a clear vision and long- to start their growth. People should grow
making
term and partial goals. Anyone who does not personally and professionally. Education
Monologue Facilitation know what is important to the team can not and information is important.
help the team. Whoever does not know what is
Stimulation by manager Self-motivation important for the team can not help the team,
but in fact he really does not make the team to
be successful.
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People make a good team Team members know exactly the team • Difficult contact with others.
People know each other’s strengths and situation • Insufficient social skills.
weaknesses. A well-co-operating team If all team members are informed about • Negative past experience.
requires partner attitudes. Collaborators their status in a team they will better know • Personal impatience.
• Impulsivity.
have the desire to contribute to the team what to do for the team´s success.
and have to expect contributions from
CONFLICT AND ITS ASSERTIVE
everyone else. Team members are willing to pay for
SOLUTION (2)
The confidence of the team members will their success
enable them to work as one unit. No battle will be won and no team will be
Typical non-adaptive forms of behavior
successful without the personal conviction
DREAM TEAM BY JOHN C. MAXWELL (3) when a conflict occurs:
of everyone that it is worth their sacrifice.
• We pretend that everything is all right.
People must feel binding and personal
Team members put the interest of the • We laugh as if nothing has happened;
passion
team ahead of their individual rights we do joke.
Individualism wins trophies, but teamwork CONFLICT AND ITS ASSERTIVE • We are silencing or diverting attention
wins the flag. The success of the people will SOLUTION from the conflict.
come with the team’s success. • We cry, we lose our anxiety, we crash.
Conflicts occurring both in employment and • Somebody’s getting angry.
The efficient team has a well-placed in private life. We often tend to address them • We’re looking for someone stronger to
bench of substitutes stereotypically. Many people behave simply help us.
People in the team should be substitutable as programmed computers that are unable to • We moan, we wail.
learn from their own mistakes. • We’re complaining about someone.
in case they get sick, they are tired.
Strengthening factors:
“Substitutes” should be able to handle work
• Distress.
for at least a certain time. • Fatigue.
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CONFLICT AND ITS ASSERTIVE FEEDBACK AND WRAP UP

SOLUTION (3)
Phew – we covered a vast amount
Steps to solve the conflict: No one said it would be easy running an
organisation – but there is plenty of support and
Break: Especially when the other person spending time doing some internal and external
behaves manipulatively or aggressively. The examination makes a difference
break gives you time to clarify the situation
and relax your own tension. Inhale deeply and
exhale very slowly. FURTHER INFORMATION AND NEXT
Clarify the needs of the other person: Ask STEPS
openly, calmly, without emotion and irony,
without giving the intention. Be careful not to If you’d like to find out more about the Social
create distrust. Innovation programme and be considered to be
Explain the other side your needs: Simply, a delegate please speak to your facilitators or
quietly, briefly, directly and honestly. Be aware contact:
of being too vigorous and energic - they are
perceived as aggression.
Summarize conflict: When summarizing, you
can often find a common basis, and you may
even have no real conflict of interest.
Agreement - compromise: Agree on which
solution would be the most acceptable or least
painful for both parties. The WIN - WIN solution
is important.
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HANDOUT
APPLICATION BEHAVIOR SAMPLES
in standard situations CONSCIOUS application of

when it’s time to think LEARNED knowledge and skills
HOW
DO in non-standard situations
UNCONSCIOUS
relationships to
WE
with standard solutions people
LEARNED and values
WORK?
in crises where DIFFERENT receiving and
standard procedures INHERITED processing of
are not available the stimuls
in serious
danger SHARED application of
INHERITED knowledge
and skills
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rational intelligence emotional intelligence
logos pathos
rational component emotional component
SOURCES OF
COMMUNICATION
ethical component
ethos
values intelligence
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HANDOUT
CONFLICT Strengthening factors:

Distress
STRENGTHENING
AND ITS
Fatigue
Difficult contact with others FACTORS Views and
attitudes
Insufficient social skills
ASSERTIVE Negative past experience
Personal impatience
before the
conflict
Emergence
SOLUTION Impulsivity
of conflict
Conflicts occurring both in employment and in private life. We often tend to address them
stereotypically. Many people behave simply as programmed computers that are unable to
learn from their own mistakes.
Strengthening
The vicious circle of conflict factors
Reaction
Steps to solve the conflict:
• Break: Especially when the other person behaves manipulatively or aggressively. The
break gives you time to clarify the situation and relax your own tension. Inhale deeply
and exhale very slowly.
• Clarify the needs of the other person: Ask openly, calmly, without emotion and irony,
without giving the intention. Be careful not to create distrust.
In case of a conflict situation, we use feedback extensions:
• Explain the other side of your needs: Simply, quietly, briefly, directly and honestly.
Beware of excessive vigor and strength - they are perceived as aggression.
„I am feeling...“
• Summarize conflict: When summarizing, you can often find a common basis, and you
„When you…“
may even have no real conflict of interest.
„Because…“
• Agreement - compromise: Agree on which solution would be the most acceptable or
„And I want…“
least painful for both parties. The system of WIN - WIN is important.
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PITCHING & PUBLIC SPEAKING
WELCOME
Aim:
• To help people develop their elevator pitch
• To assist people to be able to present in public
Slide 1.2
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AGENDA: MOTIVATION AND COMMUNICATION
-30 – 0.00 – Arrivals and refreshments Body language - a dynamic component

0.00 – 0.15 – Welcome and scene setting of speech
0.15 – 1.15 – Motivation and During hearings we observe another level
communication of conversation – language of our bodies
1.15 – 2.00 – Use of acquired skills into
practice Aim: Present without distractions and
2.00 – 2.15 – Break recognize the significance of others’ ex-
2.15 – 3.00 – Exercise – Estimate your pressions.
strength in communication
3.00 – 3.45 – Introduction to pitching • The state of our mind raises through our
3.45 – 4.30 – Exercise – prepare your body language out.
pitch • Language of the body can usually tell
4.30 – 4.45 – Break more than our mouth.
4.45 – 5.45 – Test your pitch • Body language gives a very strong first
5.45 – 6.00 – Feedback and next steps impression.
Slide 1.3 Slide 1.4
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MOTIVATION AND COMMUNICATION MOTIVATION AND COMMUNICATION

(2) (3)
Using body language knowledge Recognizing the manifestation of others
• Sell yourself without any interfering • Everyone can see the body language of the
features. people subconsciously and read it through
• If you are not satisfied with your body their feelings.
language, do not try to change it. • A more conscious control over the
• People who try only to change body language development of behavior and relationships
can act unnaturally. can be gained by conscious readings and
• Rather change the state of your mind. knowledge of body language.
• Replace disturbing thoughts with positive • However, individual manifestations of
ones that rely on your life´s values. body language can not be considered
• Your conscious positive thoughts can simply unambiguous.
overwhelm the state of mind. • The legibility of body language recognition
• A positive state of mind immediately increases with the observation of a greater
manifests itself in your body language. number of manifestations and their
combinations.
• So do not haste with your judgment.
Slide 1.5 Slide 1.6
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BODY LANGUAGE – NATURAL AND FRIENDLY SPEECH
Displays and characters Passive Assertive Enthusiastic Agressive
Low, short, evasive, which Equally devoted to everyone, Long, smiling,with wide Sharp, overpowering,
Eye contact
looks and turns eyes focused, calm open eyes looking through
Detached,hiding behind the Permanent position, Shorter distances,friendly Attack approach, disgusted
Proxemics and Movement barrier purposeful movement in oscillation pull, the body turns away
in Territory the territory, significant
approximation to people
Velocity and dynamics Low, subdued Natural Higher tempo, graduating Tension,rapid and fast
movements
Postural habits Bent back, barriers,mirroring Self-conscious, straight back, Dynamic, head forward, Expressing attack
Mirror image as a follower mirroring as a leader mirroring as a leader
Restrained, defensive, Open, defining Large and open,the highest Stabbing, hollow,
Gestures
shrugging, barriers degree of openness impending,without gestures

Face expressions and Volatile, uncertain Relaxed, peaceful, Encouraging, friendly, joyful Serious, frowning, stiff,
smiles sympathetic almost shining without a smile
Slide 1.7
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BODY LANGUAGE DURING EXERCISE – BODY LANGUAGE DURING

PRESENTATION PRESENTATION
Aim: To better recognize different types of Displays and Passive Assertive Enthusiastic Agressive
manifestations and to realize what impression I characters
am doing on the others and why.
Eye contact
Knowing what the different body language
displays mean.
Proxemics and
Write the self-expression characters in the Movement in
checklist below. Territory
Comment your own presentation abilities.

Velocity and
Whether it is passive, assertive, enthusiastic
dynamics
or aggressive.
Distribution of handouts.
Postural habits
Mirror image
Gestures
Face expressions
and smiles
Slide 1.8 Slide 1.9
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PSYCHOLOGY OF EMOTIONS costs we will understand all forms of emotional PROVIDING FEEDBACK (2)
expenditure, or the sum of negative emotions.
Aim: Understanding the psychology of emotions Emotional profit is then a sum of positive Feedback recommendation:
to better diagnose needs emotions. • Concentrate on what can be changed.
From a number of expert texts and from the own • Do not say “that’s good,” but what was
Emotions – in short ways of experiencing. experience it can be deduced that individual particularly good.
Emotions are a very powerful dynamic always acts in such a way that the purpose of • Express yourself personally – I think, my
personality factor. one´s deliberate action is emotional profit. feeling is, etc.
• Say the name „Tom your sentence ...
Emotions are also a trap because we can not PROVIDING FEEDBACK impressed me positively„
deliberately make the production of that or that • Describe behavior - words, sentences,
hormone. Aim: To provide feedback to your colleagues gestures, attitudes.
positively and motivationally • Suggest new behavior as you would solve
the situation yourself.
What are the reasons for providing feedback:
PSYCHOLOGY OF EMOTIONS (2)
• Possibility to compare whether my perception
corresponds to how others see me.
How to measure emotions? And can we even
• Making sure I’m doing well and increasing
measure sadness, joy, pleasure, etc.? Most
interest in repeating the performance.
authors say not. However, we are able to express
• Suggestions to improve performance
a certain degree of emotions.
weaknesses.
For our purposes, a perfectly satisfying
description is given in the book The Game of
Who gives feedback:
Human Happiness by Miroslav Plzák:
• The counselor and the client express their
Let’s try to look at emotions now in terms of
feelings and what caused them.
“economic”. The basic concepts will be costs
• Observers provide feedback based on
and profits. Under the term of emotional
instructions and feelings.
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EMPATHIC LISTENING • in order to reach a full EXERCISE – EMPATHIC LISTENING (3)

understanding of the interpreter’s
Aim: Practice and apply the rule “first try to opinion The interpreter will fully identify and
understand, then to be understood„ • Trying to use: experience the meaning of what is
• above all, summarizing and verifying presenting.
Sincere interest in understanding the understanding
position of the other person
• perception and recognition of The observer writes a dialog and informs
emotions the other course participants about the
1. Empathic listening course of the interview. The observer does
2. Attentive listening EXERCISE – EMPATHIC LISTENING (2) not describe the content of the interview
3. Selective listening but its form. What the listener skipped and
4. Pretended listening Listener: what he used.
5. Disregard • Tries to omit:
• evaluation based on listener´s
values USE OF ACQUIRED SKILLS INTO
• to obtain information that he PRACTICE
EXERCISE – EMPATHIC LISTENING considers important - you do not
investigate but you just listen How to put skills into practice: Scheme.
First try to understand, then verify how you • advise according to listener´s stands • Careful preparation.
really understand and then try to be understood. and needs • Regular habit.
Choose a controversial topic in a group. • interpreting what the feelings mean • Colleague.
Give out in the groups following roles: listener, • Explains own opinion: • Reminders - cards, diary, stickers,
interpreter and observer. • after agreeing that he fully checklist.
Listener: understood the point of view of the • Identify the ideal and minimal time
• Creates room: dimension that you put into practice
interpreter
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every day for the preparation and USE OF ACQUIRED SKILLS INTO PRACTICE EXERCISE – ESTIMATE YOUR
transfer of gained skills. (2) STRENGTHS IN COMMUNICATION
• Think about the environment you want
to apply. What are their causes: On a scale of one to ten /1 = absolutely
• Laziness. MYSELF disagree, 10 = fully agree/ evaluate your
USE OF ACQUIRED SKILLS INTO • Inconsistency. sense of satisfaction in communication
PRACTICE (2) • I am not the master management.
of my life. I can explain to others that they know exactly
How to keep motivation – implement your plan • Loss of motivation. what I mean.
daily: 1 2 3 4 5 6 7 8 9 10
• Share your small successes with a friend or How you can handle When I assign tasks, I get exactly the work
colleagues. them: MAKE IT! results I wanted.
• By reminding your goals and unchecking • Determination. 1 2 3 4 5 6 7 8 9 10
control tasks within a set time. • Strong-mindedness. I know exactly what my superiors expect from
What obstacles you may encounter during a • Personal commitment. me
transfer of the skills: • Public commitment. 1 2 3 4 5 6 7 8 9 10
• Other priorities. • Quality plan. I know from others that I can listen well.
• Personal matters. 1 2 3 4 5 6 7 8 9 10
• It does not work.
• Lack of time.
• Lack of will.
MYSELF
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EXERCISE – ESTIMATE YOUR STRENGTHS IN 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

COMMUNICATION (2) If anyone criticizes me, I am interested in how I
work and what to do with my work.
Before each interview, I’ll make clear what aim 1 2 3 4 5 6 7 8 9 10 PITCHING
I’m following. If the others express themselves emotionally in
1 2 3 4 5 6 7 8 9 10 the discussion, I do not take it personally. There are likely to be many occasions when
I am carefully preparing for difficult discussions. 1 2 3 4 5 6 7 8 9 10 you will need to win over people’s interest in
1 2 3 4 5 6 7 8 9 10 I respect the needs and interests of my your business idea - particularly when you are
Before an important interview I think about communication partners, even though I do not seeking finance.
what it takes to understand the communication agree with them. Whether you are trying to raise money for your
partners. 1 2 3 4 5 6 7 8 9 10 business or just want to perfect your business
1 2 3 4 5 6 7 8 9 10 strategy, a solid elevator pitch is an essential
I can defend my own wishes and interests. EXERCISE – ESTIMATE YOUR STRENGTHS IN tool for achieving your goals. An elevator pitch
1 2 3 4 5 6 7 8 9 10 COMMUNICATION (4) can be delivered either verbally, ideally in 60
In the interviews I can separate the factual and seconds or less, or as a one-page overview of
emotional plane. I’m not afraid to criticize anyone if I know it will your business. Think of the elevator pitch as
1 2 3 4 5 6 7 8 9 10 bring better results. an executive summary that provides a quick
1 2 3 4 5 6 7 8 9 10 overview of your business and details why you
EXERCISE – ESTIMATE YOUR STRENGTHS IN I behave very friendly to myself and speak to are going to be successful.
COMMUNICATION (3) myself encouragingly. We’ll give you some of the concepts, what to
1 2 3 4 5 6 7 8 9 10 include and what to avoid and allow you to
When I’m verbally attacked, I can respond in I can present my work results with confidence. develop and try out pitches on your fellow
different ways. 1 2 3 4 5 6 7 8 9 10 learners.
1 2 3 4 5 6 7 8 9 10 When I find that others are thinking, talking
I can facilitate a conversation among several and understanding differently than me, I am
people so that the result obtained at the end interested in it and I want to understand how
are clear for everybody. they work.
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PITCHING – WHAT TO INCLUDE PITCHING – WHAT TO INCLUDE (2) PITCHING – WHAT TO INCLUDE (3)
1. Problem 2. Solution 3. Target market

The most important thing is to identify a problem Too many entrepreneurs start with a solution: As you define the problem you are solving, you
that is worth solving. If your product or service a product or service that they think the market should naturally be thinking about the potential
doesn’t solve a problem that potential customers needs without first identifying the problem they customers who have this problem. In the Target
have, you don’t have a viable business. Simple are solving. As a smart entrepreneur, you can Market section of your pitch, you will define
as that. avoid this mistake by first making sure that exactly who has the problem you are solving
you are solving a real problem that customers and figure out how many potential customers
Now, you don’t have to be solving a massive actually have before you define your solution you will be trying to sell to.
problem where the solution will change the (see point one). You should try and divide your target market
world. That’s great if you are tackling such a into segments—smaller groups of people whom
problem, but for most businesses, that’s not the Once you have clearly defined the problem you you expect to market to.
reality. Problems can be simple—and that’s OK. are solving, you need to explain your solution. A Once you have created a good list of target
As long as you, as an entrepreneur, are solving clear problem statement will help you focus your market segments, you’ll need to do a little
a problem that customers have, you can build a solution on solving that one problem, and not research and estimation to figure out how many
business. stretch the solution to solve multiple potential people are in each segment. Next, try and
problems. estimate what an average person in each group
Try and distill your customer’s problem down currently spends each year on their current
to its simplest form. Ideally you should be able Again, try and distill your solution description solution to the problem you are solving. Now,
to describe the problem you are solving in one down to as few words as possible. You should just multiply the number of people by how much
or two sentences, or potentially a few bullet be able to describe your solution at a high level they currently spend and you will have a realistic
points. In the long run, your company may solve in just a few sentences or bullet points. “market size” number or your target market.
multiple customer problems, but initially you In your pitch, you will want to talk about the
will be more successful if you just focus on one market segments you are targeting, how many
core problem. people are in each segment, and the total
amount they currently spend. These numbers
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are critical and must be part of any good pitch Bear in mind that social innovators are PITCHING – WHAT TO INCLUDE (6)
presentation. competing with all sectors
6. Financial summary
For a great pitch, you don’t necessarily have to
PITCHING – WHAT TO INCLUDE (4) PITCHING – WHAT TO INCLUDE (5) show a detailed five-year forecast. What’s more
important is that you understand your business
4. Competition 5. Team model.
Every business has competition. Even if no one As great as your idea is, only the right team will “Business model” may sound like something
has come up with a solution similar to what you be able to effectively execute and build a great complex, but fortunately it’s not. All you need
have come up with, your potential customers company. to know is who pays your bills and what kinds
are solving the problem they have with some In the “team” portion of your pitch, you should of expenses you will have. For example, if you
alternative. talk about why you and your business partners are starting an online news site, the customers
For example, the competitors to the first cars are the right team to execute on your vision that pay the bills are your advertisers. Your
weren’t other cars but horses and walking. As and why your team’s skill set is precisely what is costs will be writers, graphic designers and web
you think about your competition and existing needed to lead your company to success. People hosting. As you learn more about your industry,
alternatives, think about what advantages your often say that a company’s leadership team it is certainly helpful to put together a sales
solution offers over the competition. Are you is more important than the idea—and this is forecast and expense budget. You will want to
faster, cheaper, better? Why would a potential often true. No matter how great or unique your ensure that you can build a profitable company
customer choose your solution over someone solution is, if you don’t have the right people on based on your assumptions. But, for your pitch,
else’s? Describing your key differentiators board, you won’t be able to see it to fruition. a detailed forecast isn’t necessarily required.
from your competition is a great exercise and It’s also OK to not have an entire team in place.
ensures that you are building a unique solution It’s more important to understand that you have PITCHING – WHAT TO INCLUDE (7)
that customers will hopefully choose over other gaps in your management team and that you
alternatives. These differentiators will also help need to hire the right people. Knowing what 7. Milestones
you focus your marketing on the key value your team is missing and recognizing that you The final key element of your elevator pitch is
proposition that you offer that your competitors need to find the right talent to fill the gaps is an conveying your business milestones, or your
don’t. important trait in any social entrepreneur. schedule.
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Here you will want to talk about your upcoming and retain customers. If they don’t grasp your of financial projections: best case, moderate
goals and when you plan to achieve them. If you concept in a short time span, they may presume case and worst case. Base each of these models
have already accomplished notable milestones, that customers won’t understand it either. on facts, past and present performance data,
you should mention those. For example, if you Never hypothesize. Execute, execute, industry and competitor analyses and a series
have invented a new medical device, potential execute. of well-thought-out, defendable assumptions.
investors will want to know where you are in Inspire confidence with facts, not fiction. Most Learn to love discount stores.
the clinical trial process. What steps have investors seek out low-risk businesses with Being cheap is chic. In an age where spending
been accomplished and what’s the projected proven managers that are as close to guarantees is out of control, you’ll need to prove that you
schedule for final approvals? If you are opening as possible. A company with cash flow, a track are a fiscally responsible manager who knows
a restaurant, investors will want to know about record and real-world experience has a better how to get the most out of a buck. Give yourself
plans to sign a lease, design the interior, and chance of getting investors than a business plan wiggle room in your operations and marketing
open for business. forecasting large returns. Find ways to test your budgets, but avoid being excessive. Never ask
Talking about upcoming milestones in your pitch business’s viability on a shoestring budget, and for a large salary or big-budget perks. Investors
makes your business a reality. This section of turn your idea into a functional business before want you to be in a position where everything is
the pitch illustrates how well you have thought you seek investment. on the line.
through the detailed steps it’s going to take to
open your business and start making money. PITCHING – HARD EARNED LESSONS (2) PITCHING – HARD EARNED LESSONS (3)
PITCHING – HARD EARNED LESSONS Leave the hockey sticks on the ice. Rome wasn’t built in a day. Your business
Excite investors about your big picture, but be won’t be either.
Less is always more. reasonable and responsible. Avoid hockey Investors are wary of funding over-eager
An elevator pitch is vital. Verbose presentations stick projections. Respectable investors will not businesses that seem destined to bite off more
and lengthy explanations will not impress take you seriously if you present them with than they can chew. Before asking for millions
investors, and most likely will turn them off. nonsensical financial graphs that claim your of dollars to fund 50 divisions and hundreds of
Present your business in a manner that’s company’s revenues will grow from £100,000 product lines, prove how well you can create,
short, sweet and to the point. Investors need to £50 million in three years. Show investors that manage and fulfill demand for a single product.
to be confident that your business will attract you have a grasp on reality with three versions Demonstrate that your business
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can crawl before you say it can walk. Perfect how there is going to be a return on the panels and workshops to help entrepreneurs
your marketing tactics, sales strategies and investment that’s made and demonstrate practice their pitches.
operational procedures. Investors appreciate why. • Persist. Dealing with rejection is all about
companies with sustainable step-and-repeat • Show your commitment. Explain clearly and passion and conviction and never giving
business models that are poised for exponential concisely what you have done and what you up. When Thomas Eddison, who invented
growth. Remember, even Google’s success is intend to do next. Reveal what you have the light bulb, was asked what it was like to
based on a single product. given up, what you are prepared to do and have failed 1000 times in trying to invent it,
how determined you are. Show how you will he replied that he didn’t fail, he just found
Choose not to be the smartest person in the be sharing the risk. Passion and commitment 1000 different ways not to invent the light
room. are vital ingredients of a winning pitch. bulb. That sort of analogy is what it’s about,
Know what you know, know what you don’t In the entrepreneurial dictionary, action that’s the way we should view life. Successful
know and find the people who know what you comes straight after decision. Committing to social entrepreneurs have two undeniable
don’t know. Build a team of credible experts. getting things done is an invaluable ally on qualities, determination and persistence.
The smartest leaders in the world are those your road to success. Develop a ‘’keep on keeping on’’ ability.
who surround themselves with smarter people. • Be confident. An inner self belief is like a • Protect your idea before entering a pitch
Investors are funding a management team as foundation stone under the tallest building. situation.
much as they are investing in a great business You need to convince potential investors that • Keep calm. Take five seconds to breathe
concept. you have the courage of your convictions and let your pounding heart to slow down.
and why. Look down if necessary. Compose yourself.
PITCHING – DO’s Silence is fine. Then, spring into life.
PITCHING – DO’s (2)
• Keep your pitch short, concise and factual -
around 5 -15 minutes long. Get to the point. • Practice your pitch in front of a mirror until
• Provide visuals, either a tangible product or you know it by heart and it is word perfect.
visual images of your concept. Practice in front of anyone you can rely on
• Demonstrate the opportunity. Specifically to give you honest feedback. Some business
tell the panel you are pitching to exactly angel networks provide dummy investor
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PITCHING – DON’Ts somebody. The minute you start arguing product or service apart from your competitors’
with a potential investor, you’re now in a products or services.
• Exaggerate! Know your figures inside out state of conflict and it’s going to go wrong
and off by heart. Be realistic about the risks for you very quickly. 30-second speech
your business faces and turn yourself into an Summarise in a few simple sentences what your
expert on how to deal with them. PITCHING – THE 12 SECOND PITCH company does or provides.
• Come unstuck. Know exactly what you’ll be Let’s say you’re at a dinner party and one of the Describe the benefits that your product or
spending the invested money on and provide guests asks you, “So, what do you do?” Can you service provides. List the features that set your
realistic valuations and projections. answer in one sentence so that they understand product or service apart from your competitors’
• Stop using your imagination. Once your your company? products or services.
business is up and running your imagination Being able to distill your company into one Briefly state your company’s qualifications.
will act as a catalyst for other people’s simple sentence is incredibly valuable. It helps Describe your company’s goals or objectives, or
imaginations. As long as your imaginative you, as an entrepreneur, focus on exactly both.
visions and ideas remain deliverable what you do and who you’re doing it for. It
and realistic. An imaginative leader is also helps you clearly market your business. A EXERCISE – WRITING YOUR PITCH
encouraging to those around them. simple headline at the top of your website or
• Look un-inspirational. Make me like the brochures will communicate the core essence of 3-minute speech
look of you. Don’t look like you’re utterly your company and generate interest in learning Summarise in one simple sentence what your
desperate for money or that you’ve just more about what you do. company does or provides.
been dragged through a hedge backwards Describe the benefits that your product or
because you’re wearing ripped jeans and a EXERCISE – WRITING YOUR PITCH service provides. List the features that set your
t-shirt. Wear a suit. product or service apart from your competitors’
• Be condescending. Have confidence in your 12-second speech products or services.
idea but do not patronise those you are Summarise in one simple sentence what your Briefly state your company’s qualifications.
seeking investment from. company does or provides. Identify your company’s mission in one sentence.
• Argue. Do debate. There is a fine balance Describe the benefits that your product or Describe your company’s goals or objectives, or
between debating and arguing with service provides. List the features that set your both.
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Give an example of a successful outcome from

the sale of your product.
THE PROOF OF THE PUDDING…........
A chance to present the pitches to the fellow

learners and feed back
Putting your business concept into simple,

understandable terminology helps potential
investors, partners, policy makers, or other
stakeholders to grasp what you are trying to
deliver
Standing up in front of people is a necessary
part of business life
FURTHER INFORMATION AND NEXT STEPS
If you’d like to find out more about the Social

Innovation programme and be considered to be
a delegate please speak to your facilitators or
contact:
Slide 1.47
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COACHING & MENTORING
INTRODUCTION TO COACHING THEORY
Coaching has become in the course of time a trendy method managers use.
However, it is difficult to define what coaching is as there is no unified definition of
caching. The term coach is based on the English original word meaning “carriage”.
This word represents basis of coaching, e.g. carriage in the form of supplementary
means of transport which is supposed to help to carry us to the finish. The term has
been used at the beginning also in the sport´s field when such person should help
to prepare an athlete for a match. Thus coaching is a form of supporting process
to assist the coached person towards a set objective as well as to help overcome
obstacles through advices and personal & somebody else´s experiences.
According to Crkalová & Riethof (2012) coaching is about searching ways how to
be more satisfied, high-performing, more motivated or ,only‘ be better person. The
heart of the coaching is mainly looking for a motivation – finding consequences
when the objectives are achieved with less effort, generally in such moments we say
that everything goes by itself (and we have more pleasure when performing in this
way). This is supported also by Whitmore (2011, p. 21) who uses Galwey definition
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that coaching releases individual potential The individual coaching puts emphasis on THE COURSE OF THE COACHING
and thus enables maximize person´s independence and initiative of coached PROCESS
performance. The coaching should raise person and is used mostly for executive staff
in individual person life satisfaction and and managers. A disadvantage of individual Before starting the process of coaching
constructive attitude because of which we will coaching is, according to the authors, a high it is essential that the attendees perceive
be not only happier but also more balanced cost to hire an external coach. their real situation, ie. to understand
and able to achieve higher performance. The second type is group coaching or team their options and conditions of whole
coaching. During group coaching, the coach environmental (see the picture below). The
There are several types of coaching. The usually works with a smaller group of people second key element is accountability which
coaching can be used to work with an who are pre-assembled for this purpose. It is is the partial goal of coaching because if
individual or a team, as well as for working most often used in the companies´ coaching we really accept responsibility, if we decide
with oneself. It is therefore necessary to of lower management level. The advantage to take responsibility for our thoughts and
describe sufficiently the individual types of of this type of coaching is above all a lower actions, our commitment to implement and
coaching. cost and its aim is, in particular, to promote to achieve better performance will increase.
For example, Suchý and Náhlovský (2007) mutual cooperation of team members, Only when these two assumptions are
use two basic models of coaching. The first sharing experiences, self-knowledge, fulfilled we can proceed to the coaching.
type is individual coaching, which is one of stimulation of self-confidence and personal
the most common forms of coaching, and growth.
from which all other models are developed.
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As it concerns the coaching process itself the motivation and performance is always consistent
GROW model described by Whitmore is used with the SMART attributes, i.e. the goal should
the most often. The (English) word GROW be: S - specific, i.e. concrete, unambiguous,
expresses the abbreviations of the four phases sufficiently described; M - measurable that
Perception Accountability in the coaching process. In the first phase G - we can verify or measure whether the goal has
of
situation Goals occurs when defining short- or long-term been achieved; A - acceptable, i.e. in line
objectives. R – Reality is verified during the with other areas of life or with other goals the
second phase and determines the current status individual wants to accomplish; R - realistic;
e.g. a problem that the attendee wants to solve. i.e. achievable and finally T - timely, i.e. its
On the other hand, O - Options is a next phase accomplishment is limited by time. See the
in which we are looking for as many options picture below for details:
and strategies as possible with the objective
to create a solution in the last fourth stage W
– Will: a description of what should be done;
who and when is going to do it; and what will
be her/his will, ie. how much he/she wants to
BASIC ASSUMPTIONS change an existing situation (Whitmore, 2011).
TO START PROCESS The process begins with the definition of
OF COACHING a goal or goals which may be either short-
term or long-term. Constructive to positive
expression should be a mutual feature of
goals´ as the positive formulation increases
the motivation of individual to fulfill set goals.
A so-called coaching procurement emerges
by completing the goals´ formulation. The
formulation of goals to increase managers’
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S
Specific
• Define the goal as much as possible with no unclear language
• Who is involved, WHAT do I want to accomplish, WHERE will it be done,
• WHY am I doing this - reasons, purpose, WHICH constraints and/or requirements do I have?
M
Measurable
• Can you track the progress and measure the outcome?
• How much, how many, how will I know when my goal is accomplished?
A ATTAINABLE/ACHIEVABLE
• Is the goal reasonable enough to be accomplished? How so?
• Make sure the goal is not out or reach or below standard performance.
R
RELEVANT
• Is the goal worthwhile and will it meet your needs?
• Is each goal consistent with the other goals you have established and fits with your
• immediate and long term plans?
T
TIMELY
• Your objective shoud include a time limit. Ex.: I will complete this step by month/day/year.
• I will establish a sense of urgency and prompt you to have better time management.
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The second stage is to examine reality. The The final stage of the whole process is to a) Active listening
coach helps the attendee to realize its potential, draw up and solve her/his plan. In this stage Active listening, unlike ordinary listening, is
experience and coached individual deduces the coach has to support the attendee to design goal-directed and controlled. It requires an
potential mistakes and describes activities that some procedures, plans or solutions of the active inquirer with the purpose to gain deeper
probably will not work in that environment. situation. As the coach is responsible to meet information about the interviewee. Actively
The coach therefore leads the coached person the objectives of a coaching session thus that listening person creates a secure environment
to independence when realizing the reality. In the attendee makes progress towards achieving for communication (an atmosphere of trust) and
this way the individual thanks to the acquired her/his final goal (Podaná, 2012). encourages the respondent to freely express
experience and counselling will be able to react This is the conclusion of the coaching process. her/his thoughts, ideas, opinions and attitudes.
independently without the help of the coach in After fulfilling above mentioned steps ideally Active listening is therefore deliberate and led
the future. the attendee is reaching pre-defined goal. to gain information as well as verifying the
Of course it does not apply in all cases both understanding to the respondent. It gives her/
In the third stage the attendee seeks an because of the barriers on the attendee’s side him confidence and at the same time it creates
option that will enable him to achieve pre- as well as incorrect coach’s approach. a relationship between the attendee and the
defined objective. Whitmore (2011) describes coach.
this stage as a phase that does not aim to COACHING TOOLS
find the right answer but to create a list of as b) Specific method of asking questions
many alternatives as possible. This process of Coaching tools are composed from essential Another tool the coach can use is a specific
searching for opportunities stimulates thinking instruments to ensure its functionality. Horská method of questioning. As mentioned above
and is just as important as its outcome because (2009) states that among the key tools in the asking questions and interviewing is very
it stimulates creativity. At this stage the coached coaching practice are active listening and a important in the coaching process. Very often
individual is looking for possibilities how to specific way of asking questions. Obviously the we divide questions onto opened and closed.
achieve goals and develops creativity. The role coach can also use a variety of other techniques Obviously with the purpose to stimulate and
of the coach in this step is to help change the such as evaluation and diagnostic tools develop the interviewee’s ideas it is more
perspective of the attendee, i.e. examine certain (feedback). The coach poses such questions that appropriate to pose opened questions. Parma
situation for example in the view of manager, enables to find out specifics of the attendee’s (2006) also divides coaching onto constructive
customer, etc. goals and problems. and instructional. Instructional questions are
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such questions that will give to the attendee outcomes. On the other hand, Whitmore take the initiative faster and more efficiently to
precise instructions. It will lead the attendee (2011) sees performance improvement through respond to difficult situations which he/she has
to the required output to overcome errors. feedback: Feedback whether from ourselves or not been able to solve before.
However, disadvantage of instructional from others is very important for learning and The coaching naturally also has its own risks or
questions is that they can restrict creativity and improving performance. Feedback is therefore barriers that may influence coaching process
creation of alternative solutions. On the contrary a specific tool for assessing the performance of negatively. It is important to realize that
constructive questions are those that stimulate a coached person but also a part of streamlining coaching is a long-term process that requires
creativity and aid the attendee to acquire new and learning. It is also one of the coach’s most patience and the right approach. Above all
knowledge and find new solutions. responsible tasks and often without it a change It means that things should not be done with
is impossible haste. Obstacles that may occur most often
There are also other types of questions that are before and during coaching can be divided
used for coaching. It is possible to mention for BENEFITS AND BARRIERS OF COACHING into external and internal. The most frequent
example magical questions that are used for a external barrier is a distrust of attendees who
development of visions and goals. Furthermore, Recently many companies recognize coaching as don´t have confidence in this method, their
the scaling questions which helps the coach an effective method of leading people. But like skepticism to new approaches or practices and
to support the interviewer identifying her/his other methods also coaching has not only benefits their unwillingness to accept new methods. This
present situation and what he/she wants to but barriers as well. If we focus on benefits, is linked to another barrier that subordinates
achieve (Horská, 2009). Crkalová and Riethof (2007) and Whitmore often do not want to be coached. They do not
(2011) refer about several benefits: coaching want to take responsibility for the assigned tasks
FEEDBACK brings better performance and productivity and rather prefer only receiving clear commands
which is essential objective to stimulate in and instructions. The coaching is also a time-
Gallwey (2004) describes feedback as a basic tool coached individual hidden potential and lead to consuming method and in some cases there is
for coaching. We usually understand feedback maximizing performance. This is obviously also not enough time and space for it. Time to time it
as performance evaluation. Although such related to the personal development. Thanks is also not recognized in corporate culture as a
an assessment may be useful it can introduce to personal development coached person also method of developing and leading people.
some antipathy into the coach and attendee´s becomes more independent in the personal and
relationship resulting from the evaluation working life. The individual is therefore able to
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Internal barriers are most often subjective Whitmore (2011) adds that helping others INTRODUCTION TO MENTORING THEORY
feelings of the coach or the company. The to become aware of themselves and
supervisor believes he cannot coach because he the things around them including their Mentoring can be considered voluntary
does not have enough experience with coaching. responsibility and building confidence in support provided by one person (a mentor) to
They are also often afraid that the attendees will their own abilities develops their potential the second (a mentee) with an emphasis on
recognize that they do not sufficiently command to lead other people once. personal development, efficiency improvement
the coaching method thus they prefer not to and supporting initiatives. The Dictionary
adopt it at all. Another common mistake of describes mentoring and its meaning as a
superiors as coaches is their assumption that situation where a competent and experienced
they already adopt coaching in their work but person provides professional, educational and
it is only leading and not coaching as such. personality support, counseling, leadership,
The last barrier we can meet is a feeling that patronage, knowledge and skills transfer
the method is not appropriate for the team or to a younger person in order to facilitate the
individual thus the senior manager continues to complex personal, educational and professional
use the current methods. development.
Therefore, there are a number of barriers In local environment, the mentoring is often
for which the coaching is not used in some described in a way of managing employees -
companies. If the employer wants to apply it is the relationship between the mentor and
this method in the company it is necessary to the worker. It allows to pass an experience and
prevent the above mentioned barriers. Both advise employees in an appropriate way. The
through communication with coached persons professional and social development of the
and openness towards the employees which mentee in an organization is a basic mentoring
will allow them to ask questions. The aim is to function.
improve internal relationships and the overall
atmosphere within the compan. Mentor
The definition of the mentor’s skills differs as it
is in the above discussed definition of coaching.
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The common element may be that we consider according to mentor´s instructions. 1
a mentor as an experienced, senior personality Ten rules have been identified during the Setting expectations
who has a vast knowledge in a given field. A mentoring process. These are commonly
mentor can advise, answer questions and teach applied in practice and modern mentors could 2
Knowing the purpose
or train less experienced individuals. not create open and trustworthy relationships
For example, Brumovská and Seidlová Málková with their mentees without applying these rules.
describe the mentor as a person who acts as 3
Schedule
a model of behavior, provides mentee various
types of social support, gives him the opportunity 4
to learn something new and defends his/her Responsibility
concerns if necessary.
5
Mentee Communication mechanism
Mentee always acts as an equal partner for a
mentor. Mentee enters into a relationship with 6
Confidential relationship
the mentor in order to gain new experience,
adopts mentor´s pattern of behavior and values,
consults the mentor with questions of his/her 7
Time frame
interest, and seeks answers. The aim is to better
orientate in the working environment and to 8
use the acquired knowledge and experience Ongoing evaluation
not only in professional but also in personal
life. It is important to stress that the mentor’s 9
relationship with the mentee must be built on a Feedback
pro-active basis. Their relationship must under
no circumstances be transferred to passive 10
Farewell
listening, accepting opinions and acting only
Source: own processing
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Principle 1: Setting expectations Principle 3: Stick to a schedule How do we react in this situation and how do we
tell each other? It is precisely a communication
Each side can enter into a relationship with Mentoring program is based on regular meetings mechanism on which it is advisable to agree
different expectations. Even before a cooperation between mentor and mentee, preferably on a in advance and which will determine how to
starts it is essential to express the expectations. personal basis or virtually. Both sides have to proceed when it is necessary to stress some
The reason is to prevent disappointment in later respect agreed schedule and stick to it. negative observations. This avoids any bad
stage if mentoring relationship does not fulfill feelings or embarrassments in communication.
the expectations of one, the other or eventually Principle 4: Be responsible
both sides. The mentor and the mentee should Principle 6: Respect the confidentiality of
communicate, explain and discuss each other’s The responsibility is also a key factor in the your relationship
expectations from their cooperation; and mentoring programme that must apply for both:
then find an agreement in the way that the the mentor as well as the mentee. Do not hesitate The mentor and mentee must specifically
cooperation meets their expectations. and agree on mutual responsibility which is determine to what extent it is necessary to respect
an important driving force of mentorship. It is the confidentiality of their relationship. During
Principle 2: Knowing the purpose crucial to determine how you will monitor and their cooperation each other will exchange a
supervise the fulfillment of the tasks that will whole range of information, opinions and real
Cooperation of mentor with mentee is conducted arise from the cooperation. It is not just the experiences. Thus it is up to them to agree which
for some purpose, whether a reason is to fact that the mentor shares with his mentee his information will be considered confidential and
develop new skills or solve a particular problem. experience but also that the mentor gives some should under no circumstances be used outside
It is always necessary to set clear objective. A assignments to practice and verify the acquired their cooperation. Thus agreed confidence
purpose must be known to both sides as well knowledge. should not be violated.
as the expectation. Because only if both sides
know the purpose of their cooperation it can be Principle 5: Create a communication Principle 7: Set a timeframe
successfully achieved. mechanism
Sooner or later there may occur situations The timeframe for cooperation needs to be
where a mentor discovers an area which is a defined at the very beginning of the relationship
real problem or even nightmare for a mentee. that both sides have the idea about duration
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of the cooperation. Also individual meetings also for the mentee to be able to express his/ From a practice perspective and summary
may be scheduled with regard to the set time her opinion and communicate it to the mentor.
frame. In any case it cannot happen that the At the same time, it is crucial not to be afraid to A clear view on the coaching and mentoring
mentor’s relationship with the mentee does not ask for the feedback by oneself. The feedback definition does not bring any practice, including
have any timeframe. If it is the case it would be will help the mentee in its further growth and professional organizations operating in the
very difficult to plan the course of cooperation development. Both sides must be open to new Czech Republic, namely the European Council
and the time we want to dedicate for individual ideas, opinions or advices. for Mentoring and Coaching (EMCC), the
topics to be solved during the mentoring. Czech Association of Coaches (CACO) and
Principle 10: Say goodbye the International Federation of Coaches (ICF).
Principle 8: Evaluate the course of However, the need to differentiate between
cooperation The correct mentoring relationship must also these two management techniques requires
be formally terminated in a certain way. The procurement procedures, through which
It is important to evaluate the mutual cooperation aim is to summarize, evaluate and determine particularly large businesses are searching
and its progress from time to time. This is to verify in which areas and how expectations have for coaches´ and mentors´ services expecting
that both sides benefit from the partnership and been met and to state on both sides that the different performances from each approach.
meet the expectations that mentor and mentee purpose of mentoring co-operation have been
have at the beginning of their relationship. If the accomplished. Subsequently the cooperation
existing state differs from original expectations, may be terminated. However, it often happens
then we have the opportunity to intervene and that mentor’s and mentee’s relationship
take appropriate measures that will return us on continues after completion of their collaboration
the right path towards the set objective. but already at a friendly basis (and still with the
opportunity to receive opinion or advice from
Principle 9: Feedback more experienced side).
Feedback is necessary to ensure the proper

