CLELIFE 1001 Management Skills for Social Entrepreneurs
3 HOURS WITH 1 HOUR PROJECT= 4 CREDIT HOURS

Management Skills for Social Entrepreneurs
January, 2018
Wednesday    6:30- 8:00 PM

Facilitating Instructors- Dr. Victor Bull

Course Description

This course introduces you to the world of social enterprise, a world that is becoming increasingly important as society experiments with a variety of business and organizational models designed to provide products and services with a strong social impact mission behind them.  Organizations in this area may be nominally “for-profit”, “not-for-profit” or NGO’s, but what they share is a commitment both to a social impact mission and to a set of disciplined, sophisticated financial and management practices.

Course Objectives

You will develop an understanding of those factors that determine the performance of organizations in the social enterprise space, and the influence of policies and politics in social enterprise.  The principal deliverables for the course will require you to apply these skills and understanding to the critical analysis of a particular social enterprise and to develop a plan for the social enterprise selected by the class and as a team present your analysis to the class and to the agency.

Course Structure

The course has four principal sections:

  • The foundations of social enterprise – readings, lectures, and discussions aimed at providing you with the tools to undertake a critical analysis of a particular social enterprise.
  • Expert lecture series encompassing government, private, and non-profit perspectives on social enterprise.
  • Putting theory to practice.  Developing a group social enterprise solving a current social issue.
  • Final presentations on group social enterprise.  Review of social enterprise concepts, applications, and general conclusions.

Academic Experiential Learning

Academic experiential learning provides students the opportunity to put into practice the concepts and knowledge obtained in the classroom.  This program will focus on the kind of experiential learning known as “Service-Learning.”  Service-Learning is a teaching and learning strategy that integrates meaningful community service with instruction and reflection to enrich the learning experience, teach civic responsibility and strengthen communities.
The service project will focus on vacant homes in Cuyahoga County.  A recent study by researchers at Case Western Reserve University’s Center on Urban Poverty and Community Development concluded that at least two of Cleveland’s most pressing problems – violent crime and lead poisoning – could improve with efforts to shrink areas of the city where vacant homes are most concentrated.

Prerequisites

A sincere interest in social enterprise and a curiosity about what makes a social enterprise successful.

Deliverables

  1. Group:  An in-depth analysis and critique that integrates the concepts (i.e. financial viability, and scalability …) of social enterprise into a real case study.
  2. Group:  A five-minute pitch and feasibility study based on the social enterprise.
  3. Individual:  A reflection on how well your team worked together, including challenges you faced during the life of the project, how effectively you addressed them, and what you learned from the experience.

Course Classroom Schedule- 15 weeks

  1. January 17 – Introduction
    Development and growth within a nation includes financial, physical, environmental, and movements towards sustainability.  Throughout history, growth occurs within areas, at the cost of others.  This cost results in the depletion of resources and social disparities.  Historically, the growth of a society requires social pioneers to tackle social challenges.  Week 1 will explore the definition of social entrepreneurship, and ways a social entrepreneur creates sustainable solutions to meet the social and environmental challenges within a society.
  2. January 24 – Creating the Vision
    Social Entrepreneurship is a form of social service.  This service starts with a vision that creates a path for positive change and a social impact that bridges the gap between problem and solution.  In Week 2 we will create and explore a solution model that will create a transformative cumulative impact, which is the foundation for important discussion, planning, and perspective that facilitates a community-driven visionary approach to a viable social solution.
  3. January 31 –  Project Planning – program development and assessment 
    Creating a framework that will implement the solutions, requires becoming an effective project manager.  This means utilizing leadership building skills.  Week 4 we will explore planning, executing and managing the project from the beginning to the end.  Leadership skills are required and needed to work with diverse communities, subcultures, political and government agencies.  An effective social entrepreneur is the connector of people and resources.
  4. February 7 – The Feasibility Study
    Our feasibility study aims to objectively and rationally uncover the strengths and weaknesses of the proposed project, the resources required to carry through, and ultimately the prospects for success.  The two criteria to judge feasibility are cost required and value to be attained.The Team will provide a historical background of the project, a description of the project, accounting statements, details of the operations and management, marketing research and policies, financial data, legal requirements and tax obligations.   Generally, feasibility studies precede project implementation which will be done in the second semester.A feasibility study evaluates the project’s potential for success; therefore, perceived objectivity is an important factor in the credibility of the study when presenting to the agency. It must, therefore, be conducted with an objective, unbiased approach to provide information upon which decisions can be based.
  5. February 21 – Catalyzing Change
    Deming once said, “It is not necessary to change.  Survival is not mandatory.”  Change is a component that is a powerful force, it is the advertised social capital of a social entrepreneur.  Week 5 we sill discuss the elements of change and opportunities to implement solutions of different sizes, shapes, and forms to encourage and promote flexibility, new perspective and push for change as an investment venture.
  6. February 28 – Public-Private partnerships – non-profit, governments and social entrepreneurs.
    Public-Private partnership – non-profit, social entrepreneurship can all be innovative, scalable and financially sustainable businesses.  Week 6 we will explore the role each area may have as a social entrepreneur develops an organization.  Community-based opportunity will require different subpopulation partnerships.  This requires assembling a team that is equipped to tackle community, government, laws, regulations, recruitment, etc.  This ensures all stakeholders are represented.  The mission of the organization is at the core of the selection.
  7. March 7 – From the Opportunity to the Business Plan
    The business plan is a written document that describes all the internal and external elements involved in starting our venture.  It involves the integration of functional plans such as marketing, finance, and human resources.  It also addresses both the short-term and long-term decision making for the first three years.  It is the roadmap.
  8. March 14 – Finance:  Fundraising, grant writing and budgeting Pt 1

    This course covers budgets and how they are used in nonprofit organizational settings and how to utilize grant writing and fundraising to grow your organization. You will gain an understanding of the uses and functions of budgets and the relationship between strategic budgeting and tactical budgeting. You will also learn about the organization-wide budget and different budget systems. You will also learn how nonprofit organizations are using different budgeting techniques to handle operating challenges.

  9. March 21 – Finance:  Fundraising, grant writing and budgeting Pt 2

  10. April 4 – Legal issues and structure

    Examines a range of legal issues that confront nonprofits, including articles and bylaws, fiduciary obligations, governance and boards of directors, charitable solicitations, and for-profit ventures.

  11. April 11 – The Administrative Structure for the class project

    Identify tools and tactics that will help participants implement, benchmark and manage innovation strategies at the team and organizational level. Understand the primary impediments to innovation within an organization and identify challenges but through inspirational leadership and mission focus was able to implement game-changing innovation strategies.  These are to become integrated into the class project per each modular.

  12. April 18 — Leveraging networks and mentors

    Social challenges require a need to connect resources, networks, or information that will tackle solutions.  Holistic points of view are at the fingertips of social entrepreneurs, however, this requires building and creating a wealth of information through many channels.  Week 3 we will create a framework for combing and exchanging knowledge, affordable and community-driven solutions, by using networking and interactive resources.  This is a connector to opportunities and filling the gaps of untapped resources.

  13. April 25 – Measuring and managing performance
  14. May 2 – Final presentation and conclusions
  15. May 9 – Presentation to Agency

The Class will not meet on February 14 and March 28, 2018.
End of First Semester