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Headlines
AI not 'sufficiently sophisticated' to make ethical fundraising decisions, think tank warns | Charity Times, 12 feb 2024
Charitable Giving Strategies For Young Professionals | Forbes, 11 feb 2024
Bridging the Opportunity Gap in Social Sector AI | Stanford HAI, 10 feb 2024
How to Elevate Employee Engagement and Community Impact Through Workplace Volunteer Programs | America's Charities, 10 feb 2024
Social enterprise and impact investing events in 2024 | Pioneers Post, 06 feb 2024
The combined power of profit and purpose: the impact of social entrepreneurship | Cape Business News, 06 feb 2024
12 Social Entrepreneurship Courses (Free + Paid) | Causeartist, 05 feb 2024
Navigating Innovation As A Nonprofit Leader In Healthcare | Forbes, 29 jan 2024
The Startup Boom and Eco-Innovation Enthusiasm in India | The CSR Journal, 16 jan 2024
Stanford Social Innovation Review's 10 Most Popular Articles of 2023 | Stanford Social Innovation Review, 26 dec 2023
September 2015
Mohammad Anas Wahaj | 26 aug 2015
According to a report, 'Resourcing Social Enterprises: Approaches and Challenges', lack of standard definition and limited knowledge and awareness about 'Social Enterprises' among financiers and general public are the key sourcing challenges. The report focused on assessing the resilience of social enterprises in Western Australia. Lead author of the report, Professor Jo Barraket of Swinburne University, says 'Social enterprises are a hybrid form of business. It's still a relatively new concept to the market, and mainstream financial providers don't necessarily understand it...We don't have any consistent standard for social-financial accounts in Australia. So the tools that social enterprises have to communicate their business operations to external financiers are still underdeveloped and that makes it challenging.' Moreover Prof. Barraket adds that most social enterprises look towards generating funding internally similar to small and medium businesses. Accessing external equity is constrained depending on their legal form thus limiting external finance opportunities. Report also identified the governance structure as a further challenge, with financial resilience not considered as a top priority particularly in case of social enterprises that work within larger not-for-profit structures. Prof. Barraket explains, 'The boards in those contexts are quite rightly having to juggle requirements of larger charitable concerns, and therefore not always able to respond in the same sorts of ways that a small business that's not governed by such a large governance structure would do.' Prof. Barraket suggests that communication has to get effective between the supply and demand, those in the business of social finance understand the needs of social enterprises, and these enterprises have right tools to explain effectively to financiers. Moreover this change will take time and requires culture change and different thinking, both within the social enterprises and organizations that intend to support their development. Read on...
Pro Bono Australia:
Social Enterprises Misunderstood - Financial Resilience Report
Author:
Ellie Cooper
Mohammad Anas Wahaj | 24 aug 2015
Wikipedia defines 'Social Enterprise' as, 'An organization that applies commercial strategies to maximize improvements in human and environmental well-being - this may include maximizing social impact rather than profits for external shareholders. Social enterprises can be structured as a for-profit or non-profit, and may take the form (depending in which country the entity exists and the legal forms available) of a co-operative, mutual organization, a disregarded entity, a social business, a benefit corporation, a community interest company or a charity organization.' Like any other organization the success of 'Social Enterprises' depends on variety of internal and external factors like leadership, teamwork, passion, infrastructural ecosystem, investor capital etc. Dick Gygi, a veteran social ventures leader & co-founder of 3 social enterprises, shares his experience and outlines factors essential for social entrepreneurs to lead their enterprises to success - (1) Get clear on the mission and stay mission-centered. (2) Test the business model for sustainability before you bet the farm. (3) Don't do it alone. Build a strong team and do your best. Then, delegate the rest. (4) Persevere. It takes more time and money than you think. (5) Measure desired outcomes - financial and mission impact. Read on...
Nashville Business Journal:
5 lessons learned in 10 years of leading Nashville social enterprises
Author:
Dick Gygi
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