Felician University Summer School 2017 at All Hallows Campus, Dublin City
University June 25th- Friday June 30th 2017
Post Graduate Course on Developