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The term social entrepreneurship has a range of meanings. Contributing to this diversity of meanings is the different approaches for undertaking social entrepreneurship. These different approaches include: the social innovation and social enterprise schools of thought, and participatory governance, communitarian, marketisation, and complexity approaches.
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Community Capacity Builders Program for Social Entrepreneurs embraces the diversity of social entrepreneurship by recognising the benefits of different social entrepreneurship approaches.
During Community Capacity Builders Program for Social Entrepreneurs, participants:
During Community Capacity Builders Program for Social Entrepreneurs, participants:
- explore the concepts, tools and techniques of different social entrepreneurship approaches
- research and map the problem and solution ecosystems for the problem that they are addressing
- determine where to intervene in a solution ecosystem
- develop a theory of change, business model and pitch deck for the initiative that they develop or want to strengthen
- explore the support that is available for social enterprises in their community
- determine the most appropriate social enterprise type to institutionalise their initiative, and
- develop for their initiative, a social impact measurement plan and a scaling strategy.
Community Capacity Builders Program for Social Entrepreneurs has been designed for social entrepreneurs that want to develop or strengthen initiatives that contribute towards addressing society's most pressing problems.
The Program for Social Entrepreneurs consists of four units:
The Program for Social Entrepreneurs consists of four units:
- Understanding Social Entrepreneurship
- Mapping Problem & Solution Ecosystems
- Developing Initiatives, and
- Developing Social Enterprises
Unit 1
Understanding Social Entrepreneurship
In Unit 1 participants explore six different approaches to social entrepreneurship.
These six approaches are: the social innovation, social enterprise, participatory governance, communitarian, marketisation and complexity approaches. Each of these approaches include different social entrepreneurship concepts, tools and techniques. During future units of the program, participants use this pallet of concepts, tools and techniques from the six approaches to map their problem and solution ecosystems, develop a theory of change and business model, and identify the most appropriate type of social enterprise, social impact measurement and scaling strategy for their initiative. |
Unit 2Mapping Problem & Solution Ecosystems
In Unit 2 participants research and map the problem and solution ecosystems for the problem that they are addressing.
It is highlighted during Unit 2 that in order for participants to create initiatives that can influence systems change, their initiative needs to be a part of a solution ecosystem that is addressing their problem's overarching wicked problem. Complex problems are underpinned by an ecosystem of intertwined causal factors. A solution ecosystem for a given complex problem and geographical community, consists of all the initiatives in the community that are addressing any of the interdependent causal factors that underpin the wicked problem and all of the organisations that are partnering on those initiatives. |
Unit 3Developing Initiatives
In Unit 3 participants determine where to intervene in a solution ecosystem, and develop a theory of change, business model and a pitch deck for the initiative that they create or strengthen.
Theories of change contain the underlying assumptions about how and why an initiative will achieve its desired social impact and provide a roadmap that summarises the steps that need to be taken to achieve that impact. Business models describe how an initiative will create social and economic value. Pitch decks are presentations that are used to describe an initiative's theory of change and business model to potential partners, funders and investors. |
Unit 4Developing Social Enterprises
In Unit 4 participants identify local support for social enterprises and options for: forming a social enterprise, measuring social impact and scaling social impact.
During Unit 4 participants explore the support that is available for social enterprises through their local entrepreneurial ecosystem. They determine the most appropriate social enterprise type to institutionalise their initiative. Participants develop for their initiative: a social impact measurement plan and a scaling strategy for increasing their social impact. |
In partnership with Wicked Lab, Community Capacity Builders delivers the Program for Social Entrepreneurs as a key component of Challenge Labs.
A Challenge Lab addresses a specific wicked problem in a geographical community. When delivered as a Challenge Lab, each participant in the Program for Social Entrepreneurs is challenged to address a complicated problem within the target complex wicked problem. They take up this challenge by creating or strengthening an initiative that can be institutionalised as a social enterprise. A participatory budgeting process is incorporated into each Challenge Lab which provides participants with the opportunity to:
A Challenge Lab addresses a specific wicked problem in a geographical community. When delivered as a Challenge Lab, each participant in the Program for Social Entrepreneurs is challenged to address a complicated problem within the target complex wicked problem. They take up this challenge by creating or strengthening an initiative that can be institutionalised as a social enterprise. A participatory budgeting process is incorporated into each Challenge Lab which provides participants with the opportunity to:
- develop relationships with a broad range of community stakeholders that have an interest in the Challenge Lab's target wicked problem, and
- receive funds towards the implementation of their initiative.