progress of the cooperation. Although we expect
feedback mainly from the mentor it is important
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One of the key differences is the position of evaluates his/her actions, and provides
a coach. A coach is not an expert in the field constructive criticism to his/her work.
of work of his client, usually he/she does
not know in advance client´s specific needs
arising from the occupied position but he/
she is a professional from the view of the
efficiency of working with people. It allows a
coach to accompany a coached person searching
for personal development. The coach´s task
is to respect initiatives and environment of
the client. The coach is the partner of the
coached person to choose the most effective
procedures for accomplishing a goal. A
mutual cooperation is a tool for achieving
ongoing results. The coach is never the one who
gives advices to the client, nor may not criticize
or otherwise evaluate client´s performance.
On the contrary, mentoring is in practice

referred as a professional / personal
development relationship where a more
experienced or skilled person assists to lead
a less experienced or less skilled person.
Key features include long-term learning,
transferring good practice´s examples and
mentor´s know-how. Logically, therefore,
the mentor is a mentee´s counsellor,
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CASE STUDY- AMARO RECORDS
The project Amaro Records consists of a recording studio and music café with job
training positions run by the NGO IQ Roma servis z.s. It focuses on providing support
to young Roma from socially excluded areas in Brno. Since 2016 it has been serving
as a place for cross-cultural exchange which helps change lives, the Roma communi-
ty, the public and the city itself. It provides space for musicians to meet during regular
cultural events, such as concerts, jam sessions or lectures.
Amaro Records is a social enterprise of association IQ Roma servis z.s., created to-
gether with volunteers from the Roma community and general public in place of a
former gambling house on the Milady Horakove street in Brno: Amaro Records is
located right on the border between the city centre and areas marked by social ex-
clusion.
Amaro Records is a social enterprise of association IQ Roma servis z.s., created to-
gether with volunteers from the Roma community and general public in place of a
former gambling house on the Milady Horakove street in Brno: Amaro Records is
located right on the border between the city centre and areas marked by social ex-
clusion.
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One of a “positive” prejudice is that the project´s implementers hope to achieve this something meaningful both for themselves
Roma have musical talent. In many cases through musical events, which connect mu- and for others. The other Amaro Records
that is really the fact. The aim of the project sicians, both starting and experienced, re- team members are the project coordinator
is to take this advantage, and use music to gardless of their ethnicity or age in the South and sound engineer.
encourage activity of young Roma and Moravian region and through them “push” The project has been implemented with the
develop their competencies for the fu- the Roma community towards the majority expertise and support provided by the or-
ture. Amaro Records is the only recording public. Recently, Amaro Records collabo- ganisation IQ Roma servis z.s., the city of
studio in the Czech Republic offering the rates with universities (JAMU, Masaryk Uni- Brno (respectively Municipality of Brno-cen-
possibility to exchange volunteer hours for versity), Czech Television, and Czech Radio, tre), Masaryk University – Faculty of Social
recording time. Even young people from hosts regular jam sessions, and takes part in Studies and the donors: Bader Philanthro-
the excluded areas can therefore afford to cultural festivals in Brno. pies Foundation, the VIA “souSedime si”
make music, develop their potential and At the same time, it is a social enterprise Foundation, and Impact First acceleration
talent and to fulfil their dreams. which offers job training positions to Roma, program of (bank) Česká spořitelna.
An important part of the mission is to en- at this moment in the music café. Current-
courage mutual recognition, communi- ly, there is four barista positions, which al-
cation and collaboration between the low the employees to gain work experience,
Roma and the majority population. It professional competence and above all
is often said that music breaks down bar- positive feedback, showing them that they
riers and makes everyone feel better. The can achieve something in their life and do
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CASE STUDY- ZELENÁ DÍLNA
Zelená dílna (in English: Green Workshop) is originally sheltered workshop which
was doing ecological recycling of electric waste and electronic devices. Green Work-
shop has been created by non-governmental organization LIGA o.p.s. with a support
of local Labour office in 2005 and in 2009 it was taken out from its internal structures
and transformed into independent Limited Liability Company which is social enter-
prise complying with all characteristics of social entrepreneurship, social economy.
The company is located in the city of Bruntál which is small city (approx. 16,5 thou-
sands inhabitants) at the isolated north-eastern hilly part of the Czech Republic suf-
fering with high unemployment rate and low income.
Green Workshop Ltd. is providing services mainly with the cooperation with the City
of Bruntál self-government. City of Bruntál is helping to the company secure enough
commissioned work in the area of public services.
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Scope of activities of Green Workshop Ltd.: is assuring control for the City of Bruntál project implementation as municipality
- Ecological recycling of electric waste that troubled Romas from the region are commissions enough services and public
and electronic devices. not moving in uncontrolled. Self-adminis- work (even it is not only income of the com-
- Small technical services: maintenance tration with tenants’ participation has been pany). The Green Workshop has been also
of public grounds, cleaning, waste disposal, established to secure decision making (plan supported from grant programme “Social
mowing; involvement of local community of repairs, allotting of flats, etc.), realization enterprises stabilization” of Czechoslovaki-
inhabitants into cleaning and maintenance of joint voluntary works and maintenance, an Commercial Bank. In 2010 social enter-
of their closest living area which helps to establishment of direct communication be- prise Green Workshop has been awarded
build their relationship with the community. tween tenants and municipal institutions. by Endowment Fund Dalkia Czech Republic
- Building operations: pathways and At its establishment in 2005 Green Work- as the best environmental project of last de-
communications construction, housing con- shop has created first 16 jobs for Roma mi- cade.
struction; seasonal employment for approx. nority and also with the combination of so-
10 persons. cial disadvantages (handicapped). Step by
- Maintenance of apartment block (45 step the company has begun to develop and
families with 26 children up to 6 years, 52 at the most it employed 44 persons with so-
youth at the age 7 – 26, 53 adults) with the cial exclusions accumulation. Recently the
aim to ensure better and secure living for Green Workshop company employs approx-
tenants and guarantee small profit for the imately 30 employees.
apartments’´ owners. The other objective City of Bruntál has important role in the
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CASE STUDY- IRONING LADIES
There are many women in our society who are disadvantaged on the labor market
for various reasons. They have sick or disabled children and thus they may work only
at home. They are on disability pension. They may be in trouble for other different
reasons such as personal bankruptcy of a partner and his debts were transferred on
the whole family, etc. These women are looking for an incentive to improve their life
situation at least a little bit. The project “Ironing ladies” is looking for such women
and tries to find an employment for them in an area they are experienced and know
well.
The original idea was to iron partner issues in the form of crowdsourcing. From this
naive idea we have moved to the ironing of regular clothes. We started looking for
women who would be interested in this kind of job. From the beginning, the inten-
tion was to build a service based on personal story. The project location is in Prague
where the number of applications for this job were enormous, and stories of the
women applicants were sometimes quite sad.
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The women, that were chosen from a large “business”. That means the objective to
number of applicants (currently we have make money remains. In addition to the ob-
eight woman fellow workers), have a great jective in making money an interest in social
desire to work, they are experienced and benefits is on the same level. In order for
very skillful. The quality of their work is the project to really help someone and that
very high and very appreciated by the cli- its social impact is not just “eye-catching”
ents (who are serviced by concrete lady and (which is sometimes difficult to judge).
knows their story). The clients are for exam-
ple managers from international consultan-
cy company or Czechoslovakian Commer-
cial Bank.
The fact that we are starting with ironing
and washing has emerged from the orig-
inal direction of the project but there may
be also other activities where our ladies (or
potentially others) can apply and where we
would like to move our project - such as
sewing, baking Christmas candies etc.
Although it is a “social business” it is still
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CASE STUDY- REKOLA
Travelling within the cities is often lengthy due to traffic jams. The project “Rekola”
(in English: “Re-Bikes”) offers alternative transport possibilities to the Prague inhab-
itants (but also other Czech cities). In almost every major European city operates
“bikesharing” and makes easier for people to move around the city. In addition, we
may say bicycles make a city a little nicer. Unfortunately, there was no such thing in
Prague in the past. The project implementation has already been extended to other
Czech cities.
In this bikesharing model bicycles are not dependent on fixed stands. A user searches
for the closest bicycle via his mobile application. A bicycle has a visually positioned
code that the user enters into the application. Immediately the lock code comes and
a user may start a journey. When the user wishes to return the bicycle he/she locks it
to the nearest suitable location and enters into the map its location that another user
would be able to find it. If someone doesn´t have a smartphone it is still possible to
use the service and rent a bike via SMS.
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Within the “Rekola” project mostly old bicy- place to another within the city (i.e. not dai- ing transport system that is accessible to all
cles given by people are used for the bike- ly rides for fun) thus it is expected that they without distinction. The earned funds are
sharing. The bikes were repaired, painted are usually rented for one-hour maximum. used to improve service and bike´s protec-
pink and launched into the streets. The pink The credit card of a user is charged to pay tion.
color means “public space” or “what is pink for the service. Credit card is linked to reg-
it is for all”. The pink color is also well visi- istered customer´s profile. For the security
ble and discourages theft because of its ex- reasons the card number is stored with the
ceptionality. In 2017, new bikes made spe- bank (Czechoslovakian Commercial Bank), VISIT SITES:
cially according to pre-defined needs were not service provider. Customer is informed
launched in two largest Czech cities Prague of each charge due (e.g., before renting a
and Brno. Recently (year 2017) there are bike; before returning bike it outside of the www.amarorecords.cz
450 bikes available to customers in Prague predefined zone, etc.), either via the app or
alone and over 250 in the other Czech cities on the website, and customer can always www.ligabruntal.cz
combined. refuse to proceed and pay (most new tech-
Ii is possible to use the bikes on regular ba- nologies based transport services - Uber, www.ironingladies.cz
sis as well as for single rides. The customer Liftago – work on similar basis).
can choose between yearly and monthly fee The project “Rekola” fully fits within the prin- www.rekola.cz
or single rides. It is expected that the bikes ciples on which “social business” is based.
are used as a mean of transport from one It works as a sustainable and self-sustain-
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W W W. R E K
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4
C H A P T E R
THE SIP TRAINING

EXPERIENCE IN
ROMANIA
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TRAINING PILOTING SUMMARY RO
CONTENTS COURSE SCHEDULE guide that might support the organization

and implementation of some efficient and
Course schedule The course has been designed for a relevant
number of 36 training hours over 6 days social innovation courses.
Delivery method each training day on a distinct topic: Social
innovation, Marketing and branding, Legal DELIVERY METHOD
Participants’ profiles context and business administration, Social
impact and business funding, Leadership The course delivery method combines 3
Speakers’ profiles and communication, Pitching and public different approaches:
speaking. The course was held over 3
Theoretical content weekends in order to allow the participation 1. Facilitation by the trainer, an expert
of a diversified audience. in non-formal education
Piloting meant organising 3 course series
with about 20 participants in each series. The trainer used non-formal education and
Following the participants’ feedback, experiential learning methods to facilitate
certain aspects were altered from one the process of identification of a social
series to another for a more efficient and innovation idea and development through
relevant learning experience. The aim of each stage, from ideation to creating an
course piloting was the elaboration of this implementation plan.
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2. Theoretical session with speakers and legislative context was necessary. of 5 individuals but along the way we also
that are experts in the fields approached After every course module, the participants related to personal projects both in the
every day were given the materials in order to discussions with the speakers and during the
assimilate the information received during final pitching session. The reason for which
The structure of the theoretical sessions the the course and the speaker sessions. we wished to design some common projects
speakers took part in was the following: was the group dynamics that may facilitate
• Personal story In the first series participants united learning. Participants would only take part
all their individual ideas they came with in a brainstorming exercise, after which they
• Theoretical concepts and worked in teams of 3 or 4 members would work individually or with their own
• Questions and answers on a common topic of social innovation. team to develop their social innovation idea
• Conclusion – inspirational/motivational Each project comprised elements from further. But in this phase we understood
participants’ initial ideas so that in the end that participants do not identify with group
message there were 3 projects. The difficulty of this projects as a case study to understand
phase was to choose a common idea, to the stages of creating an action plan for
Each speaker was given the initial materials work in a team and to manage the diverse the implementation of a social innovation
in order to relate to the content thereof. They approaches. project, and therefore they do not have
were also invited to make improvements the necessary motivation to engage in the
especially where the adaptation of the In the second series we kept the same implementation thereof.
content to the Romanian social, economic work method on common projects in teams
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In the third piloting series we worked 3. Study visits at the headquarters of carrying out of a project with a similar
together with the participants on their social innovation initiatives impact in the future.
individual projects, with the possibility to Participants considered that these visits
share them with the others and to receive When selecting speakers experienced in the added value to their learning experience and
feedback. After each individual work phase, management of social initiatives, we took felt motivated to initiate a social innovation
they shared their ideas in groups of 3, then into consideration the organization of some project.
of 6 individuals and finally in the plenary. theoretical sessions on the premises of the
The teams that received feedback were locations of social impact projects. Some of PROFILE OF PARTICIPANTS
chosen according to the field approached in these were a social enterprise manufacturing
the individual projects. We noticed that the jewels and interior decorations, a co- The pilot trainings took place in the interval
number of participants influences the time working hub dedicated to creative industries September - November 2016.
dedicated to feedback in plenary, namely and a tea house employing individuals from Participants’ registration was made via the
the more participants, the lesser the time vulnerable groups. website www.rotaract-bucuresti.ro/sip by
allocated to each of them. One solution The course sessions took place in a hall filling in the registration form. The selection
might be for the participants to choose provided by a company that has taken over of the participants took into account the
whether they want to share their idea and to an industrial hall and rearranged it as a following criteria:
receive feedback from the group. Due to the restaurant, a terrace and an entertainment
repetition of each idea for numerous times, area for the use of the community. The • Motivation to take part in the course and
we noticed loss of interest and attention. owners provided the course hall free of to implement social innovation projects
We recommend that you be careful when charge to support the attaining of project
sharing ideas with the group. objectives. The organization of a social • Relevance of the business ideas for the
innovation course in the context of an project goal
already developed project may motivate
participants to get involved actively in the
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We noticed a high interest for October and innovation and social entrepreneurship course: the study visit in Edinburgh, the
November as compared to September due • They are open to new methods, SIN seminars (Social Innovators Network),
to the fact that the summer holiday continues approaches and experiences professional collaborations and informal
until mid-September. • They have a project idea or are ready to support meetings and mutual motivation.
identify one
As such, we recommend that potential • They have previous basic theoretical
organizers consider the best period to hold knowledge or are ready to assimilate
the trainings in order to engage a wider such information
audience and increase the impact of the • They have a previous experience as an
trainings. employee or entrepreneur or would like
to become one in the future.
Taking into consideration the learning
objectives and the theoretical content of the The selection of participants having diverse
course, the participants meet the following experiences, interest and knowledge favored
characteristics: the exchange of information, interaction
and the sharing of original perspectives.
• They are young people aged between
18 and 30 A highly relevant impact result of this training
• They have a motivation for learning was that participants developed valuable
• They are interested in personal, interpersonal and professional relationships
professional and community both between them and, with organizers
development and experts. This aspect facilitated the
• They intend to initiate or to develop a organization and their implication the
professional activity in the field of social activities subsequent to the training
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We’ve established 3 criteria to use in order Keep in mind it is important to define the PROFILE OF SPEAKERS
to select the target participant in the SIP level of knowledge and experience of the
training course. participants at the beginning of the training To validate the theoretical information and
In terms of information: course when expectations are set and to diversify the delivery method during SIP
• Participants that did not have any objectives defined. courses, we organized theoretical sessions
information or only had some basic Although this is an introductory training where speakers delivered the relevant
information course, delivering the fundamentals on information to participants.
• Participants that had incomplete or social innovation and entrepreneurship, it is The selection of the speakers took into
chaotic information open and helpful to participants regardless account the following criteria:
of their previous knowledge as the group • Notoriety as an expert in the field
In relation to experience: dynamic, exercises and different perspectives • Experience and proven results in
• Participants who have social innovation can be useful in gaining perspective and the development of entrepreneurial
projects but need sharing and exchange insight on concepts previously acquired. initiatives
of experience • Competence to deliver a speech and
• Participants who have not had previous capacity to motivate the audience
experience but have the motivation to
implement The structure of speaker sessions was as
follows:
In relation to motivation: • Personal story in relation to the
• Participants motivated to learn, gain entrepreneurial experience or the topic
farther understanding of previous being delivered
concepts and work on specific examples. • Theoretical concepts corresponding to
• Participants motivated by networking topic being delivered
and sharing experience. • Questions and answers/practical activity
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• Inspirational/motivational message the last series we invited 2 speakers for his specialized studies as a psychotherapist.
comparative analyses.
To pilot different perspectives on the topics 8. Leadership – 3 experts having different
discussed, from one series to another we 5. Social impact – We invited 2 trainers in approaches: 1 expert having trainer expertise,
invited speakers with different expertise. social entrepreneurship and NGOs. motivational speaker and entrepreneur, 1
expert in non-profit leadership, European
1. Social innovation - 3 experts in the field 6. Funding – Panel of speakers from diverse projects and policies, 1 expert in leadership
of social innovation (representatives of domains funding and supporting the in the entrepreneurial and non-profit field.
MeşteshukarButiq, NOD Makerspace, La social innovation initiatives. This session
firul ierbii). took place in the building of Bucharest 9. Public speaking and pitching – 2
Stock Exchange and the speakers spoke expert speakers who are members of the
2. Marketing/branding – 3 experts having about the funding opportunities available Toastmasters International Public speaking
a different background (a manager in a through the programmes of Bucharest Stock Club.
multinational company, an entrepreneur, Exchange, of Banca Transilvania and the
and a specialist in advertising) funding programmes from European funds
(Erasmus+, POSDRU). They presented
3. Legal – we identified an expert in the interesting and valuable perspectives in
setting up of legal entities having knowledge terms of the implementation of some
related to the connected legislation who entrepreneurial initiatives.
presented the information in a very attractive
and friendly manner. 7. Communication – communication sessions
were held by the trainer who facilitated
4. Financial administration – We chose the experiential learning during courses and who
same expert for all the 3 series, and for brought a valuable contribution in light of
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The natural question for the potential have a motivational and clarifying impact for entrepreneurship. We found 6 essential
organizers of this course may be this: How many participants. If this opportunity does topics: Social innovation, Marketing
can anyone organize this course without not exist, the chapter containing examples and Branding, Legal administration and
inviting experts? of good practices and the ones in the financial administration, Social impact,
theoretical section on social impact together Funding, Leadership and Communication,
This method of implementation was the with the descriptions provided online may Pitching and Public speaking. The essential
choice preferred by the organizers due to create a realisitc image of Romanian social concepts on these topics were featured in
the social and professional context in which innovation projects. Power Point presentations. These materials
these modules took place and mainly the represented the starting point of a training
need to validate and to adapt the theoretical programme on social innovation and social
information created by the Scottish partners. THEORETICAL CONTENT entrepreneurship.
After having piloted and adapted the As was mentioned before, in this project we Starting from this material, we designed a
theoretical materials to the Romanian developed a training methodology on social course and adapted different methods and
reality, we believe that this course can innovation and social entrepreneurship approaches in the 3 training modules.
also be delivered without involving expert having the theoretical concepts and the good The theoretical concepts were presented
speakers. At the same time, we recommend practices applied in Scotland as a starting to the participants in the piloting activity
the invitation of an expert where possible for point.. These were tested and adapted to through non-formal education methods,
the value they add through their practical the social-economic reality of Romania and experiential learning, presentations and
experience as they are the most competent of the Czech Republic. case studies presented by professionals in
person to answer specific questions. The first step consisted in the establishment such fields.
This course may also be carried out without of the theoretical needs of a young person
the actual visit at the headquarters of social interested to start a professional activity
innovation projects, although field visits in the field of social innovation and social
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Feedback from participants: choose, and organizers’ implication and project that “in order to have successful
attitude were priceless.” projects in the field of social innovation, it
“As for the order of courses and the “I especially liked the people I met because is important to work and to interact with
presentation of information, everything they came from various professional experienced people on both professional
seemed to be very well designed. Most environments and had different experiences and personal levels.
information was communicated clearly and that they were very willing to share.”
succinctly. The information was accessible “The training methods were exceptional!
and it was very easy for me to structure it and I learned through permanent interaction,
learn it. I say most of it because information exchange of experience, free and open
varies according to the speaker and each communication and games. (It would be
person’s learning style. wonderful if classes at school were like
The exercise of summarizing the impressions this).”
and the things learned at the end of each day All in all, the course was considered as
seemed extraordinary to me. For me it was a valuable experience in which relevant
a way of assessing the quality of the course information was presented. The participants
and to learn from my peers’ observations appreciated especially the delivery method
and conclusions (there were moments when and the work sessions on the project ideas.
I understood that I learned some new things The actual visits to the headquarters of the
on that day just because they were pointed social innovation projects and the invitation
out by some peers – this was great!).” of experts were very well received.
“Thank you for a wonderful experience But in the end the highest appreciation
during which I met genuine and open- was expressed for the PEOPLE involved
minded people. I learned a lot of useful as participants, experts, organizers, and
things, regardless of the area that I would facilitator. It is a general conclusion of this
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AGENDA RO
MODULE I
DAY 1 DESCRIPTION
Introductory session
1. Getting to know each other (trainers, module context, participants)
2. Expectations, contributions and fears
09:30-11:00 a.m. 3. Training objectives
4. Presentation of the agenda
5. Group rules
6. Team building
11:00-11:20 a.m. Coffee break
Introducing the concept of social innovation
1. Definitions – WHAT? HOW? WHY?
11:20 a.m. -1:00 p.m. 2. Principles
3. Phases
4. Identify the need for social innovation
1:00-3:00 p.m. Lunch break

Creating the project idea
1. Analysis of needs (participant, community, beneficiary)
3:00-4:30 p.m.
2. Defining the problem
3. Identifying the solutions
4:30-4:45 p.m. Coffee break
Business Model Canvas
1. Business plan development
4:45-6:00 p.m.
2. Presentation of the plan in plenary
6:05-6:15 p.m. Evaluation of the day

6:15-7:00 p.m. Feedback / networking session
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DAY 2 DESCRIPTION
Introduction to non-profit marketing
09:30-11:00 a.m. 1. Introductory definition of concepts
2. Identifying the 7P
Introducing branding and online marketing concepts
11:20 a.m. -1:00 p.m. 1. Creating a logo/message for the project idea
2. Creating an online marketing and branding strategy
Marketing and branding guest speaker
3:00-4:30 p.m.
Debate on the results of the practical activity
Social innovation guest speaker
4:45-6:00 p.m.
Study visit – social innovation project
6:05-6:15 p.m. Module I evaluation
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MODULE II
DAY 3 DESCRIPTION
Understanding the social innovation concept
1. Teambuilding exercise
09:30-11:00 a.m. 2. Review of module I results
3. Presentation of the work topic
11:20 a.m. -1:00 p.m. Business administration
1. Understanding the administrative stages
2. Tips & tricks for initial administration
Guest speaker on legal management
3:00-4:30 p.m. 1. Identifying the legal form for project implementation
2. Discussing the optimum option
Guest speaker on financial management
4:45-6:00 p.m. 1. Identifying the fiscal advantages
2. Creating an initial administrative budget
6:05-6:15 p.m. Evaluation of the day
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DAY 4 DESCRIPTION
09:30-11:00 a.m. Social impact guest speaker
Social impact
11:20 a.m. -1:00 p.m. 1. Tools to measure impact
2. Identifying the social impact in social innovation projects
Panel: Funding sources (stock exchange, bank, funding programmes, Business
3:00-4:30 p.m.
Angels etc)
Panel: S Funding sources (stock exchange, bank, funding programmes, Business
4:45-6:00 p.m.
Angels etc)
6:05-6:15 p.m. Module II evaluation
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MODULE III
DAY 5 DESCRIPTION
Review of module I and II
09:30-11:00 a.m. Leadership
1. Self-awareness exercises
2. SWOT analysis
11:20 a.m. -1:00 p.m. Personal development
1. Designing a personal development plan
2. Developing a leadership plan
Communication
3:00-4:30 p.m. 1. Definitions, principles
2. Communication drills
4:45-6:00 p.m. Leadership & Communication guest speaker
6:05-6:15 p.m Evaluation of the day
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DAY 6 DESCRIPTION
09:30-11:00 a.m. Pitching & Public speaking guest speaker
Pitching and public speaking
11:20 a.m. -1:00 p.m.
Designing a speech for business presentation

3:00-4:30 p.m. Final presentation of the project ideas
4:45-6:00 p.m. Module III evaluation
6:15-10:00 p.m. COURSE EVALUATION AND CLOSURE
The order of sessions may vary according to guest speakers’ availability and to the optimum time management solution.
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SIP TRAINING COURSE FLOWCHART / DAY 1
1. COURSE INTRODUCTORY SESSION Session structure: NAME GAME
Objectives: OFFICIAL OPENING The name game aims to help participants

remember the names of as many peers as
1. Official opening of the course The official opening of the course represents possible in order to facilitate communication.
an important moment for the subsequent The facilitator may choose funny name
2. Exchange of ideas/information unfolding thereof. In Social Innovators games to initiate interaction (name + the
between participants and organisers Programme pilot course, the official opening cartoon character they identify with) or name
was made by the project coordinator and games relating to the course topic (name
3. Identification of expectations, fears it had the structure of a story that started + the entrepreneurial quality starting with
and contributions with an idea and ended with a guide. Each the name initial). The name games used to
participant will bring their contribution to introduce participants are very diverse.
4. Communication of the course this story. The official opening may set the
objectives, agenda, and the learning course dynamic, participants’ engagement
context and motivation.
5. Identification of the guiding principles
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GETTING TO KNOW EACH OTHER EXPECTATIONS, FEARS AND course by any of their skills: attitudes,
CONTRIBUTIONS abilities and knowledge. In non-formal
Getting to know each other games create the education, participants’ contribution to their
group dynamics and facilitate participants’ In order to feel comfortable in new own learning process in relation to trainer’s,
communication and openness. They may be environments, we need a certain degree facilitator’s or expert’s contribution is
organized as presentations in plenary, pair of predictability. That is why we usually 70%:30%. Thus, we may communicate the
discussions or group discussions. They may start any experience with a minimum set of responsibility of assumption of this process
be creative team tasks and cover a wide expectations and fears resulting from our from this very moment.
variety. The objective may be a general one, needs and wishes. To create a safe learning
and the games may follow the underlining environment, it is important to verify and to
of general features, or they may be more align participants’ expectations with what
specific trying to reveal the professional or we may offer as organizers. The ways in
personal context where participants are in which we may know these aspects depend
relation to social innovation. on the dynamics previously created and
participants’ transparency. For a better
opening, anonymous notes or the group
work and team accountability may be
useful. Participants may be encouraged
to contribute to the good evolution of the
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AGENDA AND OBJECTIVES form of assumption of a formal nature (sig-

nature, name, written agreement) helps de- RECOMMENDATIONS:
After having identified the expectations, fine even more successfully these principles.
fears and contributions with which partici- Just like in any training course, the first
pants came to the course, we will focus on GROUP PROMISE sessions is important for the subsequent
their alignment with the objectives and the phases, so you need to invest time and re-
agenda. For the conflict situations, we will As an alternative, to consolidate the group sources for a successful session. A sugges-
try to find solutions as a leadership exercise identity, especially when you are going to tion for a well-rounded course is the use of
specific to those who are interested to work organize several different course series, the a metaphor throughout it. An example in
in the field of social innovation. The speci- creation of a group objective (name, an- this respect is the Hero’s journey, a moti-
ficity of this project keeps to the awareness them, motto, and poem) may have a huge vational method from coaching adapted to
of the characteristics of the long learning impact. Use this identity element to encour- facilitate the learning process, the reflection
process, the time consumption (6 days x 6 age participants to get involved and to re- and assessment moments and to close an
classes) and the assumption of the decision member their enthusiasm at the beginning educational-inspirational circle.
to actively work on one’s self development. of the course when, naturally, their ener-
gy level might decrease in relation to the
WORK PRINCIPLES quantity of processed information.
As for their education, organisers decided This is also a valuable moment for the cre-
the rules they are going to comply with in ation of a Facebook group or on any other
order to have a smooth learning process, online platform to facilitate the communi-
but these principles must be established cation between participants and organizers
from the very beginning so as to avoid con- during the training as well as after this ex-
flicts relating to perceptions and values. A perience is over.
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2. INTRODUCTION TO SOCIAL society, their relationships in the society or BRAINSTORMING TO IDENTIFY SI NEED
INNOVATION (SI) towards the society; related to the human – WHAT SI PROJECTS DO YOU KNOW?
society. 2. Specific to a certain type of WHAT IS THEIR AIM? WHO DO THEY
Session objectives: society; related to the appurtenance to a TARGET?
certain social category or social group.
1. Introducing the concept of social After the conclusion of the previous exercise
innovation (SI) In other words, social innovation may be of allowing the concept to be defined,
2. Identifying the need for SI in the translated as being a CHANGE at the level of innovation does appear as any novelty,
community a community or social group. This could be change, idea in terms of products, services
the simplest definition, but not any change and the social concept relating to the needs
at society level represents social innovation. of a community or a specific social group.
Session structure: To define the concept, this was related to That is why we recommend the facilitation
and used in the context of social economy. of a group discussion in order to become
Definition of the social innovation concept We aimed for a comprehensive aware of the need to implement SI projects.
The social innovation concept is currently understanding of this concept, that is First of all, through the analysis of the
under construction, first of all due to the why, before introducing any theory, we context at local, national and international
general words that compose the concept. gathered the information from participants level we will ask the participants what social
According to https://dexonline.ro/ DEX 09: (“innovation” method). innovation projects they know of and we
We recommend facilitation to be open to will extract the “innovation” and “social”
Innovation: innovations, n. Novelty, change, any type of approach, with the promise to dimensions by focusing the questions on the
modification. clarify the concept at the end as it is being social needs they address and the problems
built from the puzzle of the course sessions. these projects solve.
Social adj. 1. Created by society, specific to
society; which is related to people’s life in
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GENERATING IDEAS OF SOCIAL common social innovation project, this form RECOMMENDATIONS
INNOVATION PROJECTS of work might be ideal.
In this session, attention will focus on
One of the most important decisions Regardless of how it is performed, identifying the proper idea for participants’
regarding this course is the way in which the participants will have the opportunity to objectives, no matter whether they want to
participants will work on their ideas: either briefly present their idea in plenary and implement the social innovation project they
individually on their own idea that they will they will be grouped in teams, according to develop during this course or they want to
afterwards refine together with the group, the area of interest of the project. For the learn the process of development of a social
or in teams on a common idea built from option of individual work, you will split them innovation project, while subsequently they
individual ideas or through the identification into teams, and for the option of teamwork, may implement another idea individually or
of needs at the level of community in the the ones having similar ideas or ideas that within another team.
previous session. may be interconnected will come together
The first option has the advantage of to generate an idea-exercise that they will
identifying participants who already throughout all the course phases.
have an idea, a potential higher degree
of involvement and motivation and the
necessary resources.
The second option has the advantage of
contribution to the group dynamics being
an exercise that keeps the participants
involved through the active participation of
teamwork. For the participants belonging
to the same organization or participating
as with the members of a team having a
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3. IDEATION SESSION plementation, for sharing and discussions in plan that may comprise the details of imple-
groups and in plenary. mentation thereof. For this phase, you need
Session objectives a tool that might facilitate the process. The
Recommendations most known and relatively easy to use is the
Developing the project idea Business Model Canvas (BMC Method). Each
This session connects the possibly idealistic of the plan sequences will be presented first
Session structure ideas of the participants to the reality of the of all, and then participants will quickly fill
context in which they want to develop their in all the information they have or imagine
DEFINING THE PROBLEM – VENN ANALYSIS idea by taking into consideration the com- at that moment. Subsequently, the material
munity, beneficiaries and their own needs is presented in plenary and used as a work
To have a realistic understanding of the and the intersection thereof. tool until the end of the training experience.
project idea, it is necessary to look at it from
the perspective of the problem it is going 4. PROJECT PLAN Recommendations
to solve. Thus, the following phase requires
the context analysis (VENN analysis meth- Session objectives As this visual diagram will represent the
od). At the end of this exercise, if time al- work framework for all training days, we
lows it, you can go even farther by applying Developing the project plan recommend filling it on post-its that may
the Problem tree method. This brings infor- be changed and improved throughout the
mation about the causes and effects of the Session structure course. Take all the necessary time for this
identified problem and facilitates a better action and you may even continue it the
understanding of the situation by leading to Presentation, filing in and discussing next day.
the identification of some realistic solutions. the “Business Model Canvas”
Participants will be given time to identify
solutions and potential actions for their im- The next step is the development of a project
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EVALUATION OF THE DAY out? etc). Identifying these key moments Recommendations
allows participants to subsequently answer
Session objectives the reflection questions, the theoretical If you can record in any form the results of
questions and the pragmatic questions in daily assessment, these may be useful for
1. Overview of the day the ORID model (ORID Method). the final analysis of the course, especially
2. Analysis and discussion about the when the training days are not consecutive.
learning process ANALYSIS AND INTERPRETATION Any written, drawn, shot and audio form
may be a starting point and analysis point
Session structure After having reviewed the objective facts, in observing the evolution of the learning
participants are asked to reflect on their process.
Facilitated discussion for overview learning process; on the way they felt, on
what they learned and on how they intend If this is possible, we also recommend infor-
The evaluation of the day aims to consol- to use these aspects in the future. The ways mal knowledge and networking sessions at
idate information and the flow of the day in which they may express these things may the end of each day or module. In the SIP
and to identify, through the feedback of vary (group drawing, group communiqué, course, these sessions helped building the
the people involved, the positive elements open question in plenary, explained statues group trust and supported the whole learn-
deserving to be kept and what can be im- etc.). It is essential to summarize and finally ing framework along the way.
proved in the future. underline what the participants recommend
The facilitated discussion for overview of the and want to improve. The entire learning
main moments of the day aims to mark the process must finish in a positive and proac-
objective reality and it may be carried out tive atmosphere.
as a story (Hero’s journey) or on the basis
of questions (What were the best topics that
day? What new information did you find
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DAY 2 WHAT IS MARKETING? BASIC PRINCIPLES MARKETING MIX (7P)
IN THIS FIELD
Every new training day will start with It would be ideal that this session be The reason for which we work on this
reconnection exercises. If days are not facilitated by the marketing expert but, if complex concept of marketing is to have a
consecutive, we recommend a recapitulative there is not this opportunity, the facilitator practical starting point in the discussion with
mini-session. After each coffee break, you may introduce the specific concepts. the expert. By this exercise the participants
may also propose some energy games You will start with the definition ideally also make their first step in shaping the
(Energy games) to activate the group. conceived from the information received strategic placement of their product or
from the participants, afterwards you will services.
Introduction to marketing succinctly define the key concepts (target Thus, the participants are invited to identify
market, public relations, advertising, the 7P (product, price, promotion, place,
Session objectives branding) as they are presented in the people, proof, procedures) specific to their
theoretical material. Special attention will project and after that to present them to the
1. Introductory definition of the be paid to the elements of the marketing group and debate on them together with
concepts specific to Marketing plan and the marketing mix (7P). You will the expert.
remind the participants of the task of the Recommendations
2. Identification of the 7P in social developing idea through the essential If participants feel insecure, they are
innovation projects phases of implementation of the social reminded that non-formal education
innovation, since marketing is the means to is experiential learning and that they
Session structure attract the audience who will help solve the may start in their practical activity from
social problem identified. This presentation minimum theoretical information and make
may be made again with the expert in “mistakes” that they will adjust later on in
the field or detailed as in the theoretical the processing phase with the theoretical
material. information or the expert.
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INTRODUCTION TO BRANDING AND BUILDING A LOGO AND A PROMOTION CREATING AN ONLINE PROMOTION
ONLINE MARKETING KEY MESSAGE STRATEGY
Session objectives In the same way in which the marketing mix We will ask the participants to create an
was created to have a practical material online promotion plan where they must
1. Definition of the concepts specific to from which to start the analysis with the identify the channels they will use for
branding and online marketing expert, in this phase the participants will promotion, frequency, message type, etc.
2. Identification of the brand elements be invited again to create a logo specific to For a higher educational impact, an online
specific to the project idea their project idea and an impact message posting practical exercise may be a very
3. Designing an online marketing associated to it. They will be supplied with good idea. Thus, we will ask the participants
initial strategy pencils, crayons, and sheets of paper to to create a message about the project idea,
draw, write or even sketch this logo. What about the course and the context that they
Session structure is important is the concept behind this will post at that very moment on a social
What is branding? What is online marketing? representation and not the artistic talent. platform.
Starting from the same observations pointed Colours, shape, and size will be discussed Together with the expert in the field, the
out above, definitions will be built together with the branding expert, the peers and the peers and the facilitator, you will discuss
with the participants and then you will facilitator considering the overall impact. about the impact and the possibilities of
analyse the elements of visual identity and The participants will also work on the creation measuring it. Special attention will be paid
the key messages that they noticed in their of the promotion key message that might be to this form of promotion since it is the most
areas of interest. You will debate on the the slogan which will represent and convey widely spread form in the current context.
online promotion campaigns of the famous the project idea in a few impressive words.
brands and conclude with the elements that
make them have an impact on the public.
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Recommendations THEORETICAL CONTRIBUTION OF THE ANALYSIS OF THE PRACTICAL ACTIVITY
MARKETING/BRANDING EXPERT RESULTS
The main recommendation refers to the
subsequent presence of one or two market- The expert’s role is to bring clarifications Afterwards the expert will focus on the mar-
ing and branding experts in these two ses- and more detailed information and to share keting mixes, analyse the logos and slogans
sions. If the context does not allow that, the their practical expertise in the field. and online promotion messages that the
facilitator will need to prepare more exten- If they did not take part in the introduction of participants created in the previous sessions.
sively before this training day. concepts, they will check participants’ level Then they will discuss the strong points in
of understanding and develop the areas of participants’ analysis and what can be im-
Marketing/Branding guest speaker interest for them. If the expert took part in proved in the future in the actual implemen-
the introduction of concepts, they will bring tation of projects. This thing represents an
Session objectives clarifications and theoretical details in this advantage for those who work for their per-
phase. sonal projects as they receive personalised
1. Detailing the information from mar- Personal story and practical experience in feedback. At the end, participants may ask
keting/branding domains the field are important to inspire and moti- questions that were not debated in the ini-
vate the participants to work with experts in tial speech or the subsequent analysis.
2. Discussing the results of the practical the field and to pay the necessary attention
activity in the previous sessions to marketing and branding as pillars in at-
taining the success of the social innovation
Session structure project.
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Recommendations Social innovation guest speaker and to describe the contextual reality of SI
at international/European/national level by
If participants work individually on their Session objectives highlighting on what is going on in Romania.
projects, it is more likely that time will not 1. Description of the Romanian social According to the institution origin and
allow feedback for each of the participants innovation context expert’s expertise of the expert, participants
marketing mixes or logos/slogans. The 2. Observation and practical analysis may ask questions for clarification and
solution might be that participants ask the of an effective social innovation project conclusion.
expert specific questions. Session structure
The presence of a marketing expert and VISITING A SOCIAL INNOVATION
a branding expert would be ideal. The THEORETICAL CONTRIBUTION OF THE PROJECT
marketing expert might focus their approach SOCIAL INNOVATION EXPERT
on non-profit marketing and be asked Ideally, this visit may be the first of a series
to discuss real case studies in the non- The ones we call experts in the field of to learn about inspirational successful
profit context, while the branding expert social innovation in Romania are people experiences. Regardless of the field specific
might focus on online promotion by giving who have implemented SI projects, people to the social innovation project, the contact
examples from their practical expertise, who worked directly in the field of social with the project designers or administrators
which may help the participants find out economy, specialists interested in this is highly important so that this reality should
specific and current information harmonized field from different institutions or who no longer have a theoretical character, and
with their interests. have implemented educational projects at more than that it may become a touchable
national/European/international level. reality for the participants at the training
The role of this expert is to outline the course. Any form of practical involvement in
general principles of social innovation, to the activity of the visited project may bring
consolidate the information discussed with value to the learning experience.
the facilitator on the first day of the course
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Recommendations get back to the course, they may think
about the topics of module 2 or may have
A strong point of the SIP project was the unfinished assignments due to the lack of
carrying out of the course in a social sufficient time in module 1 (logo creation,
innovation context. That is why we message brushing up, promotion strategy,
recommend tengaging already existing the more detailed filling in of BMC).
projects for the constant motivation and
inspiration of the participants.
Evaluation of the day/Module 1

assessment
If this course is delivered by modules, besides
the evaluation of the day as described above,
there will also be a module evaluation. The
same aspects such as objective experiences,
emotions and reflections, information and
theories, intentions for the near future will
be followed.
If there are longer periods of time between
the training modules, you may give the
participants some themes to work on.
Participants are given the theoretical
material for the first module and they may
formulate specific questions for when they
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DAY 3 exercises are very diverse and you will find

a collection of exercises in a dedicated REVIEW AND RECONNECTION TO PROJ-
chapter of this training guide. Our recom- ECT IDEAS AND SI CONCEPT
Recapitulative session mendation is to stick to the SI context in
order to reconnect the participants to the You will carry out a facilitated discussion
Session objectives objectives of the training experience as that will underline the impact elements
1. Overview of social innovation con- well. in the first module, what the participants
cepts Imagining and enacting a small town/ retained from the aspects discussed, what
2. Summary of training module 1 re- village (as closer to participants’ locality they thought to be the most useful aspect,
sults as possible) where their social innovation what phases have been clarified and the
3. Teambuilding projects may be carried out might make status of their BMC sheet. Participants will
sense in case of teamwork to attain a present their work themes for the break
Session structure common goal, and also to visualize and period and, if time allows this, they will go
become aware of the way in which the back to BMC to fill it in with their new ideas
TEAMBUILDING EXERCISE project idea they have may be materialized or to develop the aspects that became
in the real social context. This exercise is clearer in terms of marketing/branding.
The third day of the course is a little bit performed by taking into account 2 dimen-
more technical as it is dedicated to admin- sions: teamwork and SI project manage- Recommendations
istrative issues. Thus, this session for group ment within the community. If you do not have the necessary time to
cohesion is welcome, regardless whether dedicate an entire session to review and
the course is divided into modules and you participants’ reconnection, you may do
have a short break since the latest meeting some short teambuilding exercises and a
with the participants or whether it is the fast facilitated discussion to remind them
3rd consecutive course day. Teambuilding the experiences up to that moment.
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BUSINESS (PROJECT) MANAGEMENT aware of the work volume and the need for Inviting experienced innovators in terms
a team that any social innovation project of administration, leadership, team
Session objectives requires. As compared to the first phase of management, marketing, pitching, and
filling in this tool, this time the participants impact remains a strong point of any
1. Understanding the general will have to surf the internet in search of learning experience in the context of this
management phases similar projects, the market, and models for training course.
2. Designing a management plan project and business administration. This
search will help the participants identify
Session structure their own resources and instruments that
they may subsequently validate together
Detailing the BMC session with the experts. Any piece of information
resulted from this session will be discussed
In this phase, you will help the participants and debated in plenary.
become aware of the general management It would be ideal to invite a young
of a social innovation project. They will entrepreneur, administrator or innovator
work on BMC by trying to design a general to this session in order to share their
management plan (human resources, experience, challenges, successful ideas
suppliers, public relations, research, and suggestions.
distribution) without focusing on financial
and legal administration which will be Recommendations
treated in the coming sessions.
This session may be limited to a facilitated
This session is important at this point talk if more time is necessary for the financial
because it helps the participants become and legal administration sessions.
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Legal expert guest speaker ruptcy and deregistration etc. depending Financial expert guest speaker
on the available time and interest.
Session objectives Session objectives
1. Different types of legal entities IDENTIFICATION OF THE OPTIMUM LE-
2. Identification of the best legal entity GAL FORM FOR THE PROJECT IDEA 1. Knowledge of the fiscal advantages
for the project idea of each legal form
Having the comparative study and the 2. Creating an initial administrative
Session structure detailed information from the legal expert, budget
the participants will analyse in teams which
THEORETICAL CONTRIBUTION OF THE is the most advantageous method of imple- Session structure
LEGAL EXPERT mentation of each project idea. Then, they
will return to the plenary and analyse their THEORETICAL CONTRIBUTION OF THE
In this session, the legal expert will present decisions together with the expert. FINANCIAL EXPERT
details of each legal administration form Recommendations The financial expert will provide comple-
by which the project may be implemented If time is short, you may facilitate a dis- mentary information to that offered by the
(self-employed person, LLC, LLC-debutant, cussion with the expert about the potential legal expert thus explaining the partici-
NGO etc), the way for the set-up of legal decisions of the participants in terms of the pants which are the fiscal advantages and
personality (where necessary), the ad- optimum legal forms for implementation. disadvantages of each legal form specified
vantages and disadvantages of each one in the previous session. A broad discussion
and the specific legislative elements of the will focus on taxes and VAT as well as on
Romanian social economy. the rights and duties of those who imple-
This session may go deeper into aspects ment social economy projects. Participants
such as contracting, employability, employ- will ask questions in a facilitated discussion
ers’ rights and duties, volunteering, bank- with the expert.
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CREATING AN INITIAL ADMINISTRATIVE to do their research in terms of the basic SOCIAL EXPERT
BUDGET concepts they must take into consideration
when implementing a project from the The social impact expert will have
Since the participants generally have a two perspectives, but for optimum and participants’ attention focused on the way
less realistic vision of costs, expenses guaranteed results they should work with in which the investment of the community,
and the potential revenues following experts in the field with whom they must financiers and all those involved impacts the
the implementation of their projects, we have a permanent communication. community, an impact that must be easily
recommend working on an initial budget identified, measured and observed. Social
that they will afterwards discuss with the DAY 4 impact eventually defines a successful project
financial expert in plenary. Many aspects in the field of social innovation. Change that
they did not think of initially will appear Social impact guest speaker may be noticed and measured within the
as well as the need to identify amounts of community completes our initial definition
money as realistic as possible in order to Session objectives of what social innovation represents.
understand the financing requirement that
will be treated in a separate session on the 1. Defining the social impact concept The definitions, the conceptualization and
next day. 2. Analysis of case studies history that the expert will deliver to the
3. Knowledge of the instruments for participants will be exemplified by case
At the end of the day, you will carry out the social impact measurement studies. This analysis of the successful
Evaluation, as suggested above. projects having a measured and well
Session structure determined social impact will shed light on
Recommendations what the participants must highlight and
improve in their own projects to attain this
Both the legal expert and the financial
expert will recommend the participants THEORETICAL CONTRIBUTION OF THE
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dimension. Up to this point of the course, other businesses, projects or companies. these may generate social impact and, more
it is possible that the participants may That is why this session may be held at the than that, how they can make sure that this
have considered their project as a business beginning of the course as well, immediately is measurable and demonstrable. They will
having a social character, but now the social after ideation. The reason for which we start from the analysis of the social need they
character and project’s impact within the chose this order is to have more clarified intend to solve, and then from community’s
community will come first. data (promotion strategies, legal form, need to see social impact and the manner in
financial administration) when we think of which the highlighting thereof inspires and
This session will connect very well to the the generation and measurement of social triggers long-term individuals’ involvement.
next one where the potential funders will impact. This session will be facilitated by means of
answer the question: How does the funder the expert, and the participants will present
want social impact to be highlighted and Practical session – Social impact the results of their practical activity in plenary
demonstrated? and receive feedback and suggestions for
Another aspect presented by the expert Session objectives improvement.
refers to several practical instruments that
the participants may use to measure social 1. Identification of social impact in the Recommendations
impact (SROI, RSI etc.) and the factors that social innovation projects
influence this approach (ballast effect, risk 2. Identification of the instruments for The 2 sessions dedicated to social impact may
assessment etc.). social impact measurement in your own interconnect in a different way according to
projects participants’ needs and expert’s choice. The
Recommendations latter may choose to start with the practical
Session structure activity that they may subsequently develop
Social impact gives the proper colour from the theoretical perspective, just as
to the social innovation projects which In this session, participants will return to their case studies are left in the end so as not to
otherwise might be developed as any own projects and identify the way in which influence participants’ creativity in any way.
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Panel: Funding sources (Stock exchange, represent and the specificities thereof the communication group created at the
Bank, Funding programmes, Business and they will answer moderator’s and beginning of the course.
Angels etc.) audience’s questions. For a more practical
context, at the beginning of the meeting, Recommendations
Session objectives the moderator may invite the participants
to introduce themselves together with This phase was held within SIP at Bucharest
1. Knowing the specificities of the potential their project idea so that experts may give Stock Exchange. This environment offered a
financing sources customized suggestions. certain level of formality and authority to the
2. Clarification of funders’ need At the same time, the breaks between event which supported the idea of seriousness
3. Designing a first dialogue for a future sessions and the end of the meeting may that must be taken into consideration when
collaboration with funders be real networking opportunities for the thinking about the possibility to collaborate
creation of contacts and potential future with such institutions in the co-funding of
Session structure collaborations. the social innovation project. Thus, We
The experts may be representatives of a recommend that this session is organised in
This phase is essential for the participants commercial or investment bank, of the an official framework and with a diversified
as it answers the question “Where can I find European programmes, of the institutions participation. The beneficiaries of funds
the financial means?”. It may be organized managing European, governmental or who developed social innovation projects
in two sessions depending on how many international funds, business angels, or by means of external funding and who may
experts will be present, and it may have representatives of the Stock Exchange etc. share their experience may also be present
a more official character being structured in the panel.
as a panel. The facilitator will moderate The assessment of the day and the
this discussion. The representatives of the module will be made in an informal manner
financing structures will deliver a mini- in the networking session at the end of
speech about the financing source they the day or in the online environment on
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DAY 5 Leadership/Personal development/ Session structure

Communication/Leadership &
Review and reconnection to the project communication guest speaker This training day is presented as a
ideas and the training course context whole since there is a concrete recipe for
Session objectives implementation and numerous variables
If there is a break between the two modules, involved. For example, the presence of an
you may facilitate a discussion that might 1. Understanding the concept of expert throughout the day would offer the
highlight the elements of impact in the two leadership and its importance in the possibility to combine the practical exercises
previous modules, what the participants context of social innovation on personal development and self-
remembered the best, what they thought knowledge with the theoretical information
to be the most useful aspect, which phases 2. Identification of leadership styles on communication and leadership. The
were clarified and what is the status of facilitator may also be an expert in soft skills
development of their project ideas. The 3. Personal analysis to create a education and they may work together with
participants will present the work themes personal development plan a potential guest or by themselves. In any of
for the break period and will develop the the options, the goals recommended to be
aspects they retained from the second 4. Knowing the communication attained on this day are:
module. Group dynamics exercises are concepts and principles
welcome at the beginning of this day and SELF-AWARENESS EXERCISES:
module. 5. Understanding the context of
conflicts in communication and the These exercises aim to connect the
management methods participants to their own reality both of their
personal life and their level of personal
development and from the perspective of
a future leader who, by their nature, will
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have to know and manage themselves very course facilitator as a cursive discourse or
well in order to support and lead the team. THEORETICAL CONTRIBUTION OF THE intersected with the practical activities we
Our recommendations in terms of exercises LEADERSHIP-COMMUNICATION EXPERT proposed.
are: personal SWOT analysis, JOHARI GUEST
window, and DORI window. Any other types Recommendations
of exercise that may bring the participants The theoretical information we consider as
closer to the analysis of their own person necessary and important for the participants The expert in the field may be a trainer,
and development need are welcome. to this project is as follows: the course facilitator, a specialist in
• What is leadership and why is it personal development, but besides the
LEADERSHIP STYLES important in the context of this training person or persons facilitating this day on
course? the development of soft skills you may
If time allows, you may, for a better self- • The difference and complementarity of also invite a leader that may share their
knowledge, organize a practical leadership leadership-management own experience in terms of the work
exercise (Leadership exercise) which, in • What are the leadership styles? with people, the coordination of a social
the processing phase, will illustrate the Tannenbaum-Schmidt theory innovation or entrepreneurship project, the
leadership styles that will afterwards be • What are the basic principles challenges they encountered and how they
confirmed and consolidated by a test on in communication and the conflict overcame them and the suggestions they
leadership styles. These exercises help us management styles? may make so that the young participants
understand through a facilitated discussion • Case study: successful leaders in social may be successful.
what the management needs are, the innovation
aspects to be analysed when the participants
may lead a team, and the situation when This piece of information may be found
our own leadership style may be adjusted or in the theoretical part of the course
very useful for success. and may be delivered by the expert or
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DAY 6 that the participants are going to implement. PUBLIC SPEAKING PRACTICE
They will have to “sell” their project idea
Pitching & public speaking guest to obtain financing and for promotion To assess the level of development of
speaker purposes. Expert’s presentation will be as participants’ public speaking skill, the
detailed as time allows while referring to the expert will ask each participant to deliver
Session objectives aspects described in the theoretical material a 3-minute speech by which they introduce
of this guide. themselves while complying with the aspects
1. Knowing the basic concepts related The expert will make a clear-cut distinction mentioned in theory, a speech on which
to public speaking and pitching between the elements having a general peers will give their feedback (what I liked,
character in terms of public speaking and what I would improve, what I would keep).
2. Development of public speaking the particularities that characterize a limited Thus, the participants will be more aware
skills section of public speaking, namely pitching. of their own skills and attitudes in terms
Apart from the elements related to structure, of public speaking, and they will practise
Session structure vocal variety, body language etc., the their skills of giving feedback, skills that are
participants will receive information about important and necessary for the leaders
THEORETICAL CONTRIBUTION OF THE the way in which feedback is given and how who will work with teams.
PUBLIC SPEAKING AND PITCHING they can become better assessors. At the end of this exercise, the expert
EXPERT In this phase, the participants will have to will draw some conclusions and make
ask questions for clarification purposes. suggestions for exercises and improvement
The role of this guest speaker is to help the in a customized way.
participants get familiarized with the main
concepts belonging to the field of public
speaking. This information is necessary due
to the public character of social innovation
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Recommendations information received and of some specific Recap presentation of the project and
instructions, a pitch, namely a short speech the result
It is more and more valuable to have public by which they wish to sell their project idea.
speaking skills, especially for those who These speeches will be presented by each Session structure
work with people and the community. This participant or team and, in the form of
is the reason for which this session deserves role play, they will set up a committee of Adding the finishing touches to projects
the necessary attention and time to have a potential funders from the participant peers
long-term impact on the development of who will ask questions and assess the For the last work session the participants will
the participants as future social innovators. speeches. All participants will, by rotation, return to BMC and put the finishing touches.
become business angels, and they will have They will also work on an attractive form of
Pitching the chance to analyse the two perspectives, presentation and promotion (more detailed
the financed party and the funder. than a pitch) in order to be shown to guests
Session objectives and peers.
Recommendations
Designing a speech for the promotion
of the project idea This session is not the final one but only an
exercise by which the participants have the
Session structure opportunity to practise and to improve the
speech for the sale of their project.
MAKING A PITCH
Final presentation of projects
This session will be also facilitated by the
public speaking expert who will ask the Session objectives
participants to create, on the basis of the
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PROJECT PRESENTATION Final evaluation of the course and question may be used (drawings, poems,
closing the learning process music, statues, debate etc.). In this phase
A festive atmosphere will be created with we will also encourage the participants to
guests potentially interested in the results Session structure give constructive feedback to their peers
of this course (guest speakers, trainers, and thank them for their support in this
beneficiaries, organisers, partners etc.) Review learning process.
where the participants will enjoy a dedicated
period of time for the presentation of The review of all phases and modules is very Evaluation questionnaire
their completed project. This circular form important at this point due to the long period
of closure will bring gratification and of time that has passed since the beginning Regardless of the context in which the
satisfaction both to participants and to all of the course, be that weeks or days. The course is held, it is recommended to
those involved in the project. review will have an objective character keep the assessment information. For this
aiming to pinpoint the things learnt and the purpose, a written or online questionnaire
Recommendations skills developed. is useful and the time of filling it in may vary
according to organisers’ decision, however
If there is the possibility to organize a festive Emotional evaluation we recommend filling it in within a short
atmosphere with guests, this session should period of time after the course.
be held after the evaluation session and be How did the participants feel during this
completed by an informal celebration and course? This question is essential for Recommendation
networking session. the learning process and it is even more
valuable at the end when we evaluate all You may offer diplomas, certificates of
Final evaluation the ways in which this course influenced and attendance or any other form of gratification
changed participants’ process of evolution. for participants’ dedication and involvement
Session objectives Any assessment method answering this in this course. This gesture may motivate
332
and inspire the participants to continue
their learning journey with the next phase,
namely the implementation of the social
innovation project.
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METHODOLOGY
The following methodology can be used throughout the training course, as needed, in order to facilitate a positive
learning environment by using icebreakers, name games, energizers, team building and evaluation activities.
ICEBREAKERS AND NAME GAMES

1. I introduce myself 3. Description of characters 5. My name
Participants introduce themselves and Ask participants to write down one or People introduce themselves and tell
say why they are there. Variations: two adjectives describing themselves. what they know about the reason for
Participants tell where they heard for Write them on a badge. The group which they have a certain name (my
the first time about this course, about members will have to find someone mum wanted to name me after my
the way in which they became inter- else having similar or opposite adjec- courageous aunt etc.). It could be the
ested in the topic, their jobs, home- tives and they talk to the other person first name, the middle name or the
towns, their favourite TV shows or the for five minutes. nickname.
best books they read in the last year.
4. Find someone who… 6. How do you feel?
2. Introduce the other person
Each person writes down on a card Ask participants to write down words
Distribute participants in pairs. Each one up to three ideas, such as their or phrases describing their feelings
person speaks about himself/herself favourite colour, interest, hobby or on the first day of course. List their
to the other person sometimes with holidays. Pass on the cards so that answers on the flipchart. Then, ask
specific instructions so as to share a everyone should receive the card of them to write what they think you
certain piece of information. For in- somebody else, find the person and may, in your quality of facilitator, feel
stance, “The only thing I am very introduce that person. on the first day of course. List them
proud of is ...” after five minutes, par- on a board in a second column and
ticipants introduce the other person notice the parallels. Comment short-
to the rest of the group. ly on your feelings and then you dis-
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cuss about participants’/facilitators’ 8. Interpersonal BINGO 9. Poetry in movement

joint responsibilities to learn within
non-formal education. Create sheet of paper in BINGO style Ask each person to write a poem
where each square contains informa- about themselves. It must contain
7. Three word interview tion about the persons in your group. their name and some piece of infor-
(If you know your peers you may cus- mation about themselves and it must
Assign each person in the group an- tomize information so that they may have at least four lines. Each person
other person in the group. Then, ask fit precisely to your group). Use very reads their poem in front of the group
them to tell as much of the follow- diverse information related to hob- as a way of introducing themselves.
ing information about themselves as bies, background experiences, cul-
they can within 2-3 minutes: name, tural references etc. (e.g. they trav- 10. Build up a team
hobbies, family, school/jobs, favour- elled more than 10 km to get here,
ite colour, favourite food, and favou- he/she is an only child, he/she hasn’t When they enter the room, give ev-
rite type of music etc. They may take watched the Titanic movie, ... pos- eryone a sheet of paper on which the
interviews backwards or forward or sibilities are endless). Then people name of a famous personality or any
each person may be interviewed by a play BINGO by meeting other people other topic by which you can group
completely different peer. In the end, in the room, introducing themselves the participants is written. The goal is
they will use only 3 words to describe and winning prizes. that they find other persons belong-
their partner (Example: Andrei was ing to the same “group” and meet.
my funny, hectic and talkative part- The ways of doing this are numerous.
ner) Then, once they find all the persons
from their group, you may ask them
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METHODOLOGY
to do something (normal things are a initiatives. Instead of getting aligned Sources:

human knot, an introduction of their according to the date of birth par-
team and of each member thereof ticipants might align according to a http://www.residentialassistant.com/
etc.). number of features, such as the first icebreakers
letter of their neighborhood/town http://www.flora.org/mike/poped/
where they live etc. Another option icebreakers.html
11. Silent alignment would be to tie up everyone and
ask them to align according to their http://www.hcc.hawaii.edu/intranet/
Participants are asked to align them- height. committees/FacDevCom/guidebk/
selves according to their date of birth teachtip/bre akice.htm
(not the year). For example, someone
born on January 16th would be closer http://www.union.uiuc.edu/pro -
to the front of the line than someone grams/readers/icebreakers.htm
born on May 5th.
Icebreaking rules are:
• Participants shall not talk or
use their mouth in any way.
• They shall not use pens/pen-
cils etc.
• You shall not use any materi-
al.
Encourage participants to use their
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ENERGIZERS
1) Blanket 3) Blind man’s bluff it touches the maximum radius, the

other players start jumping in a circle
Necessary materials: a blanket and a Necessary materials: a blindfolded over the Bola. The one rotating the
water balloon. All players must stay player. The blindfolded player turns Bola may increase the rotation speed.
around the blanket by keeping hold around for three times and tries to Players may also jump by holding
of it. The game leader will launch catch somebody around them. The hands and making pairs. If anyone is
the water balloon (by catapulting or others may sneak by crawling behind hit by the Bola, they must go out.
throwing it) up into the air. The objec- the blindfolded person and cry “Boo”
tive of the game is to catch the bal- or they may stay still and keep quiet. 5) Needle bombardment
loon with the blanket. However, somebody will be inatten-
tive and finally caught. The person At each end of the playing area there
2) Blindfolded beach volleyball who was just caught is blindfolded for are two rows of ninepins or plastic
the next game. bottles, the number of them being
Necessary materials: a blanket and equal to the number of participants.
a ball. A blanket is placed on top of 4) Bola You draw a line in the middle of the
a volleyball net. The game is paled playing area and divide the group
normally except for the fact that you To make a Bola you must put a soft into two teams. Each team is situated
cannot see the coming ball. Scary, rubber ball into a sock and tie the on one side of the playing area with-
isn’t it? sock above the ball. Attach a piece out being allowed to cross the central
of rope to the sock. The player sits line. One team starts the game by
on his back and starts rotating the throwing a volley ball and trying to
Bola slowly releasing the rope. When bear down as many ninepins as possi-
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ENERGIZERS
ble on the other side of the area. The 8) Catch, don’t’ catch in the circle having that number will
opponent team protects the ninepins stand up and start running clockwise
by catching the ball with their hands Players must stay in a circle with their around the circle. After a warming
or by blocking it with their bodies. arms crossed. The person in the mid- go, the race begins. A player has to
If the ball gets out of the area and dle of the circle will thrown a ball to go out of the game if another player
hits a ninepin and bounces back on someone in the circle. They will say exceeds them from the exterior. The
the areas the action is still valid. You “Catch!” or “Don’t catch!” If they say game continues until there is only
may use 2 balls if there are a high- “Catch”, the player must not catch one person left. The leader continues
er number of participants. The ones the ball or move their hands. If the shouting numbers. A round of win-
who bear down all the ninepins of the person in the middle says “Don’t ners may be a good way of ending
opponent team are the winners. catch”, the player must catch the ball. the game.
If a player makes a mistake, they will
7) Buzzing go out. 10) The ball in the big circle
Players start counting and substitut- Necessary materials: a volley ball.

ing the number 7 and its multiples by 9) Running in a circle A circle is made by people who are
the Buzz sound. If a player makes a keeping their legs wide apart and
mistake they are eliminated and the The players must sit in a circle and touching those of their neighbor. The
group must start from the beginning. they are counted from 1 to 4 (you player inside the circle tries to throw
can adjust the counting according to the ball out between participants’
the group size). The group pleader legs. Players try to stop the ball by
will say a number and the persons means of their hands. If the ball goes
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ENERGIZERS
out, the player whose legs the ball the centre of the pitch and another a neutral space between them. One
went through will go in the middle of number is shouted. The team mem- team picks a player that must cross
the circle. bers may help but they cannot score the central line and try to touch one
goals. or more opponent players and come
11) Bed/towel ball back safely. Of course this requires
13) Statue dance some agility – what about breathing
Necessary materials: a ball, bed control? Here comes “dho – dho –
sheets or towels. This game is in fact Necessary materials: yoghurt cans dho” before crossing the central line,
a group juggling with a ball made of (or something else - be creative). the player picked up must breathe
bed-towel ball. Each player is given a yoghurt can deeply. Not only does he/she have
that they must put on their head. All to complete the mission within one
12) Football in dwarf walking players must dance with the cans on single breath, he/she must also utter
their heads. Who manages to keep “dho – dho – dho – dho – dho” contin-
Two teams are standing at a short the can as much as possible will win uously. If the members of the oppo-
distance from one another. Team the game. nent team manage to keep the one
members are counted. The football is who entered their territory until he/
placed in the centre. Officials shout 14) Dho - Dho - Dho she can no longer breathe and he/
numbers. The player of each team she must breathe again, that player
whose number was shouted must A soft surface is divided into two will become a member of the oppo-
dwarf walk and score a goal into the equal parts by a central line. Players nent team. If he/she still manages to
opponents’ goalpost. When a goal must be divided into 2 teams stand- cross the central line with any part of
is scored, the ball is placed again in ing on each side of the line leaving their body all those touched by him/
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ENERGIZERS
her will become members of his/her

team.
15) The ball thrown by the mon-

key
Necessary materials: a ball. This

game has the same objective as the
game with the dropped ball. A circle
is made and 4 players are picked to
go to the centre. The 4 players are
holding each other by their waists
by making a chain. The face and the
median part protect monkey’s back
with their bodies. The players in the
circle try to hit monkey’s back below
the waist with the ball. If someone
hits the last person that forms the
monkey then they will take the place
of the hit person, and the latter will
take the place in the circle.
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COOPERATION GAMES
1) Everyone on the same side groups A and B. Group A sets forth they are. To a certain signal, each
5 – 10 minutes before group B by player must make the sound of the
The game starts with the positioning leaving behind all sorts of clues (foot- animal they represent. The first group
of your team on one side of a vol- prints, arrows, codes, pieces of pa- of three animals finding each other
leyball net without anyone of your per, markings, etc.). Then they must will win the game.
team staying on the opposite side. disguise themselves and organize an
The objective is to take your team to ambush for group B. Group B sets 4) Baseball
the other side and to come back for forth and getting oriented after the
as many times as possible. Using a clues left by group A will try to find The group is divided into two teams.
balloon as a ball, each player hits the the ambush place. During ambush, Rules are similar to those of a base-
balloon towards another player after the groups compete in a fight of rid- ball game, except the fact that the
which they quickly pass underneath icule and irony (by stealing scarves, team standing in the pitch must not
the net on the other side. The last mufflers, Indian wrestling etc.). The move their legs. The team driving
player touching the balloon throws meeting of the two groups may also the ball will use their hand to drive
it over the net and the player passes result in crying “Ambush” and their the ball and crawl around the base.
quickly underneath the net. The play- racing to the starting point. To score a point, the who hits must
er catching the balloon tries to keep it crawl back from the base to their own
in the game and to repeat the action. 3) The cattle yard base before the team on the pitch
throw the ball to the base catcher.
2) Ambush game Each player is given an animal name, If the team on the pitch manages to
and three of them have the same get the ball before the one hitting it,
The groups is divided into two sub- names. No one can tell what animal then they will go out. After 3 players
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COOPERATION GAMES
have gone out, the teams negotiate 6) Staying on the blanket continuously in the same direction.
the places. When the surfer arrives on new play-
Necessary materials: a blanket. The ers they start rolling, too. When the
5) Basketball - football entire group must stay on the blan- surfer arrives at the end of the line of
ket so that no one stays outside. If bodies, namely on the beach, he/she
Necessary materials: balls and two the group manages to do that, they will also become a wave. The player
teams. The objective is to make both the blanket is double folded and the at the front end of the line of bodies
teams go from one end of the pitch to process continues (folding the blan- becomes the surfer and the process
the other for as many times as pos- ket) as long as this is possible, while continues.
sible in 15 minutes. When teams A players all try to stay on the blanket.
and B are at the end of the pitch, they 8) Clash and run
must cooperate to pass the balls be- 7) Surfing
tween posts and to hit and raise the Necessary materials: volleyball net
ball to the hand of an opponent play- All players are laying face down one and a ball. Using the net for demar-
er who will throw it into the basket. If next to the other at a distance of one cation, the girls will stay on one side
the ball gets into the basket, players body between them in order to make and the boys on the other. Each time
may go to the other end of the pitch a huge human wave. One player a boy or a girl hits the ball over the
and throw to the ball there. Note: kneels at one end of the line of bod- net, they pass underneath the net to
Team A may throw the ball only to ies and throws himself/herself on the the other side. The idea of the game
basket A and team B only to basket B. belly with their arms extended. The is to change halves of the pitch but
wave starts moving. Those lying at teams must cooperate (all girls must go
the front end of the line start rolling to boy’s part of pitch and vice versa).
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COOPERATION GAMES
9) The electric fence the thread cannot be touched so they “Where”. Clues will guide then from
cannot be used. one point to another when they will
Necessary materials: 8 strong bats, have to perform different tasks (e.g.
“thread” Attention: Pay attention to those composing an anthem for the planet
who will try to throw people 7-8 feet or crawling underneath a laser field).
Objective: Carrying a group over the above the rope The last task is to build a spaceship
electric fence by using only the par- with anything else except the avail-
ticipants and some conducting bars. 10) Escape from “What?” planet able equipment.
Rules: if a participant touches the The game starts by dividing clues 11) Fire
fence (rope) they are “dead” and they to each team, clues that will lead to
must try to cross again. Any person the mother spaceship of each team. “Victims” must keep emotionless and
touching the player who touched the Spaceships may be anywhere. Once can help their rescuers only after they
fence will “die” at their turn and they on the spaceship the team will find have healed completely. Rescuers
will have to try again crossing the a message either on a video tape or must not check the vital signs un-
fence. If the conducting bar touches on a piece of paper that says that the til victims are taken to a safe area.
the electric “thread”, all those coming spaceship had a technical failure and Except for three persons, the whole
into contact with the bar will be dead crashed on planet “What”. Players group is in a state of unconscious-
and have to cross again. The electric have 40 minutes to follow the clues ness in a burning building. Rescuers
field cannot be penetrated and it is that will guide them to a new space- know that the building will explode in
delimitated by the thread and earth. ship in such a way that they will be al- 4 minutes. The goal of the game is to
The trees or other objects supporting lowed to say only “Who”, “What” and save as many people as possible.
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COOPERATION GAMES
12) Losing the leg 13) Help your friend 14) Crazy people
The goal of the game is to carry ev- Necessary materials: bags full of Necessary materials: a piece of crepe
erybody to the other end of the pitch. beans. Players put the bags on their paper. The group is divided into
To make the contest harder the game head. To a certain signal, players teams of three. Each team will be giv-
funnier, players are told that they are must walk through the room to a en a roll of crepe paper. Two border
afraid of a certain disease so, in order place they want. To change the ac- lines are drawn at a distance of about
to pull through, they will have to be tivity, the leader may ask participants 3 and a half meters. Each team stays
carried by the other players. Players to jump or hop. If the bag with beans behind a line. When the leader shouts
will be carried by as many players are falls off player’s head, he/she will be “Start!”, two players of each team sit
necessary. When the carried player “frozen”. Another player (the friend) on their hands and knees one behind
reaches the end of pitch, the carrying must pick up the bag of beans and the other. The back player puts his/
players must go back and carry others put it on the head of the first per- her hands on the ankles of the front
as well. This continues until the last son without dropping their own bag. player. The third player makes the
player is carried by a single person. At the end of the game, players are connection between the two. He/
The last player that was not carried asked how many times they helped she does this by wrapping the place
would be carried triumphantly on the their friends and how many times where the hands of the back player
shoulders of the entire group. they were helped. touch the ankles of the front player in
crepe paper. After players have been
connected to each other, they will
crawl towards the line forming the
opposite border. If the paper is torn
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COOPERATION GAMES
two crawling players must stop and 16) Knots 18) Lip and card delivery
the third must mend the connection.
When the two reach their destination, A group of eight participants stays in Necessary materials: a card. The
they will switch places so that every- a circle with their face towards the group is divided into two teams that
one must have been the person who centre. They will shake hands with will stay in two straight lines face to
makes the connection. The first team the persons in front of them and the face according to the pattern one
managing to reach the opposite bor- left hand will be shaken with a ran- boy- one girl – one boy – one girl.
der wins. Players must switch places dom person in the circle to make a A card is given to the first person in
so that everyone should be the per- human knot. The goal of the game is the line. He/she will put the card on
son who makes the connection. to untie the human knot. his/her lips and keeping it this way
will try to pass it on. The first line that
15) Keep it up 17) Sitting round manages to pass on the card up to
the end of the line wins the games
Necessary materials: a ball. Players A circle is made by means of the
sit in a circle with their legs facing the shoulders of all players staying close 19) Lumberman
center of the circle. The moving ball together. Everybody turn 90 degree
must be kept in the air by means of to the left. Hands are placed on hips. There are two lumbermen per team,
legs. If the ball is dropped, the ones Everyone will sit on the knees of the the rest of the player being trees.
who dropped it will lose points. person behind them. They will try to Lumberman will have to unload the
stand up, sit down, turn and sit down lumber in the load storehouse (to
again. They will try to walk when they carry the people in his team), to pile
sit on one person’s knees. the lumber (to put his people on top
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COOPERATION GAMES
of the team by making a pile) and to

replant new trees (to carry the same
people back and leave them stand-
ing).
20) Machineries
Groups of 6 -10 people must build

a functional machinery by mimicry
(each person is a part of the machin-
ery). The others must guess what ma-
chinery it is about. Speaking or noises
of any kind are not allowed.
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HERO’S JOURNEY
Course flow integration within a A motivational story to integrate the learning experience of the
Objectives
training
Hero’s journey is a concept used by Joseph Campbell,

one of the greatest researchers in the field of world myths and legends.
Campbell noticed that folk stories all over the world have a “red thread”, a typical epic unfolding that leads
the story hero to the happy ending of his journey. Here are the stages of the hero’s journey
The call
People usually say that someone who has a vocation for a certain job has a “calling” namely they are called
to fulfill their role in the world by dedicating themselves to that job.
This call is heard by the person in question when they are mature enough and the context is favorable.
The threshold
When the person decides to answer the call they fully dedicate to this goal. They toed the line. The threshold
has been crossed. The journey starts!
Guardians or the forces of good
Introduction They are the resources by means of which the hero conquers the forces of darkness. Most of the time the
hero sets off supported by helpers (e.g. the fire-eating horse) or they receive them on their way by “tests”
they are subjected to by the enemies.
Demons or the forces of evil
Demons are the characters or the negative circumstances blocking hero’s way in order to stop him.
It is interesting the fact that during the story what initially seems to be a demon or an enemy turn into
something good.
The victory
The hero finally reaches the top of the mountain, conquers the castle, finds the treasure or saves the girl. The
stake of the story has been won and the hero comes out on top.
The return
In the end, the hero returns to his beloved and he is “validated” as the vanquisher by them. He will be
recognized and appreciated within the community for his experience.
http://www.andyszekely.ro/calatoria-eroului-un-articol-special-nlp-camp-2004/
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Materials Suggestive drawing of journey’s phases
Time Integration into the different phase of the course
Adaptation of this story to the red thread of the course is made by the identification of some phases as
follows:
The call – mission, goal, objective
At the beginning of the course, you may tell the participants as their current participation to this course in
this context could be considered as a call. You may also explore motivation, the goal of participation and
each individual wants to gain of this experience, especially after they apply the information in this training.
The threshold – firm decision, dedication
The participation for 6 days together with the decision to implement the project they are going to develop
during the course may be elements specific to the threshold, the starting point of this journey on social
innovation.
Guardians – resources of any kind
Resources will be mentioned from the beginning (facilitator, experts, mentors, innovators, course materials,
peers etc.) and reminded in key moments as being helpers in the challenges encountered both during the
Process
course and the project implementation.
Demons – problems, obstacles, challenges
In every learning process there are challenges, ups and downs and possibly conflicts. That is why the
possibility of their existence in the training course will be mentioned, mainly in the subsequent phase.
Victory – attaining the goal, fulfilling the mission
Fulfilling the mission will vary from one participant to another but the common learning objective may be
mentioned and followed from the beginning up to the last assessment phase. You may also consider the
issue projectively by contemplating the final victory when the social innovation project is implemented with
impact and success.
The return – recognition of merits, personal example
The recognition of efforts and active involvement in the learning process during this 6-day course is an
essential phase. Merits will be recognized by the positive results obtained at the end of implementation of
the social innovation project.
This process may be presented at the beginning and the elements related to motivation (call), taking
Processing responsibility (threshold), resources (guardians), and challenges (demons), may be clarified and reminded
during the learning experience and the results (victory) and merits (return) must be underlined at the end.
Such an instrument gives certain circularity to the phases of the training course and makes the learning
experience easier. Metaphors favor the identification of participants with the direction and implicit
Conclusions
processuality. Any other instrument, metaphor, story that may follow the story phases, and the red thread
of the course might be adapted and applied.
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ORID
Organization of assessment according to the learning principles of KOLB cycle (Action, Reflection,
Objectives
Theorization, Practice).
In any kind of assessment of a session, an exercise, a course day or an entire experience, we may
ask the questions in the processing phase so that it may provide a global integration of learning.
Introduction
Thus we will follow first the objective questions, then the reflective and interpretative ones and
finally the decisional ones.
Materials Ball-point pens, paper sheets, flipchart (is you want to summarize answers)
Time It depends on the dimension of the learning experience

Objective questions
Data, information, senses
- They are used to illustrate observable information and data of an event
- They are usually sensorial questions related to sense: sight, hearing, smell, etc.
Reflective questions
Emotions, feelings, spiritual states, remembrances, mental associations
- Awareness of the fact that each member of a group has a subjective reaction towards the
same experience
Process - What do group members feel in relation to an experience?
- Evoking the world full of meanings and intuitions, remembrances, emotions and
imagination by the group members
Interpretative questions
Critical thinking: meanings, senses, significances, importance
- Meanings that the group assign to their experience and the reactions of this experience
- Invite the group to create the significance and importance of an experience
- Provide the possibility for the group members to think of other perspectives by listening to
other viewpoints
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Decisional questions
Implications, new directions for action, future steps for action
Process - Using information to make informed choices
- The group must make a decision in relation to the results obtained
- The group must agree in terms of future actions and decisions
Examples of questions:
Objective questions
• What images or scenes do you remember?
• What people, comments or words have stuck to your mind?
• What ideas or people got your attention and why?
• What sound do you remember?
• What tactile sensations do you remember?
Reflective questions
• How did this experience affect you?
• Were you concerned of anything at a given point?
• Were you surprised at any moment?
• Were you worried at any moment of your experience?
• What was the highest/lowest point of your experience?
Processing
• What was the collective mood of those involved?
• How did the group react?
Interpretative questions
• What were the key significances of this experience?
• What was the most important aspect of this experience?
• What conclusion can you draw from this experience?
• What did you learn from this experience?
• How does this experience relate to other theories, models and concepts you know?
Decisional questions
• Has this experience changed the way in which you see things?
• What would you tell those who were not here?
• What will you do differently following this experience?
• What are your future steps?
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INOVARE ADMINISTRARE ADMINISTRARE IMPACT

SOCIALA JURIDICA FINANCIARA SOCIAL
Adrian Secal Ana-Maria Udriste Stefan Dumitrescu Andreea Floroiu

social economy and community lawyer accounting expert social entrepreneur and
development expert nonformal education trainer
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FINANTAREA LEADERSHIP PUBLIC SPEAKING SI
IDEII PITCHING
Stefan Grigore Oana Mosoiu Stefan Balica

financial consultant adult education, teacher training, Sirius Toastmasters,
volunteering and nonformal President 2016-2017
education trainer
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SOCIAL INNOVATION THEORY
WHY?
Almost the entire innovation policy relies on the traditional needs of profit and
innovation based on technology. However, solving the economic and social issues in
the coming decades will require fundamental improvements of the public services.
Social innovation is essential for this process.
The field of social innovation is currently less understood. There are several positive
practical examples in the entire Europe showing the way in which localities may use
innovatory approaches to transform public services.
Social innovation means having the adequate strategies and organisations that may
be harmonized with the real social needs, and the new and functional ideas that
may solve them. But there are few intermediate entities that may harmonize the
offer of new ideas with the need of having them. Financing is not uniform and there
are insufficient incentives so that the managers of public services may look for new
and better solutions.
Social innovations in a field may also be extended to other areas of the provision
of public services. Financing is important, but it is not the main driving force, and
social innovation may occur anywhere – even in areas not having a long tradition
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of “different thinking”. Moreover, by WHY NOT? may connect in a uniform manner the social
bringing changes to leadership, incentives innovation system. Set up correctly, they may
and financing, national governments could Insufficient understanding of the facilitate the flows of knowledge, resources
rapidly transform the capacity of a country elements triggering innovation. Social and the best practices and support economic
for social innovation. innovation has been deprived of systematic growth of the organisation – for example by
and strategic support and assessment unlike mobilizing important allies. The brokerage
Innovation in terms of public services the advanced technologies or other fields of agencies such as Yong Foundation may
may reduce costs and improve innovation. There is some limited evidence cultivate and maintain social innovation.
performance. Social innovation may take regarding the engines of social innovation, Their flexibility makes room for creativity,
several forms. They include innovation in though several have been identified (for experimentation and innovation, but
the public sector with a focus on the public example charismatic leadership and they cannot substitute the involvement of
services in order to improve performance or an organizational culture encouraging strong organisations with great resources
to save money, and innovation in the non- creativity and experimentation). However, (other governments) when speaking about
profit or for profit sector improving public the field has remained so far at the outskirts the development and implementation of
services or providing new ones. Social of serious research. policies on a wide scale.
innovation in the third sector (volunteer and Lack of some intermediate entities that
community groups and social enterprises) ma facilitate economic growth and the
may join the provision of public services. dissemination of innovation. There are
currently too few intermediate entities that
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Lack of some intermediate entities that potential revenues associated to other inadequate measuring instruments. Since
ma facilitate economic growth and the innovative domains such as the advanced these indicators are so important in the
dissemination of innovation. There are technology. Until recently this meant a establishment and assessment of the policy
currently too few intermediate entities that lack of capital to finance economic growth on traditional innovation, social innovation
may connect in a uniform manner the social of social organisations, underdeveloped is often excluded from the development of
innovation system. Set up correctly, they may capital markets to grant funding to social policies.
facilitate the flows of knowledge, resources entrepreneurs and fragile markets for the
and the best practices and support economic results of social innovation. Even the very The government is often perceived as
growth of the organisation – for example by successful innovations do not have the a suffocating innovation. Although clear
mobilizing important allies. The brokerage guarantee of reliable financiers and buyers. evidence is quite limited, governments are
agencies such as Yong Foundation may generally perceived as being against risks
cultivate and maintain social innovation. Local social innovation hides behind and inherently more relaxed in terms of
Their flexibility makes room for creativity, traditional indicators and policy. A large bureaucracy, standards and regulations
experimentation and innovation, but part of social innovation starts at local than in terms of the open culture of
they cannot substitute the involvement of level (bases, expert, leadership of the local experimentation, creativity and innovation.
strong organisations with great resources authority, local champions). Consequently, Central policies may also inhibit innovation.
(other governments) when speaking about it may hide behind decision-makers and The specific targets may put pressures on
the development and implementation of researchers. The indicators of traditional innovation and may also exhaust creativity;
policies on a wide scale. innovation having their origin in Frascati the risk may be discouraged in a culture
and Oslo handbooks have been developed where few people are promoted for having
Fragile markets for the results of social to measure scientific and technological successfully assumed some risks, but where
innovation. Social innovation, especially innovation in the high tech companies. failures are immediately punished. The
in the field of public service provision, does The multiple intangible gains from social practices in the public sector, such as the
not offer the investors focused on profit innovation make these indicators be quite audit inspections, the budget criteria and
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the recruiting policies, are not designed to Social innovation often uses what people call Some social innovations are modest and
facilitate social innovation. The commissaries “combinatorial creativity” - uniting thinking, incremental; others are systemic and
in the public sector are given few incentives experience and perspectives in a range of fundamental, such as the major changes
to adopt more innovative purchase models. domains in order to create new inspiration. necessary for the passage to a society with
Social innovation does not only mean low carbon emissions. Other examples
Recent steps have improved the social technology - though technology may be include the new services (e.g. NHS Direct in
innovation system. Some organisations transformational – it is often more than the the Great Britain) and new social enterprises
actively encourage social innovation. For change of the way in which things are done, (e.g. The Big Issue – a magazine sold by the
instance, NESTA-Young Foundation Health mainly in the social sectors. It also means homeless people in the Great Britain).
Innovation Accelerator (HIA) is testing ingenuity – the capacity to bring different
a new approach to support innovative better results with the resources at hand. Social innovation refers to the great issues of
companies in the management of financing The development of the community is often a country in its largest sectors. Some of the
of the long-term chronic health states. combined with social innovation by reuniting barriers of a country to support economic
Innovation Exchange wishes to support the people’s competences with creativity in growth, such as the climate changes or
innovation capacity of the third sector by order to develop solutions that may be tested the challenges posed by the aging of the
online resources that connect innovators and adapted until they become replicable population, will be overcome only through
and investors together with the provision of models. innovation.
assistance and more traditional support. Social innovation means the development In the 21st century economies, the largest
of new ideas that may address social issues sectors are often represented by services
WHAT? ad needs. It may be a product, a service, than by traditional production. Health is
Social innovation tries to bring a an initiative, an organizational model or a actually the largest sector in most advanced
transformational change that addresses new approach for the provision of public economies.
social issues and improves life for the people services.
having problems.
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UNDERSTANDING There are four conditions for social innovation.

• An intersectoral approach innovation to expand on a wide scale. Phase 1: in the “design and discovery” phase
• It is launched by a variety of actors, Four conditions are essential so that often caused by a crisis, the innovation
including research institutions, nongovernmental entities may develop strategy and process take shape
companies or independent organisations products, services and social and sustainable Phase 2: period of “mobilization” generating
• It focuses on innovation processes and innovative models on a wide scale: new structures and teams for the piloting
the way in which innovation and change of innovative ideas and the beginning of
fall into place • The demand for innovation generated implementation of innovations.
by real social needs –‘pull’ (the attraction Phase 3: innovation gets into the
It relies on new activities and forms of factor). “mainstream” when it becomes routine, as
cooperation (business models), especially • The supply of functional (and ideas and practices are consolidated.
the ones oriented towards a sustainable communicable) ideas – ‘push’ (the Phase 4: ‘integration’ – the value of
society. rejection factor). innovation increases; social innovation
• Connecting the two to the adequate may occur if your locality may repeat the
CONDITIONS FOR SOCIAL INNOVATION organizational form. innovation in other services.
TO DEVELOP • Permanent organizational capacity Phase 5: finally the ‘scaling’ – development
• Encouragement to learn and to adapt to the evolving in other localities, partnerships, promotion
• Facilitating connections, creativity and external environment of the solution, and transfer of knowledge
the generation of ideas and work methods, applying the solution to
• Cultivating local solutions PHASES OF SOCIAL INNOVATION other domains
• Creation of safe jobs LIFECYCLE An innovation will not automatically
• Investing in social innovation Conditions progress towards the next stage – in every
for social innovation to expand Phase 0: latent status, normally a period of phase of transition the process may fail or
low performance before the emergence of be cancelled.
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DRIVING FORCES AND CATALYSTS differently and require various accents
from the part of the future leaders of social
When a public service fails or is in a crisis, innovation.
the recognition of low performance is a
fundamental driving force for innovation.
External agencies such as the Audit
Committee or Ofsted may impose this to a
locality. Pressure may also come from the
large public, mass media or commerce.
Then, this identifies action by means of
the internal or external stakeholders.
The pressure for change is not a sufficient
condition for innovation.
A strong leadership is necessary to
initiate and to encourage a sensitive
organizational culture supporting risk
taking and creativity from the part of the top
management and the first line personnel.
Networks collaborate to facilitate
innovation. The capacity to mobilize
resources consolidates the change.
Reflective learning and public feedback help
maintaining the impulse.
In every phase, these factors interact
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Volunteer organisations
Social enterprises Private companies,
Charity organisations Workshops, Cooperatives Social CSR, Fair trade,
(e.g. trading companies organisations for profit,
Non-profit organisations protected units Credit unions entrepreneurship social banks
owned by NGOs) traditional businesses
Foundations, associations
Sustainability Social accountability
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SOCIAL INNOVATION ORGANISATION SOCIAL ECONOMY, SOCIAL Unlike social entrepreneurship, social
ENTREPRENEURSHIP AND SOCIAL economy aims to improve the life standard
Different forms of organisation for social INNOVATION and to offer new opportunities to the
innovation answer the following questions: disadvantaged persons or those who belong
1. Who are the direct beneficiaries of the Even if in the specter of organization type to vulnerable categories and not to obtain
activity? social innovation appears in all forms of profit.**
2. Is there any surplus and what happens organization, it starts from the need to
to it? innovate with the aim to ensure its own *http://success-romania.ro/economie-
3. What is the way of making decisions? sustainability and impact on beneficiaries sociala/antreprenoriat-social.htm
4. How is success measured? or from the need to be responsible actors ** http://www.ies.org.ro/ce-este-economia-
in society – in relation to the environment, sociala-1
Charity Private employees and consumers.
organisations companies Different forms converge both to provide
1.social mission 1.profit organization’s sustainability and to maximize
2.beneficiaries of 2.shareholders social impact thus reaching the fine border
charitable activity 3.surplus distributed to between social entrepreneurship and social
3.surplus reinvested shareholders
into the charitable 4.vote according to
economy.
activity interest in the company Social entrepreneurship, in its general
4.democratic vote, “an 5.success = profit meaning, is defined as the economic activity
individual, a vote” maximization oriented towards the solving of some
5.success = social issues of social nature and it brings profit
impact
reinvestment to the fore*.
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SOCIAL ECONOMY – A FIELD OF SOCIAL • Cooperatives set up under the Law SOCIAL ECONOMY IN ROMANIA –
INNOVATION 1/2005 or the Law 227/2007 STATISTIC DATA – MAIN ENTITIES
• Associations and foundations set up
If innovation in the forms specific to economy under G.O. 26/2000 1. NGOs
is a constant and a condition to provide • Mutual benefit societies set up under According to “Romania 2017. Sectorul
medium and long-term sustainability, in the Law 122/1996 or 540/2002 neguvernamental - profil, tendințe,
the forms specific to the domains related • Agricultural societies set up under provocari”* survey, at the end of 2005
to social impact (charity organisations, the Law 36/1991 - 70,194 associations, out of which 51.8%
environmental organizations, volunteer • Trading companies owned by the were active;
organizations etc.) this is a relatively new entities mentioned above - 16,613 foundations, out of which 32.7%
concept having mainly the same purpose – • Federations or unions of the were active;
to provide sustainability for the activity and organizations mentioned above - 1,195 federations and 649 unions, out of
to diversify the forms of solving the social which 48.3% were active, were registered in
issues identified. Romania.
Different forms combining social impact * http://www.mmuncii.ro/j33/images/
(as their main activity) with the economic Documente/Legislatie/L219-2015.pdf In 2015, the total patrimony of NGOs
activity have evolved over time from this last amounted to 16.7 billion lei, out of which
type of organizations thus giving birth to the 8.1 billion in fixed assets and 8.6 billion in
social economic sector. circulating assets.
In 2015 the number of jobs created by
In Romania, the following legal forms this sector was 99,774, with 68 % NGOs
are recognized as making part of this operating without any employee.
sector, under the Law on social economy Out of these, 13,117 people were employed
(L219/2015)*: in economic activities.
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2. Mutual benefit societies the relevant institutions may grant two types Several examples
According to “Romania 2017. Sectorul of certificates:
neguvernamental - profil, tendinte, Innovation in public services
provocari”* survey, 2677 Mutual Benefit - Social enterprise which is any of the Social entrepreneurship
Societies for employees and pensioners social economy entities meeting the criteria Open source
were registered at the end of 2005. related to democratic principles and the Online volunteering
In 2015, the total revenues of the two redistribution of profit/surplus Micro-financing
types of legal forms amounted to 619,654 - Social enterprise for social inclusion Socially accountable investment
(thousands) lei, with fixed assets of being the social enterprises that already Habitat conservation plans
4,963,480 thousands lei. employ individuals belonging to vulnerable
In 2005, the number of employees was categories in a proportion of at least 30% of
5,948 individuals. their total number of jobs.
The total number of members was
2,286,849 persons. Social marker represents the form of
certification of social enterprises for social
inclusion granted to them to obtain facilities,
* http://www.ies.org.ro/library/files/ under the legislation in force.
romania-2017.pdf The number of social enterprises and social
enterprises for social inclusion recognized at
national level is currently less than 50 due
Social economy in Romania. to the fact that the rules for implementation
Acknowledgment were published only as late as the end of
To acknowledge the contribution to the social 2016.
economy sector, under the Law 219/2015,
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METHODOLOGY
SOCIAL INNOVATION
Objective Defining the social innovation concept
Participants are randomly divided into 4 groups. Each group is given the task to talk and answer
one of the following questions:
1. What is social innovation?
Introduction
2. What is not social innovation?
3. What social innovation projects/businesses do you know of?
4. Why do we implement social innovation projects?
Materials Colored sheets of paper, markers
15 minutes for work

Time 5 minutes of presentation/team
30 minutes for processing
Participants perform a brainstorming exercise in their teams and designate a representative that
will make presentations in plenary. Subsequently, peers supplement the information. The other
Process teams may also supplement information.
Processing will target the definition of the social innovation concept. At the end conclusions shall
be drawn by the facilitator in plenary.
• How do we define the “social” component of the social innovation concept?
• How do we define the “innovation” component of the social innovation concept?
Processing • What are the advantages of involvement and implementation of social innovation
projects?
• What do social innovation projects solve? Who may benefit from this kind of activities?
The exercise is meant to clarify the social innovation concept and the two dimensions thereof:
“social” and “innovation”. Participants will obtain more information about the existing types of SI
Conclusions projects and their role.
If there are any difficulties in defining or conflicts in adopting a certain definition, you may leave
the question open in order to discover the concept during the learning process within the course.
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IDEATION EXERCISE
Obiectives Outlining and clarifying the project ideas they are going to develop within the course
Participants are asked to work by themselves to identify and outline a social innovation idea they
want to implement. They will describe:
- The general idea
- the target group
Introduction
- the domain
- the activity
- What is the social component?
- What is the innovation component?
Materials Colored sheets of paper, markers
Time 15 minutes
Participants will work by themselves by writing their ideas which are then presented in plenary.
1. If participants may subsequently work in groups, they will determine the common
elements in terms of “domain”, “target group” or the “activities” of their projects. A group will
Process
preferably have no more than 5 members.
2. If participants work by themselves, their ideas will be clarified and outlines with the help of
their peers.
• How did you consider this exercise?
• Is this the project idea you are going to work on during this course?
Processing
• Is the social component clear?
• Does your project idea have an innovative character?
This exercise aims to provide a clear starting point in the development of the social innovation
project.
Conclusions The project idea may be transformed as participants receive information during the course.
In case of group projects, attention must be paid to all participants’ agreement in terms of the
idea they will work on. This may be considered as an element within a learning exercise.
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DEFINING THE PROBLEM

Objectives Identification of the need/problem
Starting from the idea that the SI project answers the need of certain beneficiaries, community’s
need and implicitly participants’ need, we will first identify the common need of these entities.
For this purpose, each team will use VENN Diagram in order to identify and define the common
Introduction problem from which they start to develop this project.
Venn Diagram is a cognitive graphic organizer made up of at least two circles partially
overlapped. In the area where the circles overlap you will write the similarities, and in the free
areas you will write the dissimilarities between aspects, ideas or concepts.
Materials Flipchart sheets, markers
20 minutes – individual work
Time 30 minutes – Team Sharing
30 minutes – sharing and processing in plenary
Participants will work individually.. They will draw 3 concentric circles and identify the common
needs of the beneficiaries, the community and of them as future project coordinators.
Then, participants will share the results of this method in groups of 5. Groups may be made
Process
according to the domain of projects.
In the end, all participants will define in plenary a need/problem identified following this exercise.
VENN Diagrams may be posted on walls for their subsequent analysis by their peers.
• What is the problem that your social innovation project will solve/transform?
Processing
• Has the initial idea changed in any way?
This exercise will clarify and define the common need/problem of those involved (innovator,
community, beneficiaries).
Before developing the project idea, participants must have information about the seed from where
Conclusions
they start to develop their project.
Any other method for clarification may be used at this moment of the course (e.g. the problem
tree).
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BUSINESS MODEL CANVAS
Objectives Designing a general business plan
Business Model Canvas is a strategic entrepreneurial and management instrument. It is a practical
instrument facilitating understanding, debate, creativity and analysis.
Business Model Canvas is a starting model for the development of the new business models or for the
documentation of the existing ones. It is a visual plate with elements describing the value proposition,
Introduction
infrastructure, customers and company’s or product’s finances.
Participants are presented the BMC according to the explanatory sheet. They are invited to design the
project plan individually or in teams. We recommend writing your ideas on post-its in order to make
modifications during the course.
Materials Flipchart sheets, markers, post-its
45 min – individual/team work
Time
30 min – presentation in plenary
Participants work on their own BMC by writing their ideas on post-its. If BMC is completed by a team, the
members of this team have to debate on the ideas. Participants are reminded that this model is filled in
at first only in general terms and that they will improve and detail their ideas throughout the course when
Process they get more information.
If participants work by themselves, after the work period they will reunite in teams with the members
having a similar interest in order to present their BMCs. The questions asked in plenary will have a
clarifying role.
• How was the design process of your project plan?
• What new elements did you find out about your project?
Processing
• Which are the unclear aspects?
• Other clarifying questions
This exercise is essential for the Social Innovation course because it brings a general understanding of the
Conclusions main aspects that must be followed in such a project and opens the series of questions related to the topics
covered by this course (Marketing, Branding, financial administration etc.).
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PROBLEM TREE
1. Analysis of an existing situation
2. Identification of the key problems in context
Objectives
3. Visualization of problems in the form of diagrams/tree (cause-effect relation)
4. Turning problems into objectives
This instrument aims to identify a problem to solve or improve from which participants may start to identify
Introduction
solutions and an action plan for their future social innovation project.
Materials Colored sheets of paper, ball-point pens, felt pens
30 minutes – filling in the instrument
Time
30 minutes – introduction and processing
1.You start from the definition of problem, you must identify the major existing problems in a given
situation (brainstorming session), and you must pick up the main problem.
2.You must identify the direct and indirect causes of the problem, define the principal categories of possible
causes – for example, in the field of production we usually have the following categories of causes (“the
5 Ms”): workforce, methods, environment, machineries, and materials. The identification of all potential
causes will be carried out by using the brainstorming technique (real, possible, probable, potential causes).
3.In the upper part of the sheet you may identify the primary and secondary effects of this problem.
Process
After you have clarified this phase and answered all the questions participants may have regarding the
specificity of the problem, causes and effects identified, you will be explained how the problem tree may be
turned positively into the objective and solution tree.
1.Turn the problems classified in the problem tree into positive, desirable and achievable situations
2.Check the logic of the causality relation (means=> effects)
3.Rephrase, add or eliminate elements of the tree.
You will have to obtain a diagram similar to the one below.
• What is the problem that your social innovation project will solve/transform?
Processing • Has the initial idea changed in any way?
• Which are the project objectives and the estimated results of your project?
This instrument will clarify all the initial aspects that help you to design and achieve a project. It is one of
Conclusions
the most complete and broadest forms of analysis of the situation and identification of a solution.
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PROBLEM TREE OBJECTIVE TREE
SIDE SIDE IMPACT IMPACT

EFFECT EFFECT
EFFECT EFFECT RESULT RESULT
EFFECTS
PROBLEM GOAL
CAUSES
CAUSE CAUSE CAUSE OBJECTIVE OBJECTIVE OBJECTIVE
INDIRECT INDIRECT ACTIVITIES ACTIVITIES

CAUSE CAUSE
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MARKETING & BRANDING
INTRODUCTION TO NONPROFIT MARKETING
Marketing is the way in which nonprofit entities establish the needs of their
customers and donors. Just like in the case of lucrative organizations, nonprofit
marketing includes publicity, promotion, public relations and customer relationship
management. This course analyses the way in which nonprofit entities use marketing
to make their mission public and to obtain contributions in time and money. The
course also discusses marketing planning within the nonprofit organization.
Theoretical material created by Roger Horam and Roxana Ghita, European

Development Innovation Network, Scotland
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1.1. Definition and justification the organization for the chance to contribute entities do not need investments in
to its philanthropic activity. In some cases, marketing strategies, but this even brings
Nonprofit marketing has been defined the nonprofit organization sells products advantages to an organization for it to sell
as the use of marketing tactics to attain or services to sustain its social activity. Just efficiently. Nonprofit entities use marketing
the objectives and goals of nonprofit like in the case of lucrative marketing, the tactics to obtain economic growth, financing
organizations. Although publicity, public result is that the firm keeps the funds, while and prosperity. Without these things, the
relations and fund raising are examples the person holds the piece of information global mission of the nonprofit organization
of nonprofit marketing tactics, nonprofit according to which the organization uses is limited.
marketing also includes a wide variety his/her money to change the situation of
of other activities. Information collecting his/her cause. Target market
and processing to make decisions are A more practical definition of marketing that • Just like a lucrative company targets a
also components of nonprofit marketing. suites nonprofit entities is the “fulfillment certain audience by its marketing, the
Relationships with governments, committee of customers’ needs within organization’s nonprofit organization must proceed in
members, donor and volunteers make part objectives”. the same way. Nonprofit organizations
of nonprofit marketing. need to create an image of the person
The goal of marketing is to make the public who will most probably support them in
aware of a problem and to receive financial 1.2. Marketing strategic planning for their cause and to make promotion and
support from the public for a certain cause. nonprofit entities publicity materials for such target.
In general, the “customer” gives money to Some people might think that nonprofit
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Branding fund raising in the nonprofit world, be that advertise the fund raising events and the
It is vital for a nonprofit entity to have a brand. a discrete auction or a banquet where five communication services. The nonprofit
The brand is usually a logo, a phrase, a dishes are served to hundreds of potential entity must also rely on the media outlets
motto or an image identifying the group. The donors. Making alliances with other during events by inviting them directly. Local
aspect and content of al communications, nonprofit entities creates a mass of people media outlets must be on the address list
events, services, leadership, alliances or that become aware of the group’s objectives of a nonprofit entity for news bulletins and
organization’s headquarters illustrate the by simultaneously building the brand by other information messages.
brand of a nonprofit entity. The experiences means of other philanthropists. Moreover, Here is a detailed guide for the designing of
that customers have with the nonprofit networking is a highly efficient type of a marketing plan for your organization.
entities also lead to the global image of marketing for nonprofit entities as people
the organization. The brand allows donors, may spread the word about organization’s 1. Summary
supporters and customers to remember, goals. A complex summary of the marketing plan
to recognize and to trust the organization. as a whole and a paradox on paper: this is
This separates the nonprofit entity from the last section you should write, but it is
the similar organizations through identity Public relations the first section that must exist in the final
building. Nonprofit entities bring advantages to report. We recommend the summary to be
groups of people but they can be profitable as short as possible – only a few phrases
Offline practices for community as well. For this reason, public that may contain everything. While writing
The normal marketing practices used by a relations occupy a large part of marketing. it, you must know that you are going to
nonprofit organization include large or small The local press must know the story of the present it briefly. One you have finished it,
scale events, printed materials, alliances nonprofit entity and the new programmers read it in a loud voice. If it takes you more
and networking. Printed materials are very reaching the community. Nonprofit than ten seconds, this means you need to
important for educational and promotional entities must use newspaper accounts to cut it some more.
purposes. Events provide opportunities for share statistics, to provide images and to
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2. Problem • Organization’s local/regional/ • Weaknesses
This section must contain a short description national/international dimension • Market shares
of the services and/or products your
organization provides. Each description 3.2. Stakeholders’ analysis 3.4. Collaborators
shall include the objectives established for • Establish which special category of People and organizations that are essential
such service/product separately. Stick to the stakeholders you analyse: they might be for you to continue doing what you do:
number and complexity of your objectives beneficiaries, corporate donors, individual branches, stores, partners, distributors,
to maximum three per service/product and donors, the government etc. suppliers, etc.
bear in mind that they must be concise, • Identify and estimate the number
measurable and quite easily attainable. of stakeholders/parties advantaged by 3.5. PEST analysis
your organization/parties relevant to • Political and legislative environment
3. Situation analysis organization (e.g. What are the specific governance
This section contains an image of your • Identify the demographic data for problems of your organization? Is the political
organization, the structure of stakeholders stakeholders (age, social class, gender) context favorable to your organization?)
and the market, in general. • Value promoters (what precisely of • Economic environment
3.1. Organization analysis your products and/or services brings real • Social and cultural environment
• Organization’s long and short-term “value” to stakeholders?) • Technological environment (e.g. Are
objectives state-of-the-art technologies integrated
• The core of your organization (this 3.3. Competition analysis into your products/services? Have you
must concord with the mission and the • Position on the market (are your integrated new means of promotion of
statements regarding your vision) competitors fully involved on the market or your services/of collaboration with your
• Your organization’s culture analysis do they act only on certain segments? Is the supporters/beneficiaries etc.?)
• Organization’s strengths number of competitors low or high?)
• Organization’s weaknesses • Strengths
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of each segment/audience. • keep repeating this until you think

3.6. SWOT analysis Segments must be measurable, accessible, you identified all major segments
• The internal strengths of your different from other segments as an answer
organization (how does your unique to a marketing mix, sustainable (not to 5. Alternative marketing strategies
structure and/or team of employees to be change permanently), sufficiently large to Write details about any alternative that you
the best?) generate income and homogenous. or your team thought about before getting
• The internal weaknesses of your to the current strategy. They may include the
organization (in what domains does your The enumeration of segments in the elimination of a certain service or product,
unique structure and/or team of employees marketing plan must have a clear and the change of pricing for a service or product
have deficiencies?) predictable form such as the one given (as the case may be) etc.
• External opportunities of your below:
organization (what could you take advantage 6. The marketing strategy selected
of for your progress?) Name of segment/audience: Explain the strategy that you and your team
• External threats for your organization • description elaborated and agreed upon. Why did you
(what could threaten the survival of your • percentage of the global revenue choose this strategy? Why do you think it is
organization if you are not careful?) this segment represents the best strategy for the near future? Once
• what precisely this segment wishes you put it on paper, establish the 4P’s for
4. Market segmentation and needs each service/product. Each of them must
Each market has its own different segments/ • how this segment uses your service/ have at its turn 4P’s. You may follow the
target audiences. Understanding relevant product structure below:
segments for the services/products on the • what type of support this segment
market is important – they allow you to adjust must be provided Product/Service
the “marketing mix” (the “4 P” discussed • the best ways of making publicity • Branding/brand name
below) to better adapt to the different needs and communicating with this segment • Product’s expected quality
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• Scope each type? what types of publicity channels 1.3. Marketing mix design
• Warranty – TV, printed materials, online, etc. – are you Marketing mix is essential for the provision
• Packaging going to use?) of a new service, a campaign or a product
• Public relations making the object of fund raising. It plays
Price (as the case may be) • Promotional programmes a central role in the analysis of the existing
• Current price • Budget, including profitability product so as to ensure the efficiency thereof.
• Reductions threshold The definition that many traders learn when
• Group offer • Estimated results for this promotional they enter the industry is:
• Payment periods programme (impact on of stakeholders’
• Lease options (as the case may be) loyalty, attraction of new supporters etc.) Placing the right product in the right
place, for the right price, at the right
Location (distribution) 7. Short and long-term projections moment
• Distribution channels (you sell this This section must include the income and In 1964 Neil Borden, a professor of
service/product by yourself; you have expenditure forecasts, the analysis of the advertising at Harvard Business School, said
authorized an agency, etc.) profitability threshold and the changes or that making a product (asset, service, idea)
• Motivations regarding channels adjustments you estimate you are going to is the same as making a cake. Borden said
(what margins should your contractors do in future. that the secret resides in making sure you
expect, if any?) have all the necessary ingredients so that it
• Criteria for contractors’ assessment 8. Conclusion would be really good. He defined the four
• Locations This is an enlarged version of the summary. essential elements for the marketing mix,
• Logistics and supply chain You must include all specific figures also called sometimes the ‘four P’:
(estimated costs, income, profit etc.). Product
Promotion This means the product in itself, the quality,
• Publicity (what types? how much of characteristics and advantages it has. These
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must be defined from customer’s perspective depending on the desired quantities. or e-mail, by using specialized paid staff or
and you must have evidence that this is what Even the smallest nonprofit entity may be trained volunteers, etc.
customers really want, not what you think advertised in the local newspapers. Do
they need or should have. not forget about the importance of verbal Three additional P’s for service
advertising. It is known that 50% of client marketing
Price recruiting is made by word of mouth.
We are speaking about the price that the The four P’s represents a useful checklist
customer needs to pay. Sometimes this Place with the “things that need to be corrected”
seems useless in the case of nonprofit Place is where you distribute the product for for a physical object such as a wheelchair, an
entities, but it is wrong. You may have prices your customers. You may use a wide range adapted computer or a low-tech irrigation
for membership fees, service charges, of “places” for the advertising activities. For system. In case of nonprofit entities, just
products with a price for fund raising like instance, for fund raising you used direct like for commercial economy, services
for instance “4 pounds will help a person mail, radio and press commercials, street predominate.
from India see again” or “5 pounds for a and door to door collections, dinners for Marketing researchers Booms and Bitner
Christmas card pack”. It is highly important fund raising, the phone and face to face added these additional P’s to the marketing
to determine the correct price. promotion. mix for services.
Many of these are useful in making your
Promotion campaign, but you can also use direct • People
Product promotion is the way in which you actions such as taking banners to the town People means knowledge, skills and the
inform your customers that the product is hall and the organization of flash mobs or value of the people providing the service,
there, for example through advertising or more discrete methods such as petitions but also the customers and the way in which
public relations. and delegations. they interact, if the service is provided for a
Advertising is one of the most efficient ways, As for services, you may deliver them at group, such as an old people home.
but of course it may become expensive home or directly to people’s houses, by mail The knowledge, skills and value of service
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providers are essential for high quality. A make your customers think they receive a
service is provided and consumed at the high quality service. Poor physical evidence
same time, unlike physical objects whose will make them think that the service is
quality may be verified before getting to the unsatisfactory, even if this is a good one.
customer. For instance, it is difficult for the potential
Your staff and volunteers need training customer to fancy that the service will
courses and authorization to modify the be good if the advertising flier is written,
service on the spot (within certain limits), designed and printed in a manner that
if customers’ expectations are not met. leaves much to be desired.
If services are provided for groups, the
appurtenance of these groups must be • Procedures
analysed. If the groups contain persons Procedures means the phases the customer
having a wide range of needs, it is likely must go through like for instance how easy
that none of this may be met. it is to register for the respective service or
how easy they can pay for it, know about it
• Physical evidence or get a vegetarian meal.
Physical evidence refers to the means used An example of adequate customer-based
to promote and operate the service, as for procedure comes from RNIB Company,
example the quality of fliers, the aspect and one of the first charity organizations
state of cleanliness of the rehabilitation that introduced credit card payments via
centre. telephone. It is much easier for a blind
Services are quite abstract and it is difficult person to read the credit card number than
for the customers to appreciate real quality. to listen to a tape recorded invoice and then
Adequate physical evidence means to to write a cheque and mail the envelope.
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MODULE 2: INTRODUCTION TO Instead, it says “This is me. If you agree, if informed decision each time we buy cereals
BRANDING you like me, you can buy me, support me would be something awful; instead, it is
and recommend me to your friends.” easier to rely on a certain heuristic (“this
In this module we will present the definition Branding should precede and sustain any brand is more familiar to me”). In brief,
and importance of branding. This module marketing effort. Branding does not mean brands are a sort of shortcuts, and our brain
will help you understand what a brand is to push but to pull. loves shortcuts.
and is not and how to use branding for your
advantage. 2.2. Why should social innovators invest Research studies have shown that:
• What is branding? in the creation of a brand? • 53% of consumers would pay a 10%
• Why should social innovators invest The brands in the social sector are more bonus for a product manufactured in a
in the creation of a brand? than logos on annual reports, they are responsible manner.
• Components of a successful brand instruments that generate impact. • 92% of the Y generation thinks that
• What are the advantages of branding? Brands should be in the social sector – as “business should be measured by more
they have been for a long time in the private things than just by profit” as compared to
2.1. What is branding? sector – a strategic asset to attain the desired 71% of business leaders.
Branding means to express the truth or the results. And this happens because brands Thus, consumers care about ethics or the
essential value of an organization, of a play a major role in behaviour orientation. social recommendation of a brand, but
product or service. It means to communicate They have been designed as behavioral only for products having a low degree of
the characteristics, values and attributes that devices so that the making of decisions differentiation – this is why the product
clarify what a certain brand is and is not. and the taking of measures should be categories such as bottled water are
A brand will encourage anyone to buy a less difficult from the cognitive viewpoint overwhelmed by brands related to charity.
product or directly support the sales or for the consumers. We make most of our On the contrary, in case of the very
marketing activities carried out, but the decisions in contexts where time is short specialized categories, such as electronic or
brand does not explicitly say “buy me”. and information is incomplete. Making an cosmetic products, social recommendations
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matter very little for the final consumer what each organization does, therefore to money may be put to good use, be that your
who buys on the basis of functionality and be different you must be very clear. organization is rooted into a rich tradition
efficiency. An important lesson for those or new ideas or that it was set up as an
among us who promote social change is Start with your mission – is it easy for people to answer to some basic needs or the global
the orientation towards adequate brands – understand what you do? Does your mission demand. The fact of having a strong board
the fact of being ethical will produce more inspire enough people in order to have a of directors establishing the direction for
tangible results for some products than for large long-term sustainable support? Do your organization and answering for results
others. you have an achievable objective for success represents a step in building credibility into
that may attract people’s imagination? your nonprofit entity so that it may honour
2.3. Components of a successful brand For example, the praiseworthy ambition its promise.
Three components create a brand: to improve education offers few means to
differentiation, credibility and sincerity. By measure success. On the other hand, “a Sincerity
evaluating your organization’s strengths in computer in every classroom” is an irresistible The third ingredient of an efficient brand is
each domain, you may start to understand promise that stirs people’s imagination and to make people identify and care for your
how you can build, communicate and makes them see your mission as fulfilled. cause. Successful organizations know they
transmit the value of your brand. must go beyond the support given by the
Credibility people who are directly affected by the
Differentiation Before somebody makes an online donation problem tormenting them so as to draw
Even if it is tempting to turn passion or offers himself/herself as a volunteer, the a larger audience. By speaking honestly
into action, first you need to make your respective person must believe that your about the challenges you may encounter
nonprofit entity differentiate from other organization has the capacity to keep its and the experience you have in solving
organizations carrying out the same activity. promise. Your members and donors want to the problem, you make people trust your
The commoner is overwhelmed by demands know that you are trustworthy and that you organization and finally offer their time and
and they become confuse in relation to have solid managerial practices so that their donate money.
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2.4. What are the advantages of good into your news bulletin and everything Pride
branding? they might say. You want the community to This may look superficial, but it not that way.
have the same strong feelings you have in A good brand creates unite and a sense of
A nonprofit entity without a brand might relation to your mission, and a good brand pride that makes your thinkers and workers
manage itself in the world, which is quite is exactly what makes this thing possible. have better ideas and work more. It brings a
important – but a nonprofit entity with a strong feeling of morality that reinforces the
solid brand may manage itself even better Donors fact that your mission is important and that
and may leave a sustainable image due to It may bother you but the fact is that you you are exactly the people necessary for the
the following factors: compete with other nonprofit entities for fulfillment thereof. A good brand unifies the
donations and the people making them. At mind, hands and heart for a noble purpose.
Connectivity the same time you compete for the attention The people behind a nonprofit entity are
A good brand connects the staff of an and emotional investment mentioned important, and a solid brand brings them
organization, the committee members above. A good brand presents exactly together behind the mission with a strong
and the basic thinkers to donors and the what an organization does better than its feeling of pride.
community. It establishes the trust in the competitors. A strong brand allows donors “Brand” is not an ugly word when used
exterior world and creates a string feeling of to see you not only as an important mission, for nonprofit entities. Instead of being
harmonization between the internal values but also a strong group of united people something we frown at, a good and positive
of the brand and the way in which it behaves. behind that mission. This proves them that brand may take a nonprofit entity to the
It builds a strong emotional connection with you mean more than words and intention – next level in the pursuit of its mission.
donors, volunteers and those who work for you are a fully operational community with A brand is not a set of words and images – a
the nonprofit entity. objectives and concrete means to attain brand represents you, your mission and the
The emotional connection is much stronger them. impact you hope you will have on the world.
than a simple financial connection – imagine
each person of your address list involved
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2.5. What are some of the well-known 2.6. How to design your brand Identify a unique feature of your brand
nonprofit brands? Find 3 main attributes that define your brand
In this module we will present the procedure such as ‘innovative’, ‘ethical’ and ‘honest’.
What makes them be famous? for the design of a brand from market Write down a list of attributes describing
• The clear idea of what they are analysis to brand design. your organization and services and select 3
• They are disciplined and focused attributes that tightly harmonize with your
• They say interesting stories Market analysis objectives and values, and the products/
• They are harmonized at internal and To develop a good brand, research is highly services you are going to provide, and make
external level important. You will have: sure that they are relevant for the target
• Stakeholders have instruments and • To identify the target audience – who market.
transmission space are those we want to reach at? To start
• They permanently fulfill or exceed designing a brand concept, first you must Develop the brand idea
expectations look outside. The more you know about how By using the 3 attributes you identified
the target market behaves and the needs it above, you may develop the brand idea that
You may read about them here: has, the better you may model your supply may reflect both the organization and the
to answer the requirements thereof. target audience. You may use mood boards
WWF: http://www.wwf.org.uk/ • To analyse the current services – what to visualize you brand idea. A mood board
Amnesty International: do the others in this sector do? You do not is an instrument helping you to situate your
https://www.amnesty.org.uk/ want to set up a nonprofit organization brand idea on a visual level and to guide
Cancer Research UK: (NPO) only to compete with another one. the development thereof by not deviating
http://www.cancerresearchuk.org/ You must work in partnership in the third from the brand idea selected, once you
sector so as to generate a major positive have started implementing the brand.
impact.
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The simplest way to create a mood board

is to use cutouts of images representing an Brand design
aspect of your brand in a certain way. The After having formulated the brand idea,
completed mood board may also serve to you may round into form your “story” and
the creation of new ideas or brand changes build your graphic identity. This refers to the
that you might have not discovered if you elaboration of the Main message and Main
had made the brand only in writing. identity – the global aspect and your logo.
The next step in the elaboration of brand Give a name to our brand. Pick up a name that
idea is positioning. By means of the unique reflects positioning, what differentiates you
attributes identified and the mood board as and what creates an emotional connection
a source of inspiration, now it is the time to to the target audience. Design your brand
formulate your brand positioning. Positioning by using images, colours, symbols and
represents both brand significance and assemblies among other things. You may
what it wishes to be. Any positioning must wish to resort to a designer if you want your
equally refer to the emotional values and logo be perfect from the very beginning.
the reasonable advantages of the brand.
Positioning must be made in 3 paragraphs
at most.
Here is one example of positioning made by
Greenpeace:
“Greenpeace exists because this fragile
Earth needs a voice. It needs solutions. It
needs change. It needs action. Donate!
Sign up! Get involved!”
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MODULE 3: INTRODUCTION TO SOCIAL means that there is no other time than form of a report.
MEDIA present to create or remake your strategy Immediately you know who is already
regarding social media. watching you online, you may try to talk to
The dictionary definition is “websites and Specific Hashtag and by participation to offline supporters to get further information
applications allowing users to create and the online campaigns triggered by social about what interest them when they support
share contents or to participate to social aspects your cause.
networking”. Michelle Chmielewski from You may create multiple persons that
Synthesio defines social media as being 3. Identify your target audience represent supporters in different groups:
“not only what does or says each of us, but We recommend that nonprofit entities should you must make up the base of volunteers,
what we do or say together in the whole look for audience representatives that are the management and coordination group,
world so as to communicate in all directions representations of your ideal supporters donors and others.
at anytime via any possible (digital) means”. based on a combination of demographic
Nonprofit organizations have become data and information about the individual 4. Select adequate networks
more and more social in the last decade by members of the target audience. After having identified the target audience,
cultivating either a dedicated Facebook or To find out the demographic structure of the study the demographic data of the social
by opening ways with new networks such as current social media, you can use analyses media to find out where they are active online
Snapchat. of the locals on platforms such as Twitter and and focus your efforts on those networks. If
Social media are useful to make new Facebook or you may use an instrument for you have a limited period of time to surf the
online connections with people in order to social media management. When you start social networks – and who does not have a
promote your brand and to discuss with using a free trial version of Sprout Social limited time – do not worry about adopting
your community. software and you connect your profiles, any network coming up. Do an excellent
Social media represent an opportunity to the demographic data of the audience will job on two or three networks having a high
tell your story, to get into contact with your start to appear and you will see them on potential to reach your audience instead of
supporters and to obtain results – what the dashboard or you can export then in the doing a worse job on five networks.
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To give you an idea about the most media that you can repeat periodically, such or address list.
popular networks among nonprofit entities, as volunteers’ spotlights, customers’ stories
Facebook remains number 1 with 96% of and practical presentations. • Frequency of posts
nonprofit communicators being in top three Drawing up a calendar of the contents
social communication sites; Twitter and • Types of content posted via social media will help you plan
YouTube occupy the second and third places, From images and graphic materials to beforehand the posts made via social media.
according to the Report on communication short video presentations and texts, your
trends for nonprofit entities in 2015. organization should have a variety of posts
on its networks. The visual content may 6. Obtaining participation
5. Elaborate a content strategy often trigger emotional attitudes in a way in You must build a road before being able to
When you elaborate a content strategy, which words could not do it by themselves. travel to your destination. In our case, the
focus on telling stories that transmit your There is a multitude of free instruments for road represents the 4 basic strategies on
message. the creation of images that may help you social media that your organization may use
create wonderful graphic materials and you in its initiatives regarding the social media.
• What is to be shared should not be afraid of retouching very well They are the 4E’s of social media:
Start by analyzing the posts in the past each image. Taking photos and making • Education – enriching the knowledge
to see what went well and what types of short video materials on your phone will of the target audience with information and
content makes the ones watching you to get help you share special moments from events resources so that they may understand you
involved. Do not be afraid to ask supporters and those types of posts may give the ones better.
what kind of stories they would like to see watching you a relevant image from the • Entertainment – creation of funny,
from the part of your organization. You may backstage of your organization. attractive and memorable contents that
collect this information personally, via e-mail Since each post does not require a link, allow your audience to associate the
survey or by questions asked via social media. social media may be a useful tool for image or the message to your brand or
Develop content categories for the social guiding people towards your website, blog organization.
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• Engagement – community’s It is important that your initiative regarding uses-facebook-to-drive-change.html
involvement through the recognition of the the social media have an adequate set of
presence and contributions thereof. indicators or measures that may tell you how Other resources for trainers
• Empowerment – authorizing the you are getting on at any moment. Nathan
target community to play an active role in Gilliatt from Social Target LLC classifies IDEA framework for a nonprofit brand
what you do. measures into 4 distinct categories: http://ssir.org/articles/entry/the_role_of_
• Measuring public relations/media – brand_in_the_nonprofit_sector
Engagement must be a priority knowing social media are considered as means that
the limited period of time we can spend help you get to your audience Basic elements of branding
on social networks. Answer the questions, • Measuring oral communications – h t t p : / / w w w. e n t r e p r e n e u r. c o m /
comments and posts addressed to your social media are seen as online interactions article/77408
organization and look for hashtags to see between people.
the new conversations you may join in. • Web analysis – interested in people’s Branding for nonprofit organization
while your tone might be more formal in use models both for audience and customers. http://www.pgresources.com/articles/
terms of other markets, social media are a • Opinion research – use of online branding-for-the-nonpofit-organization/
very good instrument to cultivate a personal opinions as the largest target group in the
voice of the brand that helps supporters feel world Introduction to marketing
they are connected. https://www.coursera.org/learn/wharton-
3.2. UNICEF case study marketing
7. Monitoring and measuring your Reading for home: UNICEF case study: Cum
results foloseste o entitate nonprofit Facebook-ul Free online courses on social media with
From day one you must follow the activities pentru a aduce schimbare. Hootsuite
afferent to social media to make sure that http://savvypanda.com/blog/beginner- https://hootsuite.com/en-gb/podium
you are heading towards your objectives. level/unicef-case-study-how-a-nonprofit-
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METHODOLOGY
MARKETING MIX
Objectives Designing an incipient marketing mix for the social innovation idea
After the input received from the Marketing expert, participants will have the theoretical
information to design the marketing mix by taking into account the following aspects:
• Product
• Price
• Promotion
• Location
Introduction
• People
• Physical proof
• Procedures
Therefore, participants will work by themselves or in teams to design this plan. The presentation
of a model and the discussion of the unclear elements of what the marketing mix means mat be
useful.
Materials Flipchart sheets, markers
Time 45 minutes – individually or in teams
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Participants are given instructions and supplementary questions:
- What service do you provide? What product do you sell?
- What is the price that you will charge?
- How, where and when are you going to promote or advertise it?
- Where will you carry out your activity?
- How will you recruit and train the people, namely your staff?
Process - What physical proofs of quality will you have?
- What procedures will you elaborate to facilitate the management and the relationships with your
suppliers, funders, audience?
- What will be the philosophy that you will adopt?
After having completed this task, participants will present in plenary the results of their activity. Peers will
give feedback. It is ideal that the expert should be present in this phase in order to provide support and
informed feedback.
• How was the design process of the marketing mix?
Processing • Do you have any unclear elements in this phase?
This phase is necessary to understand the concept of marketing applied to the project idea. If time allows
Conclusions
it, participants may also work on the design of the marketing plan.
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BRANDING AND SOCIAL MEDIA

1. Application of the branding principles in the design of a logo for the project idea
Objectives
2. Understanding the principles of social innovation promotion in social media
After the input of the Branding specialist, participants will be given the task of designing a logo/
key message to promote their project. This logo may be drawn, created virtually or described.
Participants will also be asked to create a promotion message for the course they are participating
Introduction
to and of their own project idea to be transmitted in the online environment within this session.
The message will be associated to the logo or it will be independent, the envisaged result being
the observation and understanding of the promotion principles specific to the online environment.
Materials Paper sheets, crayons, felt pens, laptops/tablets/smart phones
1 hour –individual or team work
Time
30 minutes – online and in plenary feedback
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After participants have designed their logo/key message to be sent via the social media, they will choose
their favorite channel (Facebook, Twitter, Snapchat etc.) and post it.
Process Peers will give their feedback and comments.
In the end, together with the Branding expert you will analyse participants’ designs and posts by following
the questions below.
• How was the logo design process? Do you need a specialist?
• How did you formulate your message?
Processing • What impact did it have within a short time interval?
• Who was the message for?
• What could you have done differently to be successful?
During this exercise, participants may become aware of the need for a brand design specialist for the
social innovation project and of the importance to have basic information in the field before resorting to an
expert.
Conclusions The use of social media in a professional manner may be an ideal form of promotion that may bring
success to your project.
At the end of the day participants may review the BMC after they have gathered new information and
awareness.
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LEGAL ADMINISTRATION
LEGAL FORMS – GENERAL PRESENTATION
You need to choose a legal form for your business. This form will define the legal
responsibilities, such as:
• what authorities you need to notify in terms of the existence of your company
• the taxes and social insurances you must pay
• the records and bookkeeping you must keep
• financial liability, if your company is in trouble
• the ways in which your company may obtain funds
• the way in which the management makes decision regarding the company
You may modify the legal form of your business after setting it up, if you consider
that another legal form suits you better.
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1. SETTING UP A LLC (LIMITED LIABILITY 2. CHOOSING THE SPACE 3. CHOOSING YOUR BUSINESS
COMPANY) PARTNERS
• The company needs a space where it
1. Reservation of the name may establish its registered office. • A LLC may have between 1 and 50
business partners (i.e. persons who belong
• You may choose 3 different names for • Once you have picked up the space, to the company)
your company out of which you will you must conclude a commodatum • If you want to be a sole shareholder, you
finally pick 1. agreement/lease contract. can do that only in a company.
• Reservation is made at national level. • Commodatum agreement - free of

charge
• It is valid for 90 days and may be ! Pay attention to the things recorded
extended. • Lease contract - there is a monthly rent on your tax offence record – if you
have any offences recorded on
• It may be made over the counter or • If you do not have a registered office your tax offence record you cannot
on www.portal.onrc.ro and it is free of yet, you may establish your office at a be a business partner.
charge. lawyer’s office for a 1-year period.
•
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4. CHOOSING THE ADMINISTRATOR

NACE codes represent a set of 4
• The administrator is the person represent- ! If the administrator is also a figures showing the activities you
ing the company in its relationship with the business partner, they will submit 2 want to carry out in the company
persons that do not belong to it (authorities, statements. – for instance: NACE code 5610:
banks, trade partners etc.) Restaurants.
• You may have 1 or more administrators.

6. SPECIMEN SIGNATURE 8. OPENING THE BANK ACCOUNT
• The administrator may be one of the busi-
ness partners or a person completely alien • The administrator shall give a specimen • With the reservation of the name and the
to the company. signature before the notary public/ONRC. memorandum of association in hand, the
administrator/business partners/authorized
7. DRAFTING THE MEMORANDUM OF person shall go to the bank to submit com-
5. STATEMENTS ASSOCIATION pany’s share capital.
• The minimum share capital is 200 RON.
• The business partners shall submit state- • You must include here the NACE codes,
ments showing that they meet the condi- the shares, their distribution and the previ- • Each share must have the minimum value
tions to be partners within the society. ous information. of 10 RON.
• The administrator shall do the same.
• These statements must be certified by a • It may be signed by the business part- • 200 RON/10 RON = 20 shares (at least)
lawyer, legalized by a notary public or sub- ner(s), certified by the lawyer or drafted by
mitted to ONRC. ONRC. • Each business partner shall have at least
1 share.
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9. COLLECTING ALL THE DOCUMENTS Particularities: Business partners
• Collect all the documents above and all Space • The sole shareholder may also be compa-
the identity cards. ny’s administrator.
• If several companies share the same
• Fill in the registration form, declaration space, you need to give a non-overlapping • The administrator may be elected for a
template 2, the fiscal vector and the petition declaration before the notary public. limited or unlimited period of time.
to ANAF for the registered office (you can
find them on www.onrc.ro). • Or you may divide the space into rooms. • A sole shareholder in a company can no
longer be a sole shareholder in other com-
• Put them into a file and number them in • If you choose to establish your office for 1 pany; they can be only regular sharehold-
the reverse order. year at a lawyer’s office, you cannot register ers.
yourself as a VAT payer.
10. SUBMIT THE DOCUMENTS AT ONRC
! DO NOT forget to AUTHORIZE
• Take the file together with a copy of busi- Neighbors’ agreement the activities you want to carry out;
ness partners’ and administrators’ identity otherwise the revenues obtained
cards and submit the documents at ONRC. • For setting up purposes you need neigh- from them may be confiscated!
bors’ agreement, especially if you live in a
• Or you may submit them online, if you block of flats – there is a standard form.
have an electronic signature. Time: 3 days since the submission of the
• If the block of flats is not a lodgers’ asso- filled in documents at the Trade Register.
ciation, you must give a statement in this
respect.
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SETTING UP A SEP (SELF-EMPLOYED 2. CHOOSING THE SPACE 3. SPECIMEN SIGNATURE

PERSON)
• The company needs a space where it may • The Self-Employed Person must give
SEPs are not companies but they are tightly establish its registered office. a specimen signature before the notary
connected to the person setting them up who public/ONRC.
must have certain qualities (certificates). • Once you have picked up the space, you
must conclude a commodatum agreement/ Particularities
1. RESERVATION OF THE NAME lease contract.
• Supporting documents attesting the
• You may choose 3 different names out of • Commodatum agreement - free of charge professional qualification of the person
which you will finally pick 1 – names will be in the respective field (certificates) may
made up of the name of the person who • Lease contract - there is a monthly rent be requested.
sets up the SEP (i.e. Gheorghe Popescu –
Self-Employed Person) • Only the persons who are citizens of a
! You CANNOT establish your EU member state or SEE may set up SEPs.
• Reservation is made at national level. registered office at a lawyer’s office
for a 1-year period. • Time: 3 days since the submission of the
• It is valid for 90 days and may be extended. ! You do not need neighbors’ filled in documents at the Trade Register.
agreement.
• It may be made over the counter or on
www.portal.onrc.ro and it is free of charge.
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SETTING UP AN ASSOCIATION
! You cannot use names that may ! You CANNOT establish your
1. RESERVATION OF THE NAME remind us of authorities and public registered office at a lawyer’s office
institutions such as “guard”, “insti- for a 1-year period.
• Reservation shall be made at the Ministry tution”, “commissariat”, “inspec- ! If the commodatum agreement/
of Justice. torate”, “police”, “gendarmerie” lease contract specifies that the
etc. or names related to judges, association does not carry out its
• It is issued within 5 days since submission. prosecutors, notaries public etc. activity at that registered office, you
do not need neighbors’ agreement.
• It costs 36 lei and is valid for 6 months. Otherwise, you must get neighbors’
2. CHOOSING THE SPACE agreement for setting up purposes.
• The association needs a space where it

! The names of associations may establish its registered office.
containing the words “national”, 3. CHOOSING THE FOUNDERS
“Romanian” and other derivates • Once you have picked up the space, you
shall be approved beforehand must conclude a commodatum agreement/ • 3 individuals are necessary to set up an
by the General Secretariat of the lease contract. association
Government, and the procedure
may last about 20 days. • Commodatum agreement - free of charge
• Lease contract - there is a monthly rent
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4. DRAFTING THE DOCUMENTS 6. TAX OFFENCE RECORDS in 30 days since the setting up
Time: about 40-60 days.
• You need to draft the statute and the • Founders must be “clean” Costs: about 500 lei (without lawyer’s hon-
memorandum of association orary pay)
• They are valid for 30 days since the date
• These will regulate the way in which your of issue.
association operates, its vision and the goal
for which it has been set up • They may be obtained immediately from
any ANAF branch.
• These documents shall mandatorily be
certified by a lawyer or authenticated by a Varia
notary public
• The setting up of an association keeps to
5. PATRIMONY the competence of the first instance court
where association’s office is.
• With the reservation of the name, the
memorandum of association and the stat- • After the court has ruled on the setting
ute in hand, the president/founder/autho- up of the association, you must legalize the
rized person shall go to the bank to submit hearing report (at least 4) and the certificate
Association’s patrimony. of registration in R.A.F. (register of associa-
tions and foundations).
• This shall be at least 200 LEI.
• Do not forget that you must get the C.I.F.
(tax registration certificate) from ANAF with-
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SOCIAL ECONOMY The main goal of the social economy, as • the democratic control exercised by the
compared to the goal of the market econ- organization/enterprise members;
Social economy (also called “joint econo- omy, is not the obtaining of profit, but the • voluntary and open adhesion;
my” or “the third sector”) has developed out improvement of the life standard and the • management autonomy and indepen-
of the need to find innovatory solutions to provision of new opportunities to the disad- dence in relation to the public authorities;
some social, economic or environmental is- vantaged people or the ones belonging to • allocation of the largest part of surplus to
sues of the communities and to answer the vulnerable categories. attain the objectives of sustainable develop-
needs of the community members that are Social economy gives priority to an enter- ment and provisions of services to the mem-
ignored or insufficiently covered by the pub- prise model (social economy enterprise)* bers in accordance with the general interest.
lic or private sector. that is not characterized by sizes or the sec-
tors where it carries out its activity, but by Social economy enterprises also play an im-
Social economy includes diverse organisa- the observance of some common values portant role in the support of the objectives
tion and/or legal forms such as coopera- among which: established by governmental policies as fol-
tives, mutual benefit societies, associations, lows:
foundations, etc. • the supremacy of participation of the so- • they help increase productivity and com-
although there are differences from one cial actors, the person and the social objec- petitiveness;
country to another, all over the European tives over the share capital; • they contribute to the development of an
Union there are comparable entities having inclusive and participative society;
the same characteristics, even if they are • the defense and implementation of the • they encourage and authorize the com-
not described as making part of the “social solidarity and accountability principles; munity members to participate to the solv-
economy” and are not legally regulated in ing of some local problems;
all member states. • the communion between the interests of •they offer a new way of public service pro-
members and the general interest; vision.
•they offer a new way of public service pro-
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Law no. 219/2015 published in the

Official Journal no. 561/2015 defines
social economy as the activities organized
SECTOR PUBLIC independently from the public sector
Public sector – owned whose goal is to serve the general interest,
and/or administered by
the state, local, county,
the interests of a collectivity and/or non-
PR
regional, national or patrimonial personal interests through the
O
increase of employment of the individuals
FIT
belonging to vulnerable groups and/or
AN
ITY
the production and supply of goods, the

provision of services and/or the execution
L
D
UA
of works.
EF
EQ
Social economy relies on the private
FIC
volunteer and joint initiative, with a high
IEN
level of autonomy and accountability, as
CY
well as the limited distribution of profit to
associates.
Social enterprises accepted under the

law may be 1st level cooperative societies,
SOCIAL ECONOMY PRIVATE SECTOR
credit unions, associations and foundations,
cooperatives, mutual benefit trading companies – owned
societies, associations, by one or more shareholders mutual benefit societies for employees,
foundations (multinational companies, mutual benefit societies for the retired
large companies, SMEs)
persons, agricultural companies, and any
RECIPROCITY AND SOLIDARITY
398
other categories of legal persons that • the setting up of information and employment agency, and by that of the
comply, according to the legal setting up and counseling centres in the field of social municipality of Bucharest, respectively
organization documents, with the definition economy. through the social economy department.
and principles of social economy provided
in this law. Social enterprise The certificate is issued for a 5-year period
The statute of social enterprise is recognized with the possibility of extension, if they bring
Central and local public administration though the granting of a social enterprise evidence that the conditions that lay at the
authorities may, under the law, support the certificate on request of the entitled legal bottom of granting thereof are met.
social economy activities by: persons on the basis of the setting up and
• recognizing the role of social enterprises operation documents. Social enterprise for social inclusion
through the granting of the social enterprise The certificate is granted to those social The social enterprise for social inclusion
certificate ; enterprises which: is the social enterprise that:
• recognizing the role of the social • operate for a social goal and/or to the • permanently has at least 30% of its
enterprises for social inclusion through the general interest of the community; employer personnel belonging to vulnerable
granting of the social marker; • allocate at least 90% of their profit to the groups, so that the cumulated work time of
• the development of mechanisms for social goal and the statutory reserve; these employees should represent at least
the support of social enterprises for social • undertake to deliver the assets left 30% of the entire work time of all employees;
inclusion; following liquidation to one or more social • aims to fight against exclusion,
• the promotion and support of the human enterprises; discriminations and unemployment through
resource development in the field of social • apply the social equity principle in relation the socio-professional inclusion of the
economy; to employees thus providing equitable disfavored persons.
• participating to social economy activities payment levels between which differences The social enterprises for social inclusion
through collaboration in different forms, exceeding the 1 to 8 ratio cannot exist. shall provide accompanying measures for
under the law; The certificate is issued by the County the employees belonging to vulnerable
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Accompanying measures may be the of the social marker comprising the Financing the social enterprises for
provision of information, counseling, and certificate attesting the statute of social social inclusion
the access to professional training forms, enterprise for social inclusion valid for 3 Social enterprises for social inclusion may
the adaptation of the workplace to person’s years since the date of issue, as well as a take part in the public procurement
capacity, rendering the workplace accessible specific element of visual identity that must offers in special conditions that follow the
according to individual’s needs as well as be applied to all the products made or the obtaining of some effects of social order
other measures that may support the social works executed or the documents attesting that must be achieved by the economic
and professional inclusion. the provision of a service. The social operators to fulfill the contract.
To provide the accompanying measures, enterprises for social inclusion may obtain Social enterprises for social inclusion may,
social enterprises for social inclusion their social marker and register in the Social under the law, enjoy of the following
collaborate with the social service public enterprise register free of charge. facilities from the part of the local public
agencies at county and local level, The procedures for certification and administration authorities:
the employment agencies, the centres granting of the social marker, of the specific • allocation of spaces and/or lands
providing integrated services of medical, element of visual identity, and the procedures belonging to the public property of the
psychological and social support for drug regarding the drafting of the Annual social administrative-territorial units/subdivisions,
consumers and drug addicts, with specialists report on the activity carried out as well as in compliance with the provisions of the Law
in fields such as psychology, social care, the conditions for suspension, withdrawal of local public administration no. 215/2001,
addictions, pedagogy, professional training, or cancellation of the social marker are as republished with the subsequent
employment, medicine, labour medicine, regulated by the methodological norms for amendments and supplementations, for the
and social economy. the implementation of this law. carrying out of the activities for which the
social marker was granted;
Social marker • support for the promotion of the products
The statute of social enterprise for social manufactured and/or supplied, the services
inclusion is certified through the granting provided or the works executed within the
400
community as well as the identification of up and development of microenterprises
some market for the sale thereof; in the field of social economy.
• support for the promotion of tourism and
the activities related to it through the putting http://legestart.ro/ce-retinem-din-legea-
of the local historical and cultural patrimony economiei-sociale-privind-intreprinderile-
to good use; sociale/
• other facilities and tax exemptions granted
by the local public administration authorities
under the law.
Social enterprises for social inclusion
employing young people facing the risk
of social marginalization are considered
as employers for social inclusion and they
enjoy the facilities provided by the Law no.
76/2002 for this category of employers.
Social enterprises for social inclusion
may enjoy support measures such as
the state aid that will be approved by
specific documents, in compliance with the
community and national provisions in terms
of state aid.
Social enterprises and social enterprises for
social inclusion may benefit each year from
the programme stimulating the setting
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FINANCIAL ADMINISTRATION
FINANCIAL MANAGEMENT OF THE others. We will also give other relevant BANK ACCOUNTS
ENTERPRISE information sources;
Here are some detailed information • Commercial planning – this must be the One of the most important decision
regarding a range of financial and central activity of the board of directors factors when we open an account is the
commercial issues, including the financial or administrators, and your organization COST. We must know there are fixed
liabilities of charity organization, and how to will see the advantages of a clear costs (management commission, etc.) and
plan your business as profitably as possible. planning and identification of objectives; variable costs that differ according to the
• Organizational development – is the volume of activity we have. We must be
• Bank accounts – there are many thinks to name given to the interventions that want aware of the commission charged by the
take into consideration when choosing a to support progress and transformation bank for the receipts we have, the payments
bank account; of an organization, like for instance we make, the cash withdrawals etc.
• Accounting and financial reporting for quality and performance improvement;
a charity organization – discover the • Transactions – transactions represent Another equally important aspect is the
best approach for bookkeeping and an important source of financing for the safety provided by the bank. Thus, you must
reporting, when you do need an auditor third sector, but they may expose your pay attention to certain elements such as
and many others; organization to risks. Before making bank’s share capital, the deposit portfolio,
• Taxes & VAT – important information a decision to trade you must answer bank’s place in the bank ranking, etc.
related to VAT, corporate tax, surplus tax, a number of questions and receive
local taxes, professional rates and many guidance.
402
Other details such as bank’s coverage statements since the closure of the fiscal relaxed taxation, a NGO’s reporting must
area or the response time to problems year shall be: be treated carefully and seriously. Having a
etc. must also be taken into consideration. shorter deadline for submission than a LLC/
• 120 days for a NGO; JSC, the documents must also be filled in
Accounting and financial reporting and signed by a chartered accountant.
Accounting and financial reporting or a • 150 days for a LLC or LLC-D.
company’s financial statements consist in: Mention must be made of the fact that a SEP
Financial statements rely on the trial balance does not need to submit a balance sheet.
• balance sheet; and they must reflect company’s real image.
In these financial statements interested
• profit and loss account; parties (such as potential investors,
creditors, employees etc.) may find out the
• informative data; most important details about the economic
situation of a company, its solvability,
• non-current assets situation. information related to turnover, company’s
debts as well as details about patrimony
They reflect company’s half-year or annual and its liability limit before the third parties.
activity. Although from the viewpoint of reporting
The deadline for the submission of financial to state’s authorities a NGO enjoys a more
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TAXES & VAT There are also activities that are exempted may carry out its activity without paying VAT
from VAT payment. until the company has a turnover of 65,000
When setting up a company, be it a NGO, Among these there are the medical services, Euros in a fiscal year (the equivalent of
LLC, LLC-D, or SEP etc., we must be ware the oral care services, private lessons, 220,000 lei).
that there will be taxes and charges we will provision of services/delivery of products
have to pay to the state budget or the social related to child protection. Tax on microenterprises’ income
security budget. In terms of calculation, VAT value shall be The tax rate for microenterprises shall be:
applied to the value of the product or service
Thus, according to the type of activity and purchased. • 3% (if the company has no employee);
the manner of setting up of the entity, there • 2% (if the company has 1 employee);
are taxes and charges as follows: EXAMPLE: • 1% (if the company has 2 or more
• value added tax (VAT); employees).
• corporate tax; A product or a service in amount of 1,000 lei
• tax on microenterprises’ income and (having a VAT rate of 20%) will have a VAT of An employee is a person with whom the
wages contributions. 200 lei (20% of 1,000 lei), and we will pay company has concluded a Contract of
These may be found in the Law 227 / 2015 the provider 1,200 lei or charge a customer Employment (CIM) and who works for 8
on the tax code. with the sum of 1,200 lei. Of course the 200 hours/day.
VAT – in an indirect charge. lei do not belong to the person collecting it The conditions for the reduced taxation
The standard VAT rate is 20%. and, after having deduced the VAT we pay rates (2% and 1%) shall also be considered
The reduced rate of 9% shall apply to to our partners, there will result a VAT that as met if the company has concluded part-
activities such as the accommodation we will pay to the state budget. time CIMs and if the fractions cumulated by
in hotels, the delivery of fertilizers and them represent the equivalent of a full-time
pesticides in agriculture, bakery products Mention must be made of the fact that job.
etc. regardless of the type of activity, a company
404
The conditions that an entity must meet so The deadline for the recognition and A company that no longer meets the
as to be considered a microenterprise are: payment of microenterprise tax shall be condition for the corporate tax payment
April 24th (for the period 25.01 – 31.03), (its revenues in a fiscal year are lower than
• Turnover lower than 100,000 Euros July 25th (for the period 01.04 – 30.06), 100,000 Euros) shall pay microenterprise
in a fiscal year – companies having a October 25th (for the period 01.07 – 30.09) tax starting from the year following the year
turnover higher than 100,000 Euros and January 25th N+1 (for the period 01.10 when it no longer meets the conditions.
shall pay corporate tax ever since the – 31.12.).
quarter when they start exceeding this In case of a SEP (CIP, private medical practice,
threshold; Corporate tax – the unique corporate independent self-employed person, sole
tax is 16%. proprietorship fall into the same category),
• Activities performed by it shall not include we must mention the following aspects:
activities in domains such as banking, The tax base is represented by all taxable
insurances or reinsurances or in the field income out of which deductible expenses The tax regime for a SEP may take the form
of gambling. shall be deduced. of income tax bracket for self-employment
The deadline for the recognition and income or actual income system. If you chose
• Tax base in case of microenterprises payment of corporate tax differs from the the income tax bracket for self-employment
is represented by all income out of deadline for the recognition and payment of income, you must know that the tax base
which they will deduce the income microenterprise tax in the 4th quarter. Thus, for social security contributions (CAS), and
from subsidies, the income from the corporate tax shall be recognized and paid health social security contributions (CASS)
production of tangible and intangible on April 24th (for the period 25.01 – 31.03), and corporate tax shall be according to the
assets, the income related to the costs July 25th (for the period 01.04 – 30.06), income tax bracket for self-employment
of product stocks, the income from October 25th (for the period 01.07 – 30.09) income established by ANAF;
compensations received from insurance- and March 25th N+1 (for the period 01.10
reinsurance companies etc. – 31.12.).
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The tax base shall not change regardless of COMMERCIAL PLANNING on fire prevention and extinction makes
the income obtained; those who manage precincts responsible
If in one year, a SEP has, in the actual income At the beginning of each year an Income and for fire risk assessment
system, income higher than 100,000 Euros, Expenditure Budget (IEB) must be created. • Music and film licenses – if you or the
they will have to register in the actual persons who use the provided equipment
income system; It must rely on the contracts in progress, use music for the benefit of customers,
If you choose the actual income system, the pre-contracts, and promises of contracts etc. visitors or staff, you must obtain a consent
tax base is made up of the taxable income and on company’s fixed expenses together from the copyright holders in question
out of which the deductible expenses shall with overheads and the expenses estimated • Authorization for the building – if you
be deduced and the same taxation rates to obtain the forecast income. want to serve alcoholic drinks, food
shall be applied (CAS 10.5% or 26.3%, or provide entertainment, you must
CASS 5.5% and 16% tax) In extraordinary situations such as legislative contact the local authority to obtain an
The conditions for registration for VAT modifications, unforeseen expenses etc., authorization for the building
purposes are the same as those for a LLC; the Income and Expenditure Budget may • Food hygiene and catering – how to
be amended in the General Meeting of provide food to the town hall of a village
A SEP may have employees just like a LLC Shareholders. or to other location within the community
and they will pay the same contributions, • Health and safety – it is the responsibility
while the expenses generated by employees of the volunteer management committee
shall be considered as deductible expenses LEGISLATION AND REGULATION to guarantee the health and safety of
in the calculation of contributions. employees, volunteers and visitors
What legal procedures and authorizations • Law on freedom of information – freedom
must you be aware of when you run a social of information is a valuable resource for
innovation organization? the volunteering sector
• Fire prevention and extinction – the law • Data protection – if you own or process
406
information about your customers, found them, make sure they are given a
employees or suppliers , you must protect good introduction and a comprehensive
such information under the law initiation.
• Meetings – holding efficient and
GOOD GOVERNANCE efficacious meetings will help your
organization attain its objectives. Find
Your administrators have a key role in out how to make an agenda, how to
your organization. They need to supervise draw up minutes and how to make sure
and take responsibility for everything your that your administrators follow a conduct
organization does. To be an administrator code.
means to have a major role and no one • Board’s evolution – your administrators
should assume this without being aware of must evolve and adapt continuously. To
what it involves. develop their skills in solving problems
and to ensure a long-term future, you
• Roles and responsibilities – information must invest in the training and evolution
about who may be an administrator and of your administrators.
what this means. Find out information • Jargon elimination – clear descriptions
about joint liability, individual liability made up of common words and phrases
and the difference between governance regarding governance.
and management. • Mediation of the third sector – do not let
• Recruiting and initiation – make things to get out of control, ask for help
sure you know what the recruiting of to nip conflicts in the bud
administrators involves as this will impact
your entire organization. Once you have
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SOCIAL IMPACT
TABLE OF CONTENTS
1. Definitions, concepts
2. Why do we need impact?
3. Why is impact important for a social enterprise?
4. When does social impact appear? [Canvas pre-model, during, at the

end, follow-up]
5. Impact measurement - studies/ instruments / accounting and audit
6. Examples of measured and demonstrated impact – Rotterdam
408
1. DEFINITIONS, CONCEPTS ising needs with the generation of innovat- cial economy structure (in any of its forms)
ing solutions and sustainable social systems to the community and/or the vulnerable
In case of a social economy structure or en- was denied. groups involved in the development thereof,
tity practicing social entrepreneurship, to especially to their level of inclusion on the
have an impact on the community means Regardless of domain – education, envi- labour market, their efficiency at workplace,
that the focus should fall on the social com- ronment, art and culture, community de- and the level of professional training etc. as
ponent of the business more than on the velopment etc. – social economy means the for the exact definition of social impact, the
obtaining of profit for associates or found- implementation of an innovating business process is quite difficult if we take into con-
ing members. system that may create a supply for the sideration that the concepts of “social entre-
market segment where demand is not met, preneurship”or “social economy” are hard
The social component may vary accord- be that from lack of interest or the incapac- to define precisely, but yet they have one
ing to business type be that the integra- ity of the already existing public and private common element, namely “innovation”.
tion of some persons belonging to vulner- institutions to generate adequate solutions
able groups into the labour market or the to the identified needs. The innovating busi- “Social impact includes all social and cultur-
efficient use of resources of a community ness model should aim at both social impact al consequences on the population that the
to help it self-support. A social economy objectives and financial sustainability. actions in the private or public sector have
structure largely has the important role of and which affect the way in which people
creating added value where the possibility When we speak of social impact we mainly live, work, play, communicate with each
of its existence or the connection of prom- think of the added value brought by the so- other, organize to accomplish their needs
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and, generally, integrate as members within and requalification of workforce.” This ex- 2. WHY DO WE NEED IMPACT?
the society” [Burdge & Vanclay, 1995]. If we planation is the one taken into consideration
take into consideration this definition, we when choosing the methods for assessment The need to measure impact emerged when
may understand that the words “social im- and measurement of the social impact. the private or public organizations that were
pact” or “creation of social value” are often keeping the place of government or were
interchangeable and are used in this context As for the definition of the “professional in- completing activities for it generated by
with the same significance by the specialists tegration” concept, specialists in the field their actions a change in beneficiaries’ life –
in the field of social businesses. identify 4 integration variants by using the a healthier life style, a job, the improvement
work integration social structures – a tran- of life quality or environment, economic de-
Most methods for the measurement of so- sitional job, the creation of self-sustainable velopment within the community etc. impact
cial impact may be applied to the enterpris- and permanent jobs, professional integra- shows its benefits upon a comparative anal-
es that focus on the integration into work tion into permanent structures and social- ysis before and after the implementation of
(WISEs - work integration social enterprise). ization by means of a productive and per- some actions and the obtaining of some re-
The most detailed definition of this type of manent activity. The fourth variant is also sults in the community that become visible
organization is given by Devister in 2004 – considered as the most relevant for the and are even taken over by other communi-
“WISE are the autonomous economic enti- integration process as it lays stress on the ties. Moreover, the process of having a mea-
ties whose main objectives are professional results relating to social inclusion and in- surable and demonstrated social impact in
integration – into the organization itself or in tegration outside the workplace where the a community generates creative solutions,
other types of structures – of some individu- professional activities are a means of inter- the real identification of the needs of the ac-
als having difficulties in the labour market. communication or a catalyst. This element tors in the community, realistic actions con-
This integration is attained by rendering the is essential when speaking about the social nected to the reality of the community un-
activity efficient and customized follow-up impact attained by a work integration social der analysis or of the target group involved.
and equally customized interventions or by enterprise which should exceed the limited
training programmes for the qualification borders of professional integration.
410
3. WHY IS IMPACT IMPORTANT FOR A social structure affects the community pos-
SOCIAL ENTERPRISE? itively or negatively, creates a learning ex-
perience for all those involved, but it must
If we take into consideration the financial be also sustainable, and here the financial
element, we can say, after a short analysis, part has its say – permanent investment or
that the integration of a vulnerable person self-support following the economic activi-
into the labour market meaning profession- ties implemented.
al training (qualification or requalification),
financial aid, moral aid, assistance accord- 4. WHEN DOES SOCIAL IMPACT
ing to the vulnerability he/she is coping with APPEAR? [CANVAS PRE-MODEL,
etc. may “cost” me more that carrying out DURING, AT THE END, FOLLOW-UP]
an economic activity without social implica-
tions such as the inclusion into the labour Social impact may be estimated when de-
market. For this reason, if I am carrying out signing the business plan and analyzing the
or I intend to develop a social business, first business models and work structures for
I must take into account the social compo- the development thereof that may highlight
nent and what the value added I bring to the social component and the change such
beneficiaries or the target group that I in- business proposes for the respective com-
volve into the activity is. Moreover, the part munity and in the life of the beneficiaries
of profit, the turnover must be the means belonging to vulnerable groups.
by which I manage to attain the social ob- Business model examples: the social Busi-
jectives proposed, be that the grouping of ness model Canvas.
community resources or the insertion into
the labour market. What happens in the
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SOCIAL VENTURE
IMPLEMENTATION SOCIAL VALUE MARKET

PROPOSITION
PARTNERS DELIVERY WHAT DIFFERENCE ARE YOU CUSTOMER MACRO ECONOMIC
Who helps you to deliver What activities do you MAKING SEGMENTS ENVIRONMENT
your activities? do?
What resources do you
own?
SALES AND MARKETING COMPETITORS

WHAT SOCIAL IMPACT MEASURES
DO YOU USE
FINANCE
COST OF DELIVERY WHAT SOCIAL IMPACT REVENUE STREAMS

MEASURES DO YOU USE
BASED ON FRAMEWORK OF YOUNGFOUNDATION AND BUSINESS MODEL CANVAS
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SOCIAL VENTURE
RESOURCES SOCIAL VALUE TRANSACTIONS
CORE PRODUCTS/SERICES VISION BENEFICIARIES

What are the main products and/or What is the change you want to see Who benefits from your offerings?
services? How do they create in the world? How?
change?
MISSION CUSTOMERS
CORE CAPABILITIES What do you do to create this Who pays for your offerings?
What are the capabilities that make change?
COMPETITORS
this possible? How do you measure your impact?
Who else targets the same
beneficiaries and/or customers?
PARTNERS DISTRIBUTION
Who else is involved? How do you make your offerings
available?
COST ECONOMIC VALUE REVENUE

How much does it cost to deliver What are your sources of revenue?
your offerings? How will you use the
surplus?
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During the business launch, impact may ap- as possible according to the responses reg- cial structure, respectively is evolving during
pear in the form of change that you may istered until then. financing versus after the end of financing,
notice in the individuals from the vulnerable For the non-governmental sector where so- in the period of sustainability and outside it.
environment involved or the community in cial economy structures without a distinct
itself – through population’s life quality and legal personality but only the economic ac- To generate impact in any of the phases
a very low impact on the pollution of the tivity within a non-profit organization have mentioned above, it is important to clari-
environment. A realistic analysis during the developed, the social dimension is the one fy the product or service provided and the
initial process of development of the social aimed at by the simple manner in which the benefits that any of them brings to the com-
venture may give you information very close non-profit system developed and where the munity or the target group, and above all
to reality and increase the viability level of social goal becomes a more important. So- the promotion thereof through a clear mes-
the business. cial impact is the one sought after by im- sage that may highlight the “story” of the
As you implement measures, you develop plementers from the very beginning, and in product or service which may generate an
the product or provide the service specific this type of process importance falls on the impact on customers and influence the way
to your social venture, you may also see the way in which the social component may be in which the customer sees what they are
way in which it is received and the reactions supported on and on without external inter- offered and the amount they are ready to
of the community and customers and of ventions – sustainability. “invest” into the purchase process.
those involved into the production process.
In this phase, which is not meant to have For the projects with European funds where
a limited period of time, you may take one the financing is granted only for a limited
step backwards and analyse the way in period of time and within which integration
which the product or service may be devel- social structures have developed, you may
oped, and here intervenes the innovation also take into account a follow-up phase
required in the entrepreneurship sector, and analyse comparatively the manner in
and how it may be promoted as efficiently which the business and the integration so-
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5. IMPACT MEASUREMENT – STUDIES/ be a descriptive combination of measurable Social impact assessment – International As-
INSTRUMENTS/ACCOUNTING AND and non-measurable [or qualitative] finan- sociation for Social Impact Assessment (SIA)
AUDIT cial and non-financial information” (2000). defines this process as the sum of “assess-
ment, monitoring and management pro-
Short history regarding the method to mea- The fields identified so far as being targeted cesses of the intentional and unintentional
sure impact by the business environment as being re- consequences, both negative and positive,
Two trends have been identified over the sponsible are the economic field, the social of planned interventions (policies, pro-
years in measuring impact – the component field and the environment. Thus, these do- grammes, plans and projects) and any other
of social accounting and audit and the com- mains should be targeted by al businesses social change processes resulted following
ponent dedicated to the impact social anal- in order to have a more sustainable devel- such interventions” (2010). While working
ysis. opment accepted by the community. For on the SROI process mentioned above, Em-
Social accounting and audit - SAA is the most this reason, economic development, social erson militated for a holistic approach for
frequently used nowadays and it comes un- development and environment protection value creation by promoting the concept of
der different forms – social audit, corporate were also identified at the 2005 UN Sum- “blended value proposition” which might
social reporting or responsible social ac- mit. have as its core element the idea that so-
counting, according to the way in which it In 2013 they wanted to expand domains cial impact and social value should not be
is interpreted. A definition proposed by Rob but SAA is still being used globally and this separated from economic recovery and the
Gray or SAA is: “gathering an image about approach is supported by organizations sustainability generated by an activity or an
activities and social behavior, environment, such as Social Audit Network (San set up in investment. In exchange, these should be
employees, community, customers and their 2000), which has lost some of its popularity integrated into a single project or initiative.
interactions with other actors, where possi- when it proposed an instrument to measure
ble, the consequences of these interactions impact such as the “Social Return On Invest-
and activities. Social account may contain ment (SROI)”- Pearce & Kay, 2012.
financial information, but most often it may
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Inputs Activity Outputs Outcomes Goal Alignment
What is put into Venture’s Results that can Changes to Activity and goal
the venture primary activity be measured social systems adjustments
What would
have happened
anyway
Impact
Figure 1: the impact value chain (adapted from Clark et al., 2004)
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The figure above shows the manner in impact of the activities carried out or the
which the impact within a project or initia- measures taken between the 2 assess-
tive should be interpreted, even if this pro- ment phases.
cess is a business one. What is important is *No entity or author is formally credited
the analysis of the entity affected by impact • Qualitative assessment – research of with the developement of the Founda-
– community, customers, the firm itself, the “focus group” type tion Investment Bubble Chart Invest-
ment method. Tuan (2008) writes “Some
work method etc.
nonprofits and foundations are using a
• The interested structures active in the bubble chart to display comparative in-
Other instruments: business sector, mainly the social busi- formation regarding multiple organisa-
ness, have developed over time their tions”, quoting Sara Olsen , a presenta-
• Quantitative assessment - Impact as- own mechanisms for impact assessment tion from Jon Hugget for the Bridgespan
Group and Hans Rosling ( in a separate
sessment questionnaire – in the initial and measurement. They are presented
document from the Gates Foundation)
phase we apply a questionnaire to the in the table below and are customized as sources for the statement.
target group making the object of im- according to the type of social business **Social Cost-benefits Analysis and So-
pact assessment (beneficiary, customers, developed by each structure. cial Costs-Effectiveness Analysis are
an individual from a vulnerable group both described by Maas as methods
derived from “general economic tools“
involved in the integration process, other
(2011, p.29) that have been adopted to
employees etc.) and after the process of economically assess the social aspects
initial interpretation and the implemen- of programmes or interventions.
tation of some activities into the com-
pany – training, support, information,
counseling, mentoring etc. – we reapply
the questionnaire and identify the prog-
ress factors of the target group and the
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Methodology Developed by Academic reference
Ashoha Measuring Effectiveness Questionnaire Ashoha N/A
Atkisson Compass Assesment For Investors (ACAFI) Atkisson Olsen & Galimidi, 2008
Balanced Scorecard Modified To Include Impact New Profit Olsen & Galimidi, 2008
Basic Effiency Resource (BER) Analysis Cugelman & Otero N/A
Best Available Charitable Option (BACO) Acumen Fund Maas & Liket 2011
Charity Analysis Tool (ChAT) New Philanthropy Capital Olsen & Galimidi, 2008
Comparative Constituency Feedback Keystone N/A
Cost Per Impact Center for High Impact Philantropy Tuan, 2008
Echoing Green Mid-year And Year End Reports Echoing Green Kramer, 2005
Foundation Investment Bubble Chart N/A* Tuan, 2008
Hewlett Foundation Expected Return William and Flora Hewlett Foundation Tuan, 2008
Deloitte, PWC, Acumen Fund, B-Lab, Hitachi,
IRIS Library Olsen & Galimidi, 2008
Global Impact Investment Network
World Business Council for Sustainable
Measuring Impact Framework (MIF) Maas & Liket 2011
Development
Robin Hood Foundation Benefit-Cost Ratio Robin Hood Maas & Liket 2011
Social Compatibility Analysis Institute for Sustainable Developement Maas & Liket 2011
Social Return Assessment (SRA) Pacific Community Ventures Clark et al., 2004
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6. EXAMPLES OF MEASURED AND was turned into a café-restaurant belonging located to a museum whose exhibits are
DEMONSTRATED IMPACT – ROTTERDAM to a popular chain in Rotterdam at that time. donated by the people of the community.
It became a dance hall where jazz was pro- The money collected from the implemented
The Netherlands is a country focusing on moted, and then it was forbidden during the activities is dedicated for the development
the social entrepreneurship component war; for e period of time one could listen to of activities for the community and some of
within the community and it provides sup- German songs, afterwards it hosted a club, the expenses are covered from the funds
port by funds allocated annually by the Mu- a cinema hall and magic shows for children, granted by the municipality for the carry-
nicipality, mainly in Rotterdam area, where later on it became a wrestling hall and then ing out of activities for the community and
the largest number of businesses managed a Greek restaurant. For 17 years it was a the involvement of immigrants and their life
by people or organisations in the communi- space used by volunteers from Foundation stories into these activities, mainly because
ty are being developed as an answer to the Exhibition Katendrecht who were manag- the story of this house involves most often
needs identified in the northern and south- ing a museum. This was also a place where stories of the people who came from other
ern neighborhoods that have a different Jewish children were hidden during the war, countries to Rotterdam.
development level and which involve refu- each floor being used by different owners
gees, immigrants, old people, former drug having diverse roles in the community. They
and alcohol consumers, homeless individ- wanted to develop the area and the demo-
uals etc. lition of this building was proposed, but Sto-
ries House Belvedere foundation took over
a. Belvedere – cultural social the building and renovated it as it had gone
entrepreneurship through different stages of destruction.

A 178 m2 house called Bellevue built in The space is currently divided into a restau-
1884 used to belong in 1911 to the so-called rant and a hall for events on the ground-
“Chinatown”, but 4 years later the front part floor while the 1st and 2nd floors are al-
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A. BELVEDERE – CULTURAL SOCIAL ENTREPRENEURSHIP
B. COMMUNITY CENTER – SOCIAL ENTREPRENEURSHIP FOCUSED ON THE ENVIRONMENT AND THE

INTEGRATION OF DISADVANTAGED GROUPS INTO THE COMMUNITY
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b. Community center – social work is managed by young females being

entrepreneurship focused on the c. Cook Club in different situations of vulnerability from
environment and the integration This space is for the former drug and alcohol addiction to abuses and cases of violence.
of disadvantaged groups into the consumers being in the recovery period,
community most of them having gone thorugh the phase d. Resto van Harte – a restaurant
This community center is developed by the of living in the street or being evicted from with a heart
local council, it belongs to the neighborhood their houses. In this space – a kitchen of This is a restaurant for the old people having
and answers different needs identified at restaurant type fully equipped – individuals low income who do not afford a hot meal
local level. Social workers are involved in the from the disadvantaged groups mentioned in a place downtown, and for maximum
development of different activities and carry above learn how to cook, to manage a 7 Euros they are served a full dinner and
out environment projects within the center – shopping budget, to make a menu, to take the possibility to meet other persons of the
they have arranged a park in the community responsibilities and to elaborate catering same age with whom to socialize.
where the people from the neighborhood get contracts in their last treatment phase. The programme was initially funded from
involved once a week, and the housewives During their involvement in cooking – up to the public sector which is dwindling every
of the refugee community are constantly 2 years – they are provided psychological year, thus the business must develop to
involved in tailoring activities – they sew assistance or guidance in the recovery be sustainable and to provide the weekly
aprons, uniforms and work equipment, and process from the social workers with whom activity. Those who serve and promote diners
their products address other small business they pull together in the kitchen. Every day are volunteers, whereas the chef and the
in the community which need them and at 4 p.m., a full menu must be delivered to project manager – Resto van Harte get paid.
require them directly to the community partners, and a social worker – administrator The latter develops catering partnerships to
center. is in charge of the delivery. obtain funds so that the meal for the people
Some of the funds come from the municipality, The foundation managing the kitchen also with modest income to remain within the
other funds come from donations, charity has another recovery programme mainly limit of 7 Euros.
events or the sale of the products made in for young people by which they manage
the center a mini bistro open every day – here the
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C.COOK CLUB
D. RESTO VAN HARTE – A RESTAURANT WITH A HEART
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e. Café – integration of the former their old habits that put them in trouble in belonging to vulnerable groups. They benefit
prisoners being in the period of the past such as violent behavior, thefts, etc. from training, tools/instruments and access
integration into society into the labour Those who think they met the requirements to materials, supervision and support from
market and feel integrated into the community an expert. Experts have various trainings –
get a recommendation from the people from teachers and craftsmen to passionate
Heilige Boontjes is a café located on the who manage the café and who work with amateurs who provide guidance for others
place of a former police section that was no the police agents in this rehabilitation in learning and training or spending their
longer used; it is managed by the family of programme and may get out of the free time by practicing a hobby. The center is
a policeman who provides support to the programme, many of them finding another open on weekdays mainly, and schools may
individuals who got out of prison and are job, going back to school or enrolling for carry out traineeship courses here while the
in a rehabilitation and recovery programme training courses or deciding to offer support community may take advantage of it at the
after a crime – of community service type. at their turn and remain in café’s permanent weekend.
Employees who make coffee, tea and staff. The project was initially funded from European
sandwiches every day are individuals funds and within 1 year at the latest – since
belonging to the system and they go f. Community center for vocational August 2016 – it should become sustainable
through this process so as to reintegrate training and free time – educational and carry out quite many activities so as to
into the labour market, and above all social entrepreneurship become profitable for the community. The
into community. The recovery programme foundation managing the space involves
lasts for at least 2 years and they must A workshop for bike repairs, tailoring refugees in the performance of activities
demonstrate that they may be punctual, workshop, workshops for making glassware, when they become speakers of German or
can follow instructions, make decisions, robotics and 3D printers or wood processing at least English, it offers them integration
get involved into new activities together are only some of the activities carried out support and to some of them even jobs in
with other people, behave nicely with the at the center and destined to all community the administration of the building after they
customers, comply with a full-time job etc., members. These are workshops for money, have obtained their papers.
and above all that they do not go back to except for the individuals who register as
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F. COMMUNITY CENTER FOR VOCATIONAL TRAINING AND FREE TIME – EDUCATION-
AL SOCIAL ENTREPRENEURSHIP
Sources:
social economy resource center - http://www.economiesociala.net/m1-128-42-ro-Antreprenoriat-social
social impact assessment methods - http://www.apubb.ro/wp-content/uploads/2011/02/Metode_utilizate_in_evaluarea_programelor.pdf
http://www.ies.org.ro/ce-este-economia-sociala-1
http://www.mmuncii.ro/pub/img/site/files/7266415e87e0bfbfea56ba7e6b396dca.pdf
http://profitpentruoameni.ro/laborator-de-economie-sociala/incubator-de-economie-sociala/intreprinderi-sociale/modele-de-intreprinderi-
sociale-pentru-grupurile-dezavantajate/
http://www.modele.cries.ro/newsletter_article/ce-este-economia-sociala/
file:///C:/Users/Andreea/Desktop/Social_impact_measurement_state_of_the_art_for_WISEs_final.pdf
http://anale.feaa.uaic.ro/anale/resurse/31_Maxim_A_-_Responsabilitatea_sociala_si_competitivitatea_durabila.pdf
https://5emesconf.exordo.com/files/papers/102/final_draft/Social_impact_measurement_state_of_the_art_for_WISEs_final.pdf
https://en.wikipedia.org/wiki/Social_impact_theory
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FINANCING YOUR IDEA
TABLE OF CONTENTS
• Introduction
• Keywords
• Need analysis
• Financing sources
• Conclusions
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INTRODUCTION KEYWORDS: it only if the beneficiary complies with all
the specific provisions and uses the funds
In the current economic situation capital bold majuscule – the budget of a project for the intended purpose. Funds are usually
represents one of the most import elements represents the totality of financial resources granted after the organization of some
that trigger the birth and development necessary to attain the goal and project project contests and there is a specific score
of a business. To attain your social goals, objectives within a fixed period of time. It grid in order to decide between the projects
you will need to structure a budget and represents the main financial document submitted. The non-repayable financing is
a precise action plan. Your business will showing any potential financier the granted based on a funding contract between
require money, regardless whether we necessary funds for project implementation the beneficiary and the financing authority
are speaking about assets (purchases of and the creation of value added thereof. where a series of specific obligations for the
equipment, cars, tools, and consumables), beneficiary are stipulated.
services (consulting, accountancy, and legal NON-REPAYABLE FUNDS – non-repayable According to the origin of funds, we may
services), human resources (the people funds represent financial aids directly from have state aids (funds coming from the
you need) or merely to support your daily public funds granted to entrepreneurs to Romanian Government), structural and
activities (operating costs). carry out specific activities and results the cohesion funds (funds coming from the
In the following pages we intend to introduce state considers as important, according to European Union budget), and other types
you to the world of financing so that you its public policies. The main advantage of of non-repayable funds (Norwegian funds,
may create an optimal strategy for your these types of funds is that at the end of Swiss grants, etc.).
business. such period there is no obligation to repay
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BANK CREDIT – The sum of money a bank renovation and fitting out thereof in order FUNDS GRANTED WITHIN COMPANIES’
provides to a client and that is going to be to turn it into a guesthouse may represent CSR PROJECTS – many large companies
repaid on a fixed date (money loan). Bank eligible expenses). (banks, oil industry companies etc.) invest
credit relies on a contract between a bank their money into programmes having
and a client that may be a natural person, FUNDING INTENSITY – the percentage a social impact (CSR-Corporate Social
a legal person or a state institution. Banks of eligible expenses with which the funding Responsibility). Thus, non-repayable sums
usually make a complex assessment of programme may support a certain project are allocated within such projects in order
the companies they finance and request (for instance in some projects eligible to support some businesses that contribute
guarantees in exchange for the provisions expenses are supported 100% while in to certain social objectives. The goal of
of money. others the support is only 50%, in which case these programmes is to identify projects
the beneficiary must co-fund the investment with a significant positive impact in diverse
ELIGIBLE COSTS – Those categories of for the remaining 50%) domains such as environment, minorities,
expenses for which non-repayable funds social issues etc.
may be granted within a special programme CALL FOR FUNDS – Funding session
financing (for instance wages-related launched within a certain time period. A BUSINESS ANGEL – a person outside the
expenses, equipment-related expenses, funding programme might have several company acquiring the quality of an associate
training-related expenses, etc.) annual or multiannual funding sessions thereof by bringing a cash contribution to
(e.g. SRL-D Programme of AIPPIMM, 2015 company’s share capital resulting in the
NON-ELIGIBLE EXPENSES – Those Call) issue of new shares for them. This type of
categories of expenses for which non- investors usually acts in field having a high
repayable funds are not granted but which MANAGEMENT AUTHORITY – The public growth potential – ICT, pharmaceutical
may be mandatory to attain a project goal institution organizing, managing, assessing, or the technological field, and most often
(for example the purchase of a building granting and monitoring the way in which after they have become shareholders or
may be a non-eligible expense but the non-repayable funds are spent. associates in the company their contribution
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may also represent expertise know-how, tax code). Practically, the help consists in that is going to be sold + publicity, each
commercial contracts, logistic knowledge state’s waiver to collect such tax (no actual potential financier also being a potential
etc., as they have a certain experience in grant is allocated like in the case of other agent for the promotion of the idea and the
the field they invest into. We practically may programmes). product). Each funding platform has its own
encounter a quite high level of specialization rules and, according to the state where your
of the business angels as they need to CROWDFUNDING – funding method of a platform or company is registered, there
assess the potential of each company. In business idea through the collection of small may be supplementary liabilities in terms of
Romania, a new legislative framework has sums of money from a very large number of income taxation or the manner of making
been instituted since 2005 – the Law no. individuals interested to fund a new business the investment. Be careful and carry out a
120/2015, and draft law is in progress to or a new business model. Crowdfunding thorough research before launching your
create a state aid scheme regarding the uses technology a lot (dedicated platforms, project on the platform.
stimulation of these types of investments. social media etc.) by bringing together a very
Thus, the potential investors are stimulated large number of potential small financiers. Examples of crowdfunding platforms:
to fund young companies in certain Companies using crowdfunding usually https://www.crowdcube.com/
domains considered of national interest try to offer advantages to the potential
(ICT, pharmaceutical or technological) by financiers so as to make them invest (for https://www.kickstarter.com,
receiving a help in exchange through the example a company says that it will make a
elimination of obligativity to pay certain smart watch if it can collect 100,000 EUROS http://crestemidei.ro/
tax liabilities. The state aid consists in the in 12 months. All those who contribute
exemption from taxation of dividends and with at least 10 Euros will be given a 50%
other gains taxation (income tax/capital discount to the final price of the watch that
gains tax) within the limit of 200,000 Euros will cost 500 Euros – this method creates a
in 3 years since the paying-up of share multiple advantage: the necessary capital
capital (by diverse exemptions from the for business launch + making a product
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NEED ANALYSIS a financier wants to know about you), we

recommend you to fill in the table below:
Before looking for financing sources,
it is very important to know exactly the
financing needs of your business. Thus, INFORMATION ANSWER:
before boning up on the content of diverse What is the goal of your project?
financing programmes, we recommend you - what do you want to achieve exactly?
to draft your financing needs as precisely as - what is your motivation and the motivation of your team?
possible. - try to express the goal in a single phrase by highlighting your main
The first step we recommend is to make the impulse which might be for example profit, helping the elderly, the
budget for your business (see the chapter – involvement of the local community, etc.
Business model & budget) - be as direct as possible when formulating your goal for financing
A complete business plan that may cover purposes!
the description of your idea, the budget, the - for each type of project there is a type of financier (for example,
forecast of income and expenses related banks will fund projects that may generate profit, the non-repayable
to the project, the market analysis, the programmes follow the long-term sustainability of the business, social
marketing strategy, and sustainability etc. funding programmes and CSR funding programmes mainly follow the
represents another very useful instrument. impact of the project at the level of the target group, etc.
We may find below a checklist that might
help you find the easiest funding resource for
your business. The checklist contains a series
of fields you should fill in. Given the very
wide diversity of the funding programmes
as well as their common components (what
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INFORMATION ANSWER:
Describe briefly your current situation. You may also include information regarding the legal form you are operating
or are going to operate, the registration data, etc. :
- Describe precisely your current legal form – LLC or LLC-D; SEP; NGO or seed, start-up, etc.
- it is important to know the legal form you are going to use unless you already have a history of your commercial
activity.
- It would be ideal to also present a short history of your business (in case of a business of start-up type the
justification of the idea and the investment need is even more important) since there is no concrete history that may
prove the operating capacity to manage an economic activity.
- We advise you to connect your commercial experience even to yourself or the members of your team (e.g. he/
she worked as a manager for 5 years in a company or he/she worked as a volunteer for more than 3 years in XXX
organisation where he/she successfully managed 10 projects, etc.)
- It is important to show the financier that you are a reliable person, that you know the field you are operating in and
you have the capacity to correctly manage the money you ask for.
Which is the NACE code of your activity?

- NACE codes represent a catalogue of all European economic activities. Each economic activity has a code.
- Look for the NACE code list and find the 5 NACE codes closest to your business idea
- Most programmes present the NACE codes for which they provide financing or the NACE codes excluded from
financing
- Upon the launch of a call it is essential to know whether you can or cannot submit an application form within it
- The inobservance of the eligible NACE code rule shall result in the rejection of your project!
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INFORMATION ANSWER:
Which is the project budget (in RON)?
- E.g. 250,000 RON
Brief description of the project and its main objectives (project’s general idea).
- Describe the main project activities
- Describe the main purchases envisaged through the project (purchase of tangible/intangible assets, equipment,
land, construction works, employment/training of personnel, research activities etc.) and their estimated value broken
down by categories of expenses.
- It is important to know how you will spend each leu of the amount given by the financier
- No financier will grant funds unless they are necessary and correctly justified
- There must be a direct connection between Goal – Objectives – Activities – Project expenses – and project result.
For example: Request for funding of CSR type. Goal: supporting the Roma people of Dumbrăveni Commune by the
setting up of a social company. – Objective 1 – setting up a company having NACE code xxxx – processing of metal
products and handicrafts – Activity – purchase of equipment necessary for metal working and the manufacturing of
handicraft items – expenses: 2 iron hammers, 1 anvil, 1 oven for metal melting – result - manufacture of handicraft
objects!
How much time do you need to implement your project once you have got the money (in months)?
- Funding programmes provide a maximum implementation period
- Implementation period will be different according to the activities you have in mind (purchases of equipment,
training, construction etc.)
- It is crucial to know whether you can or cannot comply with the implementation period of a project
- If you start a project and fail to carry out the activities within the implementation period, the authority may request
the reimbursement of the money paid up to that moment!
- You must understand correctly the implementation period of your project and do not take risks – also include a
buffer period to overcome potential delays.
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INFORMATION ANSWER:
Have you launched any project activity up to this point (YES/NO)?
- You should have a history of your organization
- On the other hand, non-repayable funding programmes include the obligation that the project activities must not be
launched before the signature of the funding contract
- The activities carried out before receiving the funding shall not be reimbursed (money is allocated only for the future
activities)
Where do you want to implement your project?
- identify exactly the region, county or locality where you want to implement your project
- do you currently have any ownership on the location? (title deed, lease, commodatum, etc.)
How many jobs will you create by your project?
- many funding programmes stimulate the creation of jobs and they may give additional points according to the
number of jobs created
- analyse the number of jobs that your project will create
What are your current resources?
- Examples of resources:
- location
- project team
- consulting
- a part of the budget (money)
- partnerships with local authorities, etc.
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FINANCING SOURCES
You will find below some of the most relevant financing sources for start-up businesses.
Name of Maximum
Non-eligible Further
NO. CRT. financing Eligible expenses amount granted Description
expenses information
programme and intensity
EaSI credit without

Working capital – to
guarantees may
finance current activity
be applied for
investments or mixed
by Romanian
– purchase of assets
microenterprises
(vehicles, equipment,
internal or (regardless of their
EaSI credit machineries etc.) as
external form of organization
without well as real estate https://www.
refinancing, or field of activity)
guarantees investments (purchase patriabank.ro/
payment of having 9 employees
(guaranteed of buildings or land, afaceri-mici/
public-law debts, at most, at least 12
1 credit granted construction/renovation 110,000 LEI credite/credite-
transfer client’s months and 7 years
by EU by local of buildings used to fara-garantii/
account open of activity at most and
commercial carry out the activity of credit-easi-fara-
with another maximum 2 million
banks) your company) garantii
bank Euros turnover per
financings by projects
year.
with European funds are
Currency: lei.
also accepted (different
Period of validity of
credits are granted for
EaSI credit without
the amounts exceeding
guarantees: between
25,000 Euros)
12 and 60 months
434
Maximum
Name of
Non-eligible amount Further
NO. CRT. financing Eligible expenses Description
expenses granted and information
programme
intensity
This programme grants

facilities to newly set-
up microenterprises
managed by enterprisers
Lands
who are debutants in
Constructions
business and who carry
Furniture
out an economic activity
Equipment
for the first time by means
Vans 10,000 EUROS
of a limited liability
Installations with a 50% http://www.
2. Wages-related costs 110,000 LEI company - debutant
Patents, licenses, funding intensity aippimm.ro/
(LLC-D).
trademarks, etc.
Those who access the
Site creation
funding shall set up a
Raw materials,
company of LLC-D type
etc.
Entrepreneurs must be at
their first business so as
to access the programme
Funding intensity is 50%
435
SIP GUIDE RO
Name of Maximum
Non-eligible Further
NO. CRT. financing Eligible expenses amount granted Description
expenses information
programme and intensity
The goal of this

Equipment, machinery, motor programme is https://www.
vehicles, furniture, technical to stimulate new patriabank.
Start-up nation
devices, nondeductible VAT. iInterests, businesses. ro/afaceri-
(governmental
Wages, rents, utilities, purchase of operating costs, 100% funding It covers a wide range mici/credite/
3 funds)
work spaces etc. intensity of eligible expenses. credite-fara-
Software purchase, training It represents an garantii/credit-
courses, consulting excellent funding easi-fara-
method for a start-up garantii
business.
Romanian government provides a series of benefits
for the debutant enterprisers or the small companies.
Other Programmes are usually budgeted annually and
governmental information regarding the launch of calls may be
funding seen at the link hereto.
programmes Main programmes recommended:
4 granted by - START
AIPPIMM - COMMERCE
(governmental - WOMAN MANAGER
funds) - MICRO-INDUSTRIALIZATION PROGRAMME
According to the annual budgets, these programmes
may be repeated or closed.
436
Maximum
Name of
programme
intensity
The programme supports

the setting up of new
business in the rural
environment.
National
The advantage of this
Programme
programme is that upon
for Rural purchase of
50,000 the submission of your
Development agricultural
EUROS or application form only a
(PNDR) Measure All types of expenses equipment and
70,000 business plan describing
6.2 – Support for necessary to carry out machineries
5 EUROS with the main business http://afir.info/
the setting up of the activity proposed in purchase of
a 100% objectives and the related
non-agricultural the business plan agricultural
funding expenses is necessary.
activities in rural equipment and
intensity With a 100% funding
areas machineries
intensity and an
(EU funds)
advance payment, it
represents an important
development tool for
those who want to invest
in the rural area.
437
SIP GUIDE RO
Maximum
Non- amount
Name of Further
NO. CRT. Eligible expenses eligible granted Description
financing information
expenses and
intensity
It is a programme for the development of
Courses,
entrepreneurship and the setting up of new
specialized
enterprises
consulting,
A series of organizations – NGOs, local
mentoring services
public authorities, chambers of commerce,
(if you are a
employers’ organisations, universities, etc. http://www.
Romania participant)
40,000 may access the programme. By means of fonduri-ue.ro/
start-up plus Costs necessary Interests,
EUROS with this grant they become “business incubators” calendar-lansari/
(EU funds) to start the operating
6 a 100% where they will select potential entrepreneurs. details/5/76/
business – if the costs, etc.
funding Among the selected entrepreneurs, some calendar-
project is selected
intensity of them may receive grants of up to 40,000 lans%C4%83ri-
(equipment,
EUROS. programul-
assistance,
We recommend you to identify the list of
consulting,
beneficiary organizations and to submit
guidance, some
application forms so as to access the
administrative
programme.
costs)
438
Maximum
Name of
programme
intensity
The goal of this
programme is to
support the sustainable
development of the local
communities all over
Romania, to encourage
the Romanians having
initiatives and who want
Expenses that do not Up to
to support the Romanian
“Țara lui Andrei” have direct connection Up to 200,000 200,000
communities to change
(CSR to the project and the EUROS with EUROS with http://itla.
for the better from the
7 programme) objectives thereof a maximum a maximum taraluiandrei.ro/
inside.
Current wages-related funding intensity funding idei-din-tla
In its 2017 edition, “Idei
expenses of 95% intensity of
din Ţara lui Andrei”
95%
contest aims at projects
with medium and long-
term results for which
individual financings of
up to 20,000 Euros are
given, the total value
reaching up to 200,000
Euros.
439
SIP GUIDE RO
Maximum
Non- amount
Name of Further
NO. CRT. Eligible expenses eligible granted Description
financing information
expenses and
intensity
Expenses must
https://www.
contribute to the
raiffeisen.
Raiffeisen attaining of goals
10,000 The main goal of this initiative is to ro/despre-
Comunitati of the project that
Expenses EUROS with support financially or by direct involvement noi/media/
Grant is to be developed
that do a maximum (volunteering, consulting) good projects for comunicate-de-
8 Programme in the following
not have funding the local communities where the bank carries presa/2016/
fields: financial
direct intensity of out its activity. au-inceput-
education, social
80% inscrierile-in-
and health
programul-de-
services, urban
granturi-2016/
ecology;
Norwegian funds
SEE and the Norwegian grants represent the contribution of Iceland, Liechtenstein and Norway to the
reduction of economic and social disparities and to the consolidation of the bilateral relationships with 16
EU countries from the Central and Southern Europe and the Baltic states.
http://eeagrants.
The new financing period for this programme will start in the near future.
8. org/layout/set/
In the previous years, the Norwegian Funds meant an important support for the development of NGOs and
bluebook
small businesses through the award of grants, with a strong focus on the social dimension of projects.
In this phase, we recommend you to analyse the “Blue Book” of this programme which presents the main
financing directions. Subsequently, we recommend the monitoring of the EEA Grants website to see the
precise time when calls are launched.
440
CONCLUSIONS: • 10% your won contribution where will I get the funding for these?)
• participation to a business incubator • which are the best funding sources for
There is a very wide range of financing tools: (courses, consulting, guidance, etc.) – me?
self-funding (your own sources) Start-up plus • which are the alternatives? (let’s suppose
• non-repayable financing • accessing Start-up plus grant – 70% I cannot access the funds by myself or I
• financing by private programmes of CSR • accessing CSR financing – 10% will not access programme x)
type • 10% guaranteed bank credit.
• bank credits • A funding strategy should take into
• alternative financing (crowdfunding, consideration the following aspects:
business angels) • a quite long period of time covered by the
strategy (the project budget might be a
It is important for you to understand very lesser component of the strategy budget.
well the funding needs of your projects by For instance, if you are going to build
structuring a very precise budget. a house, the budget for the purchase of
Given the difficulty to obtain funds from a land in the first year may be regarded as
single source, it is important to build an as a project, while our strategy focuses on
complex funding strategy as possible for building that house within 4 years)
your project. For example, a project might • financing calendar (what are the main
be funded as follows: activities that must be funded? From
441
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LEADERSHIP - Management of people, teams and

organizations
TABLE OF CONTENTS
1. Leadership – inborn talent and learned skill
2. What kind of leaders do we know?
3. Several very concrete aspects about people, teams and organizations
Images via http://www.gapingvoidart.com/
ORGANIZATIONS
DON’T NEED
ORGANIZATIONS
THE
NEED A LEADER LEADER
442
1. LEADERSHIP – INBORN TALENT OR This definition combines the managerial approached technically or managerially.
LEARNED SKILL dimension with the human affective- The specific ingredients are INSPIRATION
emotional one. and voluntary INFLUENCING.
Leadership has been given a multitude of
definitions some of them more correlated to Etymologically, both form of the word are
the idea of management while others closer accepted:
to the idea of inspiring and influencing
people. Leader (Eng., n.) – a person who leads (t.a.)
To lead (Eng., v.) – to guide, to direct (t.a.)
One definition proposed by us which has
been selected from the available literature The theoretical evolution of the leadership
(very generous for that matter) is the concept supports the understanding of this
following: project manager’s capacity to capacity or skill as a personal characteristic
determine the project team members to both acquired by birth and developed
follow them in the fulfillment of objectives by during life. Generally speaking, leadership
means of a strong affective and operational is associated to the attainment of some
involvement. high objectives in a specific way which is
characteristic to a leader, and separates
from the performance obtained by others
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Here is a review of the main perspectives in character (the value side) by superimposing
terms of leadership: them on the skill dimensions: knowledge,
skills, and attitudes. In the diagram below,
I. Theories based on features or char- aptitudes support the formation of skills,
acteristics and character represents the basis of atti-
II. Theories of management styles tude structuring as behaviours manifested
III. Contingent theories of manage- in interpersonal relationships.
ment/leadership among which we may Knowledge
enumerate the management focused on ac-
tion, the conjunctural management model,
situational leadership, transactional leader-
ship and transformational leadership – the
last two being treated in a dichotomous pair.
Skills, aptitudes, Attitudes, char-
professional tasks/role, training profile
Before making a short presentation of the inclinations, acter, values,
most frequent leadership styles practiced, talents motivations
we will try to answer this question: is being personality structure
a leader an inborn quality or is it acquired
by education and training?
For this purpose, we will use the classical

theory of personality to identify the 3 per-
sonality components: temperament (en-
ergy), aptitude (inclinations, talents) and Temperament, dynamics
444
The competence triangle circumscribes group of persons having a similar training of an individual and an answer to the ques-
a professional role or a set of profession- or the same professional role which is “be- tion “how do we do things?”, how do I act
al tasks and answers the questions “what ing played” in the same way, in an objective, specifically and in a customized way accord-
does” the respective person in their pro- assessable and measurable manner. Per- ing to my personality?
fession. It is the content of their work and sonality triangle “supports” the competence
these professional skills are educable, they triangle in two points, namely if tempera- The word “how” is a strong differentiator
are learnt and acquired during formal ed- ment is an inborn hectic side that cannot be between people in terms of the manner of
ucation whose objective is the profession- assessed, the angle of aptitudes and char- achieving professional tasks: someone may
alization and employability of an individu- acter combines with skills and attitudes and be more talented for a certain task whereas
al. Consequently, we may propose that the it may generate high performance and sat- some other person may have a more ade-
upper triangle be a stable one described by isfaction in concordance with the assigned quate attitude in concrete situations of hu-
professional roles, according to the specific tasks. A series of inborn aptitudes (predis- man activity. In this case, in terms of lead-
occupational standards or a job’s require- positions, talents such as intelligence type, ership we may discuss about an inclination
ments. For example, the role of a manag- artistic inclinations and others) support the that becomes certitude and manifested ca-
er or leader may be described as the sum easy formation of a skill and confer it qual- pacity by combining the action side (skill)
of specific knowledge, skills, methods for ity, high output and performance. Charac- with the value and attitudinal side (a system
achieving this role and a set of attitudes ter dimension supports the manifestation of of values that becomes a constant landmark
desirable for this position. This competence some attitudes in accordance with it, and and manifests attitudinally by specific be-
maybe acquired by specialized training pro- attitudes are, at their turn, requested by the haviours towards others and the world, in
grammes or during the academic studies. professional role, according to formal pre- general).
scriptions.
The lower triangle circumscribes individ-
ual personality and represents the subjec- Aptitudes – skills /character – attitudes line
tive and variable dimension in relation to a represents the concrete methods of action
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Personality triangle also represents the per- having a potential in this direction. This way with subordinates or followers – in terms
sonal “why”, the place where the individual competence will educate, exploit and use of attitude – focus on goal/objectives/
may answer the most subjective motivations, an existing potential, an inclination or an task, focus on individuals/team/people;
personal visions and where they master and inborn talent for management and people. • situational, transactional or transforma-
use those deeply personal qualities from the tional leadership where context (situa-
level of energy up to concrete ways of action tion) and the influence ratio between the
and communication. The space of person- Thus leadership is: leader and their followers, the exchange
ality becomes a place of personal develop- • a role that may be learnt as it has simi- of mutual objectives and needs satisfied
ment, raising awareness, self-discovery and larities to management (therefore exchange, transaction, nego-
evolution on a personal level with results • a skill sustained by an inborn aptitude tiation) matter.
and an impact on the professional, social, manifested as charisma visible in model
and interpersonal levels. heroes, the Messianic leaders or other
typologies that are presented mostly in
This explanatory model may sustain the the leadership theory based on features
idea according to which leadership is not or characteristics.
only a personal inborn characteristic (man-
ifested by social, emotional and interper- When trying to answer the question “What
sonal intelligence – according to Gardner, kind of leaders do we know?” we will iden-
Goleman), but also a competence acquired tify several dominants:
through education and training, namely by • leadership based on features or charac-
the formation and/or practicing of this spe- teristics – inborn aptitudes and the per-
cific capacity. More efficient leaders will be sonality marked by these specific talents
those whose technical training in the field of are important here;
leadership will combine with a personality • leadership based on the relationship
446
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2. WHAT KIND OF LEADERS DO WE The following short film is instructive in this

KNOW? respect:
Leaders are presented in numberless ty-

pologies, according to a series of theories
explaining the manners in which leadership
is understood.
A leader is followed – the follower of

h t t p s : / / w w w.
the first follower youtube.com/
It is worth, however, reflecting on one of the
most important theses of leadership: what
watch?v=fW8am-
really matters is the existence of a follow-
er (confirming and following the initiative MCVAJQ
of an individual by validating them as an
influencer and by giving them a context to
become a leader), and then of a second fol-
lower who offers a model to follow and an
invitation for others by showing them how
to take over the model.
448
449
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1. TYPES OF LEADERS BASED ON FEATURES AND CHARACTERISTICS
TYPE: Based on: Characteristics:
- inborn qualities
- low number of individuals that may meet all the
Charismatic Personality (e.g. Napoleon, Churchill, Hitler) necessary exceptional qualities
- necessary qualities cannot be acquired by training; they
can only be modified
Succession (e.g. inheriting the royal crown - specific to small family businesses
Traditional
or the position of a tribal chief) - there are almost no other opportunities for this type
Situational (Conjunctural) In the right place at the right time - too short in terms of duration to be valid in business
- power and authority are given by the nature and role of
the position within the organizational hierarchy
Bureaucratic authority (most managers and
Appointed (as/in the position of) - the power of the position is well determined but limited
supervisors)
if the position holder does not have the necessary
qualities to implement it
- ensures his/her managing position rather by what he/
she does than by what he/she is
Functional Manager/leader behaviour
- adapts his/her behaviour to meet the competitive needs
of the situation
450
II. MANAGEMENT STYLE THEORIES 2. Democratic style bers was higher when they had a democrat-
ic management
Kurt Lewin’s management style model • tends to involve employees in the deci- c) the democratic style contributes signifi-
Kurt Lewin together with some of his col- sion-making process cantly to the quantity and high quality of
leagues from the University of Iowa have • delegates authority the work carried out by the group or team
identified through the studies carried out • encourages participation (but this last conclusion has become quite
by them 3 distinct styles for a leader’s be- • uses feedback for subordinates’ benefit controversial following some studies per-
haviour: formed subsequently by other specialists
3. “Laissez-faire” style: that showed that the autocratic style may
1. Autocratic style • provides the means for the carrying out result in as good if not even better results).
of work and answers questions;
• tends to centralize authority • gives subordinates absolute freedom in
• dictates the work methods terms of work method.
• makes decisions unilaterally by limiting
employees’ participation The clear-cut conclusions of the study were
as follows:
a) according to al criteria, the less efficient
style is “laissez-faire”
b) the satisfaction level of the team mem-
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RENSIS LIKERT’S THEORY paternalist way both ways and horizontally between
• allows some more communication from those having equal positions
He presents 4 dominant managerial styles: bottom to top • participation to the decision-making
process generates strong motivations
1st style of authoritarian-exploiting type 3rd style of consultative type having the to attain organization’s objectives and
having the following characteristics: following characteristics: goals.
• the leader does not trust his/her • partial trust in subordinates ROBERT BLAKE & JANE MOUTON’S
subordinates; • ideas are often requested from MANAGERIAL GRID
• almost all decisions are made by employees but most decisions are made
organization’s top management; by the top management Used to identify the management style
• employees’ motivation is fear and the • some aspects related to control are practiced by managers and to identify the
sanction system; delegated to the lower part of the direction for development and improvement
• communication is almost exclusively pyramid of their activity, this grid ahs two dimensions:
from top to bottom. • communication takes place both ways
• on the vertical axis there is the
2nd style of authoritarian-amiable type 4th style of participative type having the preoccupation for people;
having the following characteristics: following characteristics: • on the horizontal axis there is the
preoccupation for production.
• the control strictly belongs to top • full trust in subordinates
management • decisions are made at all organization
• subordinates must be loyal, docile and levels by group participation to this
enslaved process
• managers treat subordinates in a • communication takes place vertically
452
TANNENBAUM & SCHMIDT’S Management style spectrum contains the
CONTINUUM OF MANAGEMENT STYLES following steps:
1. Manager makes decision and tells
It follows the evolution of the managerial staff about it without consulting or taking
attitude from authoritarian to democratic. into consideration a potential opinion or
observation coming from the subordinates;
AUTHORITARIAN DEMOCRATIC
2. Manager “sells” decision to his staff
by using his entire power of conviction
just like in the case of direct marketing or
customized sale;
Utilizarea autoritatii de catre manager 3. Manager presents ideas and invites
questions from staff;
4. Manager presents tentative decision
subject to change;
5. Manager presents problem, gets
suggestions and then makes the decision;
6. Manager asks the group to make
Aria libertatii subordonatilor decision within the limits he/she sets;
7. Manager allows the team to develop
options and decide on actions defined by
manager.
1 2 3 4 5 6 7
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III. CONTINGENT THEORIES OF

MANAGEMENT/LEADERSHIP
SITUATIONAL LEADERSHIP
The last theories propose transaction

leadership – transformational leadership
dichotomous pair.
454
3. SEVERAL VERY CONCRETE ASPECTS • interpersonal skills without letting functioning and to use them to render the
ABOUT PEOPLE, TEAMS AND himself overwhelmed or dominated by performance of teams and individuals
ORGANIZATIONS other person’s personality or problems more efficient.
• overview, synthesis capacity
The resources invested by leaders to attain • capacity to project and verbalize Explanatory models supporting decision-
their objectives – influencing people and these projections making in the crisis or conflict situations are
orienting them towards the proposed goal, • inspirational. useful in interpersonal relationships. For
in keeping with themselves (voluntarily), are example, LIFO model explains the fact that,
various and may be divided into: • resources that have been learnt, ac- in general, the excessive use of people’s
• one’s own resources, personal qualities, quired or practiced qualities may bring prejudice:
aptitudes and attitudes: • to communicate efficiently, assertively
• communicability, empathy and or persuasively Supportive ………………... Submissive
persuasion • to manage people efficiently, to put Authoritarian ………………. Autocratic
• linguistic capacities – use of the right person in the right place Conservative …………… Rigid
vocabulary, phrases, verbal, non-verbal • time management Adaptive …………………. Versatile
and paraverbal communication • good understanding of dimensions:
• charisma task/objective, interpersonal
• a propensity for human interactions, relationships/people
an interest in people and the specific • situation adequacy
ways of meeting their needs (mainly • competence to solve conflict and
relational needs: to be listened to, make decisions
understood, valued or appreciated) • crisis management
• high intelligence, mainly social and • capacity to motivate people, to
emotional understand the mechanisms of human
455
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As for teams and organizations, one of the most practical model for the efficient positioning of the leader in relation
to follower/subordinates is the one proposed by Tannenbaum – Schmidt:
STIL DE CONDUCERE AXAT PE LADER

STIL DE CONDUCERE AXAT PE SUBORDONATI
ARIA AUTORITATII LIDERULUI ARIA SUBORDONATILOR
Liderul ia Liderul Liderul Liderul Liderul Liderul Liderul

decizii si le “vinde“ prezinta prezinta prezinta fixeaza permite
comunica decizia idei si o propunere o problema, limitele subordonatilor
cere de decizie obtine sugestii si cere sa ia decizii
intrebari supusa si decide grupului in limitele
schimbarilor sa ia fixate
decizia de superior
456
SEVERAL CONCLUDING and the operation in a technical, mana-
OBSERVATIONS: gerial way.
• Leadership is inborn and also learnt. • Leadership spirit may often be associated
However, if it is only learnt without an in- to entrepreneurial spirit as it is driven by
born support, the role practiced will very its own visions for which it will use per-
much look like management; sonal resources (energy, time, effort) or
group resources, a concrete perspective
• Leadership models have evolved very for achievement and its own discourse
much over time by going deeper into the that will result in the inspiring of those
concrete ways in which a leader may act around it and the emergence of commit-
in relation to the teams or organizations ment, participation and contribution to
managed; the projects launched by the leader.
• Regardless of the type of authority prac- • Leaders need to be identified (as poten-
ticed – normative (formal) or deontic tial) and educated, trained or mentored.
(informal) – genuine leaders will be ex- The installation of some positive value
pressive and visible no matter what the “relays” will be the most important in-
organizational structure or hierarchy is. vestment in the training of a leader.
• Character is defining for a leader. An in- • Leadership starts from within. If it is not
born competent leader oriented towards there, it will never be there.
negative values will produce more prej-
udices than the lack of a genuine leader
457
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METHODOLOGY
SWOT ANALYSIS
Objectives Clarification of the personal and professional development context
SWOT analysis is an instrument that aims to make a subject become aware of their position in
a context and to create strategies for the solving of the weak points existing in subject’s current
Introduction state.
SWOT is an acronym for strong points, weak points, opportunities and threats. Strong points (S)
and weak points (W) are internal factors. The opportunities (O) and threats (T) are external factors.
Materials Colored paper sheets, felt pens, ball-point pens
Time Colored paper sheets, felt pens, ball-point pens
Participants will have time to work by themselves at first to identify the elements indicated by the
instrument.
In the next phase they will have the possibility to share with their peers and make the proper
Process analysis where they will identify the following aspects:
• How can Strong points (S) help overcome Threats (T)?
• How can Opportunities (O) help diminish Weak points (W)?
In the end, they will present in plenary the analysis results.
• How was the process of filling in this instrument?
• How did you collaborate in a team for analysis and strategy identification?
Processing
• What relevant aspect did you find out about yourselves for the learning context?
• How will this instrument help you develop your own personal and professional life?
SWOT analysis is a relevant instrument in general in companies for strategic, organizational and
institutional development. Starting from the principle of determinism and the idea that we have
Conclusions
better results when we are in as ate of balance with ourselves, this instrument shows the potential
steps towards this objective.
458
CAPITOLUL 8
459
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DORI WINDOW
1. Self-analysis of personal and exterior resources in the professional field
Objectives
2. Designing a development action plan
DORI window is a self-knowledge, self-analysis exercise for the modification of some
characteristics and the design of an action plan, an exercise by means of which students will
discover information about themselves about the resources they have or they are not aware of,
while those around them give them solutions for action plans to achieve the changes proposed.
1. What I want to change in me to ensure my 2. Resources (psychic resources – qualities,
Introduction success in career and proposals for the change time and economic resources) the other think I
of those around me hold to achieve the changes
3. Resources on which I rely to achieve the 4. What do other propose me to do to achieve
changes ( psychic resources – qualities, time the change I want to do in me. Action plan.
and economic resources)
Materials Colored sheets, felt pens, ball-point pens

Time
Participants will be given the description of exercise and time to outline their ideas about the
resources they hold. Afterwards, they will share them with their peers from whom they will also het
Process
suggestions for filling in the table. In the end, the action plan in designed in teams and presented
in plenary.
• How was the process of filling in this instrument?
• How did you work in teams?
Processing
• How did you help your peers in the self-knowledge process?
• In what way will you use the identified information in the future?
Besides Johari window this exercise helps participants know themselves better in the context of
Conclusions interaction with others, the awareness of such “reflections” being essential for leaders and future
initiators of social innovation projects.
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CAPITOLUL 8
JOHARI WINDOW
Objectives Illustration and improvement of self-awareness in relation to self and others
Participants are given input about the importance of interpersonal and intrapersonal knowledge for the
development of leadership skills in the field of entrepreneurship/social innovation.
They will subsequently get information about the instrument on which they will work in the personal and
group analysis.
Johari window has four quadrants/perspectives having the following characteristics:
1. “Open”/”free area” – the piece of information the person knows about themselves and that is
also known by others. This part will be filled in together with the team
Introduction
2. “Blind area” – the piece of information the person does not know about themselves but which is
known by the others – This part will be filled in based on peers’ feedback
3. “Hidden area”– the piece of information the person knows about themselves but which is not
known by others - This part will be filled in individually and disclosed subsequently
4. “Unknown area” – the piece of information that neither the person nor the others know about
him/her. - This part will be filled in together with the team by asking introspective questions aimed to
aspects unexplored by the person.
Materials Colored sheets, felt pens, ball-point pens
Time
Participants are given information about filling in the instrument and they support each other in this
approach.
Process
After filling in, they discuss the discoveries made and place them in the work context in potential project/
business teams.
• How was the process of filling in this instrument for you?
• What did you learn about you? What did you learn about the others?
Processing
• How can you use this information within the team?
• How did you work in teams?
Besides other instruments this exercise will bring more self-awareness to participants and the
Conclusions understanding of the fact that they cannot work efficiently without a good self-knowledge and the
permanent intention for personal development.
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LEADERSHIP- Blind triangle

The basic goal of this exercise is participants’ understanding the importance of being a leader,
Objectives
knowing leader’s qualities and using them in leadership
Depending on the size of the group, you may work with two subgroups of 8 persons each or
with a group of maximum 10 active participants and six observers. It is important that the
number of observers should not exceed the number of active participants since there will be
numerous interactions and debriefing management will be difficult. Find a sufficiently large space,
preferably in open air. Depending on the size of the group, divide it into two subgroups (8 persons
maximum). If you have a co-trainer, each of them will manage a group both during the exercise
and during debriefing. At the end of activity, you may propose an exchange of impressions
between the two groups. If there is not a second trainer, you may have two options:
- two active concomitantly active groups: You will select in advance two volunteers that will
Introduction be given certain instructions. Each of the volunteers will observe a group. Groups will stay at a
certain distance between them so that communication may not be disturbed but in such a way so
that they may be observed by volunteers. Volunteers may give penalties, if necessary.
- an active group and observers: you may work with eight or ten persons maximum, the
other members will be volunteers so as to observe the activity. Each volunteer will be in charge of
a specific charge (e.g. time keeping, penalty, leadership etc.).
When the group is ready and arranged in a line with a rope tied up at both ends and placed on
the ground, you must give each participant a scarf to blindfold. Instructions will be given when
everyone is blindfolded (if your group has little experience in doing this type of exercises, you may
explain the conditions until they are blindfolded so as to facilitate the task).
One (or two) 30 meter long rope(s) knotted at its end, one scarf per person to get blindfolded, a
Materials
watch or a chronometer
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30 minutes for the activity and two halves 15 minutes each for debriefing if there are two groups of
Time
observers or 30 minutes if there is one group of observers
Ask participants to concentrate and read just once in a loud and intelligible voice the following instructions:
The objective of this group exercise is to make an equilateral triangle, namely a triangle with three equal
sides and angles. One angle of the triangle must face north. All participants must stay in contact with the
rope. You must use the entire length of rope. You must use the simple and not double rope. You shall not
untie the knot. If someone lets go the rope they will be penalized by their exclusion from the group for 3
minutes. You may start when you hold the rope in your hands and when I move you to a safe space”.
- Do not answer participants’ questions after instructions have been given. You may shortly read
instructions again, if necessary.
- After you give the rope to each participant, guide them by means of this rope to another place and
ask them to turn around so as to get disorientated.
Process
- If you penalize anyone with exclusion from the game for 3 minutes, don’t tell anything to them and
don’t give any piece of information to the group. If the penalized person does this, accept that.
- The game ends when the entire group agrees that the goal has been attained by raising their
right hand to indicate their agreement. If one participant did not raise their right hand, do not accept
the decision and reject the group until they make a common decision. If the group did not manage to
complete the game, interrupt them after 30 minutes.
It is very important that you (together with each observer, if any) observe and write down the game phases,
the diverse leadership behaviours, the roles taken that were more or less useful by mentioning penalties.
This requires presence and maximum focus for a constructive debriefing. Take notes. Do not intervene to
save the group if you notice that there is a disturbing or chaotic atmosphere. Stay neutral.
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If the two groups worked simultaneously with one trainer, use the aquarium method: the first group sits in a circle together with the animator
and observer. The members of the second group stand in a circle around the first circle silently observing the discussion. This allows them to
perceive the group phenomena, mainly what happens on a general level. After the 15 minutes of debriefing have run out, ask the exterior
group to tell whether they have comments or observations without referring to their own experience in that exercise. Then, change the groups.
Resume the process for 15 minutes.
- Choose a figure from 1 to 10 to define your level of frustration: 1 – very low level of frustration, 10 – very high level of frustration. It is
important to discuss the gap between figures: the larger the gap, the higher the discomfort state that prevented the group from fulfilling the
task.
- How did you feel during the activity? Emotions, frustration, enthusiasm, motivation etc. ask two persons who gave extreme choices to
argue their choice. Was the exercise goal very clear from the very beginning? Did you have a common clear vision before starting it?
Processing
- Could you identify the person who took over the group management and when did they do this?
- Which behaviours contributed to finding the solution?
- Which behaviours blocked, tensed or disorientated the group?
- What did you understand about the role of leadership after the completion of exercise and how are you going to use it in your activity?
- What changes would you bring if you repeated this exercise?
Ask participants to tell the difference between leader and leadership and an efficient leadership means in their opinion. Describe together the
leadership model and the three components thereof. Give examples of real cases.
Source: http://tdh-moldova.md/index.php?l=ro
This exercise is just an example of the way in which to start the discussion about the leadership concept and how it can be used by the future
Conclusions
social innovators.
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Methods
RELATIONSHIP HYGIENE
Objectives Understanding the importance of maintaining some positive relationships with those around you
Since social innovation is not a domain of individual work, it is important for participants to
receive information about how they can manage relationships and interactions in a positive way
Introduction The exercise proposed here comes from E.S.P.E.R.E. (Energy Specifically Providing an Essential
Relational Ecology) method created by the French sociologist Jaques Salome, who wanted to offer
people a way of communicating viably easily and efficiently.
Scarves of different colours, materials, sizes
Materials
Soft toys, symbolic objects that can be symbolized
15 minutes – role play
Time
30 minutes – processing
At the beginning you will introduce the theme and goal of the exercise. The facilitator will ask the
participants to present in plenary a conflict situation that might be met in the future work context.
This proposal may be one that happened in reality or not, but it has a conflict character and may
prevent the good functioning of a team. After having established the topic of the role play, 2
volunteers among the participants will stage this conflict.
After they are reminded the topic, it will be emphasized once again that this is just a part and the
scene is acted spontaneously. While the scene is acted they will keep in mind the toxic messages
the participants are telling each other, the manner of expression or the way they address etc.
Process At the end of the sketch, they will use the relational scarf as follows: volunteers are asked to
pick up out of several types of scarves one that symbolizes their relationship in the sketch. Each
volunteer will keep hold of the scarf end as this symbolizes the relationship between them. You
will discuss the symbolist elements (colour, material, how the scarf is held etc.), then by means of
some symbolic objects you will explain how messages circulate within a relationship, how toxic
messages may be returned symbolically, replaced by gift messages etc. then you will introduce
E.S.P.E.R.E. specific concepts and may also discuss other cases of conflict.
Source:
http://www.jacques-salome.ro/ESPERE.htm
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• How did you feel during this exercise?
• What connections to your personal/professional life did you make and can you share them?
Processing
• What are the main ideas that you bore in mind about this conflict management method?
• How will you use in the future the concepts learned in this exercise?
E.S.P.E.R.E. method is a vast method of understanding the interpersonal relationships and it is used by
specialist in the field of personal development/psychology. By consulting this material, the information
Conclusions corresponding to the link given above you may adapt some ideas and facilitate the transmission of
the principal message to the participants. The use of another method for interpersonal interaction
management is also welcome on the condition that you attain the objective of the session.
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PUBLIC SPEAKING AND PITCHING
Attention: Neither this chapter nor other similar materials even entire books or
libraries of communication and public speaking guidebooks will help the reader
speak better in public; they will at the very most help them build the trust to speak
in public.
What can help the reader speak better in public? Experience and real practice,
feedback and applying the feedback received.
How can anyone acquire this experience? There are several methods, each of
them with their advantages and disadvantages, therefore with their different degree
of efficiency and efficacy. The main methods are loud voice reading, speaking and
rehearsing in front of the mirror, rehearsing within a restrained circle, video and
audio recording or video + audio recording and watching it subsequently, sending
the recording to trustworthy persons or persons experienced in this field for feedback,
one-to-one effort with mentors, consultants or specialized coaches, participating to
workshops, training courses, public speaking courses and/or regularly going to a
public speaking and leadership club, for example within Toastmasters International
network.
Just like in other specialized fields, a certain skill may be improved only through
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Public speaking appear? This is mainly because emotions of a speech, namely the introduction, as
Public speaking is a ski that may may be excessive, because people are not it is the first contact with the audience. If
be acquired by periodic exercise and sufficiently confident in their own skills and the public speaker knows their introduction
constructive feedback. Rhetoric is an art. because they do not know the advantages very well, they may manage emotions more
This material will focus on the skills to speak of emotions. easily form the very beginning of the speech.
in public confidently and not on the art of Methods by which emotions may be - through the visualization in minute details
rhetoric. better managed: of the speech delivery in front of the audience
Emotion management Indirectly emotions may be best managed by is often a kind of speech rehearsal;
Before taking the first steps in public acquiring better confidence in one’s public - through the use of gestures, facial
speaking there are emotions. Even the most speaking skills which may be improved expressions or stage movements so that
experienced public speakers have emotions. through repeated exercise and by applying emotions may dissipate naturally. If stage
The good part is that these emotions are very constructive feedback. movements or gestures do not have precise
useful in the right quantity. Why? Because purpose, they are often repetitive and betray
they make public speakers be humane, Directly, emotions may be managed by: excessive emotions. When they do have a
approachable and friendly. Nobody likes - the thorough preparation of the speech, purpose they help chasing away emotions
listening to a robot, people need to listen especially the introduction and conclusion, without showing them.
to people having feelings and showing their which provides confidence. The preparation
emotions. If emotions are good, why is of the introduction helps the speaker pass
public speaking so difficult when emotions more easily through the most thrilling part
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There are also other techniques for emotion For an as good classical structure as impression, to urge for action or to concisely
management. The most efficient is the possible (of the type introduction, body, and transmit the idea(s) of the body.
periodic practice and acquiring confidence conclusion) we recommend the beginning
in public speaking; each individual may of the speech with the body by writing the With an introduction, body and conclusion
look for other techniques to manage their speech with an oral or dictated language. well designed and exercised any speech will
emotions and may try them one by one to After having established the body, it is attain its goal. To elaborate the introduction,
discover what works best in their particular more easily to choose the most adequate body and conclusion, it is necessary to know
situation. introduction to draw the attention and the audience in terms of age, interests, gender,
proper conclusion to pinpoint the most professional qualification, experience,
Speech structure helps enormously important ideas or for action promoting. expectations, and culture etc. the better
efficient communication in public speaking Many public speakers do not attain their you know these details about the audience,
meaning that the message transmitted objectives and fail to transmit their ideas the better you will elaborate the message
reaches more easily the audience and is efficiently because they do not have a of your speech and it will be received. The
better understood. There is not any ideal well established structure of the speech. information you need to know your audience
structure for speeches; in exchange there Structure, especially the conclusion and is often in organizer’s possession and it may
are more or less adequate structures for the introduction are maybe the most often also be obtained by other classical research
the type of speech selected and for the overlooked elements of a speech. methods (internet, Facebook, YouTube).
speech objectives. The classical structure Among the introduction, body and
contains the introduction, the body and the conclusion, the most important part of Nonverbal language refers to gestures,
conclusion. There are also other types of a speech is the conclusion because the face mimicry, stage movement, posture
structures such as effect, cause, solution; audience remembers it while the rest of and eye contact. Used adequately, all these
problems, solution, expectations; part, ideas in the body and the introduction are elements may sustain the message that is
present future, and spatial (closer, farther quite rapidly forgotten; the conclusion is intended to be transmitted by speck delivery,
and even farther). speaker’s chance to create a long-lasting and may dissipate excessive emotions. If the
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elements of non-verbal language are used or after something important such as the and ends with a short session of questions
purposefully they may help chasing away conclusion has been said, you may leave and answers.
emotions without this thing being obvious, a short period of time to the audience to What is the goal of a pitch? There are
but if they are used without the aim to digest the idea. several goals, the main far reaching goal
underline or emphasize the message they The balance in using diverse vocal variety being to obtain a financial or advisory
can still dissipate emotions only that they are techniques is attained only by practicing support or a reference etc. For this reason, a
dissipated in an obvious manner. Eye contact and experimenting during the preparation pitch is a persuasive speech. The immediate
may contribute to the confidence perceived of speech. There is no other way of using precise goal of a pitch is to obtain a
by the audience in the ideas transmitted efficiently vocal variety than frequent subsequent meeting where to discuss
and consolidate public speaker’s credibility practice. concretely and in detail the desired support
just as proper clothing, adequate language (financial, recommendation, consulting,
and the sources used and quoted and mentoring etc).
organizers’ introduction may help as well. Pitching
What makes a persuasive speech be
Vocal variety plays a major role in a speech What is a pitch? A sort of succinct and different from other types of speeches?
as it avoids a monotonous presentation, may persuasive speech often ended with a By the fact that is not only has reasonable
draw attention to the most important aspects succession of questions and answers about arguments but also uses emotional
of the speech and may transmit emotions. the idea or the project presented arguments by trying to achieve a balance
The aspects relating to vocal variety that must between the two argumentative approaches.
be taken into consideration when preparing What makes it be different from other
and delivering a speech are rhythm, volume, types of speech? How can reasonable arguments be
tone, clarity and, last but not least, pauses. It is different due to its specific quite flexible used to be most credible? By the use of
Pauses may be used to signal the audience structure; it is often sustained by visual aids plausible, primary or reference sources and
that something important is going to follow in the form of a PowerPoint presentation more important than sources is the
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confidence with which the presentation/ which you will be successful. able to describe the problem you are solving
pitch is delivered. The confidence in one’s We will present some of the concepts that in one or two sentences, or potentially a few
own idea or project is essential for a truly must be included in a pitch and what you bullet points. In the long run, your company
persuasive speech. need to avoid and we will let you design may solve multiple customer problems, but
and make short presentations in front of initially you will be more successful if you
How can emotional arguments be your colleagues. just focus on one core problem.
used? By presenting a personal story
already integrated at personal level and by 1. Problem 2. Solution
diverse tricks representing voice inflections, The most important thing is to identify Too many entrepreneurs start with a
therefore vocal variety. a problem that is worth solving. If your solution: a product or service that they think
There are many occasions where you must product or service doesn’t solve a problem the market needs without first identifying
draw the attention of some people in terms that potential customers have, you don’t the problem they are solving. As a smart
of your business idea – especially when you have a viable business. Simple as that. entrepreneur, you can avoid this mistake
want to obtain financing. Now, you don’t have to be solving a massive by first making sure that you are solving a
If you want to obtain money for your business problem where the solution will change real problem that customers actually have
or only want to improve your business the world. That’s great if you are tackling before you define your solution (see point
strategy, a fast and solid presentation is an such a problem, but for most businesses, one).
essential instrument to attain your goals. that’s not the reality. Problems can be Once you have clearly defined the problem
The fast presentation may be delivered simple—and that’s OK. As long as you, as you are solving, you need to explain your
verbally, ideally in 60 seconds or even less, an entrepreneur, are solving a problem that solution. A clear problem statement will
or as a general one page presentation of customers have, you can build a business. help you focus your solution on solving that
your business. Think of the fast presentation one problem, and not stretch the solution to
as of a summary providing a rapid image on Try and distill your customer’s problem down solve multiple potential problems.
your business and detailing the reasons for to its simplest form. Ideally you should be Again, try and distill your solution description
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down to as few words as possible. You are solving. Now, just multiply the number choose your solution over someone else’s?
should be able to describe your solution at of people by how much they currently spend Describing your key differentiators from your
a high level in just a few sentences or bullet and you will have a realistic “market size” competition is a great exercise and ensures
points. number or your target market. that you are building a unique solution that
In your pitch, you will want to talk about the customers will hopefully choose over other
3. Target market market segments you are targeting, how alternatives. These differentiators will also
As you define the problem you are solving, many people are in each segment, and the help you focus your marketing on the key
you should naturally be thinking about the total amount they currently spend. These value proposition that you offer that your
potential customers who have this problem. numbers are critical and must be part of any competitors don’t.
In the Target Market section of your pitch, good pitch presentation. Bear in mind that social innovators
you will define exactly who has the problem are competing with all sectors. Highly
you are solving and figure out how many 4. Competition important: you should not speak badly
potential customers you will be trying to sell Every business has competition. Even if no or criticize competition because if you do
to. one has come up with a solution similar to so you may jeopardize your own idea as
You should try and divide your target market what you have come up with, your potential subjectivism is obvious; you may just as well
into segments—smaller groups of people customers are solving the problem they easily underline what makes the difference,
whom you expect to market to. have with some alternative. why it is better like this, what customers or
Once you have created a good list of target For example, the competitors to the first cars consumers may win from the relation with
market segments, you’ll need to do a little weren’t other cars but horses and walking. the idea/product/service presented. Thus,
research and estimation to figure out how As you think about your competition and the presentation may put the speaker in the
many people are in each segment. Next, existing alternatives, think about what right professional light.
try and estimate what an average person advantages your solution offers over the
in each group currently spends each year competition. Are you faster, cheaper,
on their current solution to the problem you better? Why would a potential customer
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5. Team 6. Financial summary 7. Milestones

As great as your idea is, only the right team For a great pitch, you don’t necessarily have The final key element of your elevator pitch
will be able to effectively execute and build to show a detailed five-year forecast. What’s is conveying your business milestones, or
a great company. more important is that you understand your your schedule.
In the “team” portion of your pitch, you business model. Here you will want to talk about your
should talk about why you and your “Business model” may sound like something upcoming goals and when you plan
business partners are the right team to complex, but fortunately it’s not. All you to achieve them. If you have already
execute on your vision and why your team’s need to know is who pays your bills and accomplished notable milestones, you
skill set is precisely what is needed to lead what kinds of expenses you will have. For should mention those. For example, if
your company to success. People often example, if you are starting an online news you have invented a new medical device,
say that a company’s leadership team is site, the customers that pay the bills are potential investors will want to know where
more important than the idea—and this is your advertisers. Your costs will be writers, you are in the clinical trial process. What
often true. No matter how great or unique graphic designers and web hosting. As you steps have been accomplished and what’s
your solution is, if you don’t have the right learn more about your industry, it is certainly the projected schedule for final approvals? If
people on board, you won’t be able to see helpful to put together a sales forecast and you are opening a restaurant, investors will
it to fruition. expense budget. You will want to ensure that want to know about plans to sign a lease,
It’s also OK to not have an entire team in you can build a profitable company based design the interior, and open for business.
place. It’s more important to understand on your assumptions. But, for your pitch, a Talking about upcoming milestones in your
that you have gaps in your management detailed forecast isn’t necessarily required. pitch makes your business a reality. This
team and that you need to hire the right section of the pitch illustrates how well you
people. Knowing what your team is missing have thought through the detailed steps it’s
and recognizing that you need to find the going to take to open your business and
right talent to fill the gaps is an important start making money.
trait in any social entrepreneur.
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8. Question and answer session How can one open the question and the question and ask: “Did I answer your
For a successful question and answer answer session? question?” The nonverbal language matters
session, the best answers to many questions One may use the following questions: “Who more than what the person asking the
do not come on the spot but anticipating has questions to ask?” vs. “What are your question says. If the answer is affirmative
them long before the presentation before questions?” vs. “Who wants to start/break and the nonverbal language is congruent
the committee. Anticipating questions the ice with the first question?” The second to the answer then you may go to the next
and preparing the answers to them from variant is very efficient and efficacious. question; if the answer is negative or the
home are important components of a nonverbal language is not concordant with
persuasive speech of pitch type. How can How can one answer the questions the affirmative answer (they do not seem
we anticipate best the potential questions? coming from the investors or the convinced when you look at them) then
- by rehearsing the speech/presentation committee members? We could do a you will resume the answer in other words,
within a very realistic framework, in front training course and a workshop only on this more succinctly and from another angle so
of a competent audience and maybe, the topic. In brief, there are several principles that boredom may not occur. After having
most important, by knowing the committee and tricks that deserve being used when resuming the answer, you automatically go
members (biographies, experience, photos, answering questions coming from the to the next question through a very elegant
clothing, psychological profile (personality, audience: transition, such as “it is time for another
temperament, character), interests, common You must start your answer by looking question”.
friends, carrier, studies etc.). The better you straight into the ones of the person who A useful trick is not to give grades and not to
know the evaluation/financing committee asked the question, but you will not keep mention how good a question is because you
members, the better you may anticipate the eye contact only with that person risk hurting other people that may consider
questions and prepare clear and concise because you risk losing the attention of the that their question was not so good, though
answers. others involved in the discussion. When it was very important from their perspective
you finished your answer, you may turn and for the reason they asked it. Granting
your eyes again to the person who asked grades to questions is not even an efficient
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strategy to buy some time and to prepare to be afraid of these situations because they cash flow, a track record and real-world
an answer; a better strategy to buy some are excellent opportunities to improve your experience has a better chance of getting
time is to rephrase the question in your own idea, business plan and/or the next pitch. investors than a business plan forecasting
words for the audience in the hall, if there large returns. Find ways to test your
is no microphone, it could not be heard or Pitching – hard earned lessons business’s viability on a shoestring budget,
just to make sure that the question was fully Less is always more. and turn your idea into a functional business
understood. before you seek investment.
An elevator pitch is vital. Verbose
Before the end of the question and answer presentations and lengthy explanations will Keep it simple
session you may tell the committee or the not impress investors, and most likely will Excite investors about your big picture, but be
audience that there is time left for only 1 turn them off. Present your business in a reasonable and responsible. Avoid hockey
or 2 more questions, and you may close manner that’s short, sweet and to the point. stick projections. Respectable investors will
the session expressing your thanks for the Investors need to be confident that your not take you seriously if you present them
questions received. business will attract and retain customers. with nonsensical financial graphs that claim
If they don’t grasp your concept in a short your company’s revenues will grow from
How can one make sure that the time span, they may presume that customers £100,000 to £50 million in three years.
question and answer session will be won’t understand it either. Show investors that you have a grasp on
a successful one? – by exercise, a lot of reality with three versions of financial
practice anticipating questions and answers Never hypothesize. Execute, execute, projections: best case, moderate case and
in a highly realistic environment. execute. worst case. Base each of these models on
Inspire confidence with facts, not fiction. facts, past and present performance data,
The fear of difficult questions Most investors seek out low-risk businesses industry and competitor analyses and a
If certain questions could be anticipated and with proven managers that are as close to series of well-thought-out, defendable
yet they were asked, it is not recommended guarantees as possible. A company with assumptions. You should not speak badly
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or criticize competition but only underline and hundreds of product lines, prove how
what makes the difference, why it is better well you can create, manage and fulfill
like this, what customers or consumers may demand for a single product. Demonstrate
win from the relation with the idea/product/ that your business can crawl before you
service presented. say it can walk. Perfect your marketing
tactics, sales strategies and operational
Learn to love discount stores. procedures. Investors appreciate companies
Being cheap is chic. In an age where with sustainable step-and-repeat business
spending is out of control, you’ll need to models that are poised for exponential
prove that you are a fiscally responsible growth. Remember, even Google’s success
manager who knows how to get the most is based on a single product.
out of a buck. Give yourself wiggle room in
your operations and marketing budgets, but Choose not to be the smartest person in
avoid being excessive. Never ask for a large the room.
salary or big-budget perks. Investors want Know what you know, know what you don’t
you to be in a position where everything is know and find the people who know what
on the line. you don’t know. Build a team of credible
experts. The smartest leaders in the world
Rome wasn’t built in a day. Your business are those who surround themselves with
won’t be either. smarter people. Investors are funding a
Investors are wary of funding over-eager management team as much as they are
businesses that seem destined to bite off investing in a great business concept.
more than they can chew. Before asking
for millions of dollars to fund 50 divisions
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PITCHING – DO’S • Be confident. An inner self belief is like qualities, determination and persistence.
a foundation stone under the tallest Develop a ‘keep on keeping on’’ ability.
• Keep your pitch short, concise and building. You need to convince potential • Protect your idea before entering a pitch
factual - around 5 -15 minutes long. Get investors that you have the courage of situation by an NDA (Non-disclosure
to the point. your convictions and why. Agreement). You may find templates
• Provide visuals, either a tangible product • Practice your pitch in front of a mirror of such contracts if you make a simple
or visual images of your concept. until you know it by heart and it is word search on the internet.
• Demonstrate the opportunity. Specifically perfect. Practice in front of anyone you • Keep calm. Take five seconds to breathe
tell the panel you are pitching to exactly can rely on to give you honest feedback. and let your pounding heart to slow
how there is going to be a return on the Some business angel networks provide down. Look down if necessary. Compose
investment that’s made and demonstrate dummy investor panels and workshops yourself. Silence is fine. Then, spring into
why. to help entrepreneurs practice their life.
• Show your commitment. Explain clearly pitches. • Exaggerate! Know your figures inside
and concisely what you have done and • Persist. Dealing with rejection is all out and off by heart. Be realistic about
what you intend to do next. Reveal about passion and conviction and never the risks your business faces and turn
what you have given up, what you are giving up. When Thomas Eddison, who yourself into an expert on how to deal
prepared to do and how determined you invented the light bulb, was asked what with them.
are. Show how you will be sharing the it was like to have failed 1000 times in • Come unstuck. Know exactly what
risk. Passion and commitment are vital trying to invent it, he replied that he didn’t you’ll be spending the invested money
ingredients of a winning pitch. In the fail; he just found 1000 different ways on and provide realistic valuations and
entrepreneurial dictionary, action comes not to invent the light bulb. That sort of projections.
straight after decision. Committing to analogy is what it’s about, that’s the way • Stop using your imagination. Once
getting things done is an invaluable ally we should view life. Successful social your business is up and running your
on your road to success. entrepreneurs have two undeniable imagination will act as a catalyst for other
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people’s imaginations. As long as your Pitching – the 12 second pitch Examples of Elevator Pitch:
imaginative visions and ideas remain Let’s say you’re at a dinner party and one
deliverable and realistic. An imaginative of the guests asks you, “So, what do you https://www.youtube.com/
leader is encouraging to those around do?” Can you answer in one sentence so watch?v=i6O98o2FRHw
them. that they understand your company?
• Look un-inspirational. Make me like the Being able to distill your company into one https://www.youtube.com/
look of you. Don’t look like you’re utterly simple sentence is incredibly valuable. It watch?v=3xn88qYx0OQ
desperate for money or that you’ve helps you, as an entrepreneur, focus on
just been dragged through a hedge exactly what you do and who you’re doing An example of an almost perfect business
backwards because you’re wearing it for. It also helps you clearly market your pitch:
ripped jeans and a t-shirt. Wear a suit. business. A simple headline at the top of https://www.youtube.com/
• Be condescending. Have confidence in your website or brochures will communicate watch?v=hWuzKOz_o4Y
your idea but do not patronise those you the core essence of your company and
are seeking investment from. generate interest in learning more about A pitch for a Venture Capitalist:
• Argue. Do debate. There is a fine what you do. https://www.youtube.com/
balance between debating and arguing This synthesis cannot be obtained right watch?v=18H5FBoGL3o
with somebody. The minute you start away, it requires an interactive and gradual
arguing with a potential investor, you’re process, and the synthesis will get better
now in a state of conflict and it’s going to and better as it gets refined.
go wrong for you very quickly as nobody
is happy to take part in a conflict or to
witness one.
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CASE STUDY- MEŞTESHUKAR BUTIQ
FROM IDEA TO SOCIAL INNOVATION
Meşteshukar ButiQ ( MBQ ) is a network of social economy enterprises and an active

supporter of Roma traditional crafts. Meşteshukar ButiQ managed to bring a fresh
vision on Roma crafts and revive traditional products and objects with contemporary
design. Meşteshukar ButiQ produces and sells premium products, manufactured
using time-honored techniques but with a contemporary design, with prices ranging
from 5 to 1000 euro. The product lines include jewelry, clothes and interior design
objects.
Intended to meet contemporary needs of life reconnection and protecting of the
natural environment, products and services offered by Meşteshukar ButiQ involve a
clean raw material, knowledge of the craft passed through a long trial time, skilful
hands and an immediate utility. Each product sold is a direct income for the crafts-
men producing it.
480
FINANCING PROMOTION when launching our jewelry collections.
We are active on social media on Facebook
Mesteshukar ButiQ opened a store in down- We’ve chosen two communications direction and TripAdvisor, in order to stay in touch
town Bucharest and an online store, mbq.ro. for the Meşteshukar ButiQ. The first present with our clients and especially to gather
The business strategy includes direct sales the social impact of our business, but also feedback about our products and approach.
b2b, special orders from design or architec- on other social issues. The second one is
ture studios, as well as resale partnerships. purely commercial, where we concentrate SOCIAL IMPACT
In addition to the sales revenue, we receive on the products, the craftsment and the de-
support from the ERSTE Foundation, CCFD- signers. This is also our main focus in com- In Romania, the Roma population rep-
Terre Solidaire and NESsT Romania in order munication. resents 6% of the total demographic and its
to fund our development and expansion. We do public relations activities, we or- unemployment rate is 5 times higher than
In 2016, the sales revenue reached 60.000 ganize annual events in the store to mark that of the rest of the population. In terms
euro. At an annual revenue of 70.000 euro, the launch pf the collections, as well as an of social impact, right now we measure 3
the store in Bucharest is expected to be fully anniversary event. We also attend a series major indicators*:
self-sustainable in 2017. of other renowned events such as Roma- 1. The number of craftsmen in the MBQ net-
nian Design Week, Vienna Design Week work: 21 – 6 women and 15 men, plus 3
or Stockholm Design Week. In Romania, other people of Roma origin as members of
we have participated in several editions of our team.
the contemporary jewelry exhibition AUTOR 2. Number of MBQ clients: 904
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3. The value of sales revenue for the crafts- 2. I would recommend that anyone who
men (money MBQ has paid for the products would like to set up a social business try to
sold). In 2016, this value was 148,500 RON focus on the added value provided by their
(33,000 EUR), approximately 130 euro/per- target group. A social business is not a char-
son/month. ity.
*data available for 2016
A LESSON LEARNT
It is important to consider two things:
1. Although you might have a social

mission, without a business approach you
will not succeed. It is very easy to become
emotionally involved when working with
people who face various types of hardship.
A business mindset and the motivation to
make things work benefits everyone.
482
HTTPS://MBQ.RO/
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CASE STUDY- NOD MAKERSPACE
The idea of launching a makerspace came from the awareness of the need of all
those who want to start doing something but they do not have the proper resources
to do that such as space, tools, financing, and people to work with or to learn from.
The need started from a large group of friends who are architects, urban experts, and
designers, a group of which Florin Cobuz (co-founder of Nod Makerspace) is also a
part, with whom we carry out many projects, one of them being Calup – a project on
urban regeneration, and we have noticed this need in a more open space through
Start Design-Up Campaign of 2014 held at Mincu workshop, in the Faculty of Archi-
tecture. The campaign was a call to designers for projects/objects that deserve being
made but which cannot be carried out due to the lack of courage or money.
484
FINANCING Last year turnover was 950,000 RON, and SOCIAL IMPACT
this year we expect an increase by 20%.
The total investment amounted to about The long-term goal of this project is to cre-
120,000 Euros out of which 40% were PROMOTION ate opportunities for the improvement of
sponsorships received from our partners in the local and global life standard and for
the form of constructions materials, tools MSL Group The Practice helped us design the establishment of a strong open-source
and equipment. Saint Gobain – glass, plas- an adequate communication and promo- community.
terboard, cinder wool, Hornbach – materi- tion strategy, but we have not launched yet
als and tools, Epson – printers, plotter and an intensive promotion campaign. We have
projectors, Telekom – free of charge infra- used the media channels to tell about our
structure and internet, For IT- computers, Nod project and positive answers have start-
Transparent Design – glass wall mounting, ed to come, thus proving that the project is
MSL Group The Practice – PR consulting. We a benefic one for the creative community.
subsequently invested about 15,000 Euros
in equipment.
We have not recovered our investment yet,
everything we earned was reinvested in de-
velopment and we will probably continue
our approach next year, too.
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Our objectives for the next 3 years are as A LESSON LEARNT

follows:
The most important lesson was that money
• the development of the component re- is not as important as we thought it to be in
lated to learning (courses, workshops) the launching and development of a busi-
that may support the access of the pro- ness. The team and the synergies among
totypes produced within Nod on the de- its members are much more important. He
sign market; who wants to take up social entrepreneur-
• ship must put aside the thought of making
• the development of the incubator func- a large profit as soon as possible, must trust
tion for the business created within the their idea, inspire others with the dedica-
community; tion with which they start things and build a
• competitive team.
• the establishment of some synergetic
relationships with other activities in the
cotton industry.
486
H T T P : / / W W W. N O D M A K E R S P A C E . R O /
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CASE STUDY- SOCIAL TEA HOUSE
Asociatia Training Store/3ning Store was set up in 2012 as an NGO operating in the
educational field which has developed so far programmes and projects dedicated to
the rural environment, entrepreneurship, and personal and professional develop-
ment. In 2014, after a training experience on entrepreneurship for the young people
of Bucharest, we identified a financing source dedicated to SOP HRD beneficiaries
– social economy willing to develop social economy structures that may integrate
people from vulnerable groups into the labour market. Starting from the idea of de-
veloping an interactive space that may also integrate cultural, educational and social
events adapted to different categories of beneficiaries – children, adults, young peo-
ple, we developed a teahouse that includes spaces for events. The people who have
worked since September 2015 in the social economy structure of teahouse/café type
that we have developed are individuals belonging to vulnerable groups – single-par-
ent families, families having more than 2 children and individuals who dropped
school early. The sustainability of the structure must be kept until December 2018.
488
FINANCING PROMOTION SOCIAL IMPACT
The initial investment was estimated to The social impact is obvious by the fact that The social impact is obvious by the fact that
about 500,000 lei with 2% co-funding from the teahouse provides support to the vul- the teahouse provides support to the vul-
the association and it was actually spent in nerable persons integrated in the labour nerable persons integrated in the labour
proportion of 70 % during the project pe- market – 4 individuals have been employed market – 4 individuals have been employed
riod. The financing came from SOP HRD until this date (April 2017) and they come until this date (April 2017) and they come
– the axis dedicated to social economy and into contact with different persons, events, into contact with different persons, events,
the integration of vulnerable individuals and opportunities for training in the field and opportunities for training in the field
into the labour market. of food service, they have integrated into of food service, they have integrated into
Now at about 1 and a half year since the the community; therefore, we may identify the community; therefore, we may identify
launch of the social economy structure, we progress factors in terms of the communi- progress factors in terms of the communi-
are in the period of investments made by the cation with customers, the spirit of initiative, cation with customers, the spirit of initiative,
founding members so that the part of eco- professional training as a commercial work- professional training as a commercial work-
nomic activity – in our case the teahouse, er and management, and so on. er and management, and so on.
may be kept afloat and cover some of the
current expenses of the location.
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A LESSON LEARNT development because they may need sup-

port and invest a lot of time in it.
The experience of developing this type of
business – social economy structure of café/
teahouse type within a NGO taught us, as
experienced implementers, how important
the business vision is from the very begin-
ning – what we have developed along the
way, how important is to know the business/
domain you are developing and, above
all, how useful internal and external part-
nerships are in the development of such
a structure. The piece of advice given to a
young person interested in social entrepre-
neurship is to design a clear and well docu-
mented plan connected to the reality where
the business they want to develop is going
to operate, to identify the partners, the sup-
pliers and the people involved in business
490
H T T P S : / / W W W. F A C E B O O K . C O M / S O C I A L -
TEAHOUSE-1419690518285693/?FREF=TS
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CASE STUDY- MAMA PAN
MamaPan is a bakery with a social mission set up with the goal of creating jobs for
the women coming from economically and socio-professionally vulnerable groups
– mothers who raise their children by themselves and mothers having more than 2
children, single mothers belonging to the Roma ethnic group and having a difficult
life situation. The family situation, the appurtenance to the Roma ethnic group, the
social-economic difficulties, the lack of care services for children and the high costs
thereof, the discriminatory attitudes and the gender inequality lead to the difficulty
of finding a job and keeping it by bringing these persons in situations of marginal-
ization and exclusion. MamaPan has addressed the needs of this target category by
providing free of charge professional training as a baker, professional training at the
workplace and employment in the bakery by offering decent wages and a friendly
work environment. The bakery has established some atypical business hours for the
field of bread manufacture in order to allow its employees to manage their family
issues.
MamaPan also carries out “Pâinea este dar” programme of product donations for
women, children and families in difficulty which we are implementing as a CSR proj-
ect together with private companies.
492
FINANCING Centrul Parteneriat pentru Egalitate Foun- PROMOTION
dation has been the only financier of the
MamaPan bakery was set up within a Euro- bakery since December 1st 2015. After the Promotion is mainly carried out by:
pean funding project that provided a sub- completion of the financing from European
sidy of about 180,000 Euros for a 6-month funds, CPE invested into the bakery the sum • The Facebook page where we post the
period until November 31st 2015. The sub- of 38,000 EUROS necessary for the opera- events we take part into and the new
sidy covered all bakery’s operating costs tion thereof. products we launch. The page has 6000
(personnel-related costs, the rent, utilities, We estimate that the investment will be fully fans and counting;
operational leasing, raw materials and recovered after 3 years since the beginning
packaging, branding and promotion costs) of this business. Turnover is currently about • Participation to fairs specialized in
and a component of the necessary invest- 13,000 Euros/month, but this is an evolving healthy and handmade food: Dichisar,
ments (purchase of oven and mixer). Cen- figure if we take into consideration the fact Agenda Bio, Bounty Fair, Raw Genera-
trul Parteneriat pentru Egalitate Foundation that Mama Pan has not turned 2 years yet tion, etc;
financially supported the setting up of the since its establishment.
bakery both by the co-funding brought to • Tasting session and sales in companies;
the project in amount of 3600 Euros, and
by supporting other investment costs that • Organizing the Open Days every month,
were not included in the project budget, in an activity which includes dough model-
amount of 20,000 EUROS. ing workshops for children.
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SOCIAL IMPACT product donations either directly to A LESSON LEARNT

women and families being in social
We currently have 6 female employees in difficulty or by increasing the number of It is important to provide high quality
different situations of vulnerability, and a customers who may buy our products in products and/or services and to have a
number of 10 day-care centres to which order to donate them, at their turn, to constant market for what you supply. These
we donate bread and bakery products each some social cases. two elements represent premises for a
week. • to make the large public aware of social sustainable business beyond the social
entrepreneurship with the benefits dimension.
As for the future, we intend: and obstacles it encompasses, and to
encourage ethic consumption.
• to increase the number of female • to change mentalities in terms of the
employees in different situations of people coming from vulnerable groups
vulnerability from 6 to 10 (7 persons for who may be desirable employees if they
production and 3 persons for distribution/ are offered a proper context.
sale). • to carry out a sustainable business that
• to keep the current salary level or even might support other activities of the
to increase it and to create other facilities foundation (empowerment programmes
for our employees. for girls being in vulnerable situations).
• to develop and expand the system of •
494
H T T P : / / W W W. M A M A P A N . R O /
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SIP GUIDE UK
STUDY VISIT OVERVIEW
INTRODUCTION
As part of the Social Innovators Programme, in late March 2017, 20 participants

from Romania and the Czech Republic were selected to participate in an internation-
al mobility, a study visit in Edinburgh, Scotland.
The study visit was structured to build upon the training programme delivered in
Romania and Czech Republic and to offer individuals additional learning to enhance
their learning to date, to give physical examples of social innovations that are al-
ready occurring and to make contacts that will be available for future mentoring.
The study visit was a mixture of meetings, presentations (from social innovators in
Scotland and from the participants about their social innovations), self study and
leisure activities.
The 9 day study visit allowed the participants to get fully immersed in the social
innovation “scene” in Edinburgh, Scotland, to integrate with delegates from each
country, creating real long term cross border relationships, and enjoy the exceptional
cultural opportunities available.
The use of ice breakers/energiser sessions was also essential in order to break down
498
MAKE UP OF THE PROGRAMME WELCOME AND RECAP
The objective of the opening day was to

set the scene for the study visit, to answer
any questions and hand out materials that
would be useful over the subsequent days.
This was also where the training materials

developed, translated and delivered were
reviewed and evaluated.
The afternoon session of this day was where

the participants presented the social inno-
vation businesses they were in the process
of establishing, giving people a chance to
ask questions and feed back.
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SIP GUIDE UK
FURTHER TRAINING FOLLOW THE MAP!

Another positive outcome from this session
Although optional for a study visit, we was the idea to replicate one of the projects EDInet developed walking maps around
believed that this was a chance to add in in Czech Republic and the contact made central and north Edinburgh for the
a further training session and give people was essential delegates to visit customer facing social
additional tools to use. innovations and see what they did and ask
questions.
The session was delivered as a workshop PLACEMENTS
with a lot of participant involvement and The delegates went around in groups of
materials available to be taken away for The idea behind this day was to offer learning 4 (2 x Romania and 2 x Czech Republic)
use. from social innovators in organisations and started at different times and points to
closely matched to those of the delegates. ensure that the social innovations weren’t
PRESENTATIONS BY SOCIAL over faced, and also so that the delegates
INNOVATORS The partners in Romania and Czech Republic could debate the social innovations amongst
provided lists of delegates and their social themselves.
We planned 2 half day sessions with a chat innovation idea or business in advance and
show approach to learning. With 4 social this was used for setting up placements in a The idea was to put the delegates in front
innovators per session talking about the 1-to-1 (or 1-to-2 in some cases) setting, in of as many social innovators/innovations
journey they had made from start to present their work places, giving a greater insight as possible and again see rather than just
day and allowing for questions and answers. into the running of the social innovations hear, and make contacts for future dialogue
Feedback from this session was that it was and how the social innovators operated. and potential collaboration.
useful because this was real people talking
about the real situation and the delegates This took the learning from hearing to
could relate to this. seeing.
500
COMPETITION ACTION PLANNING
Having spent the week seeing and hearing, The final session was to get the individual
we decided to finish off the learning part of delegates to assess what they learned during
the study visit by running a competition. the study visit and how they would use this
after they return home with any follow up
Social Innovation Competition - working in support they needed.
groups of 5/6, come up with innovations in
products, technologies, services and models
that can support the integration of refugees
and migrants. Ideas around:
• education and skills development
• employment and entrepreneurship
• access to appropriate housing/health
• safety and human rights
• community cohesion/cultural
diversity.
All groups presented their solutions and

how to get them to market and a prize was
awarded for the best solution offered.
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SUMMARY OF KEY LEARNING

ë
Social innovations, that are both good for society and enhance society’s capacity to
act, take time to develop, grow and start to deliver positive outputs and outcomes
SUMMARY with the individuals and communities they work with.
Social innovators include founders who have direct experience of disadvantage such
as having experienced poverty, being disabled, having poor mental health, being
from an ethnic minority, being LGBT or having no formal qualifications.
In the spirit of true social innovation, organisations need support to help them get
started up, scaled up and sustaining.
The lead agency for social innovation in Scotland is The Melting Pot, Scotland’s
Centre for Social Innovation who aim to help communities generate their own
solutions to societal problems and stimulate the development of a genuine ‘melting
pot’ of talented social innovators.
502
Research undertaken outlines four conditions • Delivering and implementing; growing, aspiration for creative, collaborative,
which are required to support the growth of scaling and spreading development, renewal and regeneration of
social innovations: • Changing systems urban and rural built environments.
• effective demand • Other SG policy fields including the
• effective supply Any support provided (such as the Good Community Empowerment agenda;
• effective strategies that connect ‘pull’ to Ideas Academy from The Melting Pot) has • Social Enterprise in Scotland: Census 2015
‘push’ a policy fit with EU, UK, Scottish and local
• learning and adaptation governmental policy areas including: Organisations involved in supporting social
community empowerment, economic innovators look to address the societal
Barriers may emerge on a recurring basis strategy, sustainability, social enterprise and needs surrounding poverty and exclusion by
and thus call our attention to them. Four volunteering amongst others. harnessing and promoting social innovation
specific challenges have been identified • Scottish Government’s Social Enterprise more effectively within the Scottish
that need to be addressed in order for social Strategy 2016-26, which highlights need ecosystem.
innovation to thrive, offering support to • Scottish Government’s publication of
actors at all stages of the ‘Social Innovation Scotland CAN DO followed by the Action
Spiral’: Framework
• Exploring opportunities and challenges; • TMP’s successful operation as a social
generating ideas: enterprise reflects the SG approach towards
• Developing and Testing; Making the case Social Enterprise support and Place Making
503
SOCIAL INNOVATORS PROGRAMME – our story
COORDINATOR AND PARTNERS Rotaract Bucuresti (RO) together with Edinet (UK)
and Ustav (CZ)
IMPLEMENTATION PERIOD The Social Innovators Programme Training Guidelines

(SIP E-Guide), a complete training manual for organizations to use in order to pro-
vide social innovation and social entrepreneurship trainings for young people.
Social Innovation in Romania
According to the European Commision social innovation means developing new

ideas, services and models to better address social issues. It invites input from public
and private actors, including civil society, to improve social services.
Social Innovators Programme began 2015 as an entrepreneurial education proj-

ect developed by AsociaTia Rotaract Club BucureSti (Romania) in partnership with
organizations from Scotland (European Development Innovation Network) and the
Czech Republic (Ustav socialnich inovaci funded through the Erasmus+ program, as
a strategic partnership in the field of Youth.).
PROJECT ACTIVITIES • SIP Ideas in Action – June 2017 Social Impact, Leadership and Communication, Pitching and
Multiplier seminar with over 45 people presents, representatives Public Speaking
1. Social Innovators Programme – our story of youth organizations and young people interested in 3. On-site visits to social innovation initiatives.
developing social innovation projects. The agenda included a
Social Innovators Programme began 2015 as an entrepreneurial project presentation followed by sessions dedicated to the Social Future perspectives
education project developed by AsociaTia Rotaract Club Innovators Programme Training Guidelines (SIP E-Guide). A
BucureSti (Romania) in partnership with organizations from similar multiplier seminar was organized by Ustav socialnich We encourage organizations to use the Social Innovators
Scotland (European Development Innovation Network) and the inovaci in the Czech Republic. Programme Training Guidelines (SIP E-Guide) and organize
Czech Republic (Ustav socialnich inovaci). • Social Innovation Day – final conference – November 2017 social innovation and social entrepreneurship trainings for young
The final conference brought together stakeholders involved in people.
2. Educate to innovate in 3 steps – Piloting, Training, social economy and youth education in order to support young Reach out to us via the website and we will answer your
Implementing people in developing their own social innovation projects. questions, provide information and offer support to help you
Over the course of two years, we have worked to create a implement a social innovation training course for young people.
training manual on social innovation and social entrepreneurship 3. Social Innovation and entrepreneurial education
by transfering know-how from Scotland to the Czech Republic workshops Young people + education + social innovation
and Romania, adapting the information received to the social The project result is the Social Innovators Programme
and economic context of the two countries, but more importantly, Training Guidelines (SIP E-Guide), a complete manual which
= Change makers!
to the local reality of young people. organizations can use to implement social innovation and social
• We have had 3 transnational meetings – in the Czech Republic entrepreneurship trainings for young people.
(2015), Scotland (April 2017) and Romania (November 2017)
• Creating, translating, adapting the training materials and The SIP E-Guide features:
menthodology – December 2015 – July 2016 • Theoretical materials on: Social Innovation, Marketin
• Piloting the training materials and methodology –September and Branding, Financing, Legal and accounting for socia
2016 – July 2017 initiatives, Social Impact, Leadership and Communication,
Rotaract Club Bucuresti and Ustav socialnich inovaci organised Pitching and Public Speaking,
3 training sessions, supporting young people to develop their • Training methodology using non-formal methods of
social innovation projects. education, and not only Social innovation case studies from
• Study visit in Scotland – March-April 2017 Scotland, the Czech
20 young people, selected based on the project proposals • Republic and Romania.
from among the participants in the training sessions, went to
Edinburgh, Scotland, for an advanced 9 day training course The training course format is structured as follows:
during which they met entrepreneurs and discovered social 1. Non-formal education activities,
innovation projects 2. Speaker sessions on Social Innovation, Marketing and
Branding, Financing, Legal and accounting for social initiatives,
“This project has been funded with
support from the European Commission.
This publication reflects the views only
of the author, and the Commission
cannot be held responsible for any use
which may be made of the information
contained therein.”

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SOCIAL

The Social Innovators Programme

This collection of intellectual outputs – training materials and methodology on social

How can I access the SIP E-Guide?

CONTRIBUTIONS AND CREDITS

AUTHORS Sabina Manková

All over Allthe

Recently social entrepreneurship is widely discussed issue in the Czech Republic.

SOCIAL INNOVATION THEORY

Social Innovations are new strategies, concepts, ideas and organisations

7. Economy 8. Business to explore and develop skills

13. Scotland’s Place in the world

MAINSTREAM NICHE - CONSIDER HOW TO SUPPORT FRINGE - CONSIDER WHETHER TO SUPPORT

Social innovations typically go through

NEETS - YOUNG PEOPLE NOT IN EMPLOYMENT,

YOUTH UNEMPLYMENT IN EUROPE WHAT IS A NEET?

Those with low levels of education are three

Unemployment Household Income Location

WHAT IS THE RISK?

Politics Disposition to vote Trust Social

WHAT IS THE RISK?

their beneficiaries’ employability.

SCOTTISH NEETS APRIL 2017

ILO UNEMLOYMENT LEVELS BY AGE-GROUP (16-64), SCOTLAND

50-64 35-49 25-34 16-24

a single focus to improve young people’s 50 age 25-34, 8%

Source: Labour Force Survey, ONS

THE SIP TRAINING

Today’s facilitators are:

WHAT? WHAT? advanced economies, the biggest sector is

Name of si Orgns involved

Stage How social

In what way is it social?

Scale Slide 1.18

EXERCISE 2 - EXPLORING CONDITIONS EXERCISE 2 - EXPLORING CONDITIONS

• You’ll be handed the cards back

• Read the cards and look at the Social

• On the reverse of the cards note why it

Slide 1.20 Slide 1.21

• Do you think that there are still gaps

• Can you think of other Social Innovations

Slide 1.22 Slide 1.23

IDEATION & BUSINESS MODEL CANVAS

Today’s facilitators are:

Slide 1.5 Slide 1.3 Slide 1.7

Slide 1.8 Slide 1.9 Slide 1.10

IDEATION & BUSINESS MODEL CANVAS

KEY RESOURCES CHANNELS

COST STRUCTURE REVENUE STREAMS

Slide 1.13 Slide 1.14

Slide 1.15 Slide 1.16

Slide 1.17 Slide 1.10

THE BUSINESS MODEL CANVAS FEEDBACK AND WRAP UP

Slide 1.15 Slide 1.19

INTRODUCTION TO MARKETING, BRANDING AND

Today’s facilitators are:

Slide 1.3 Slide 1.10

MARKETING PLANNING FOR NON

Marketing strategies are quite beneficial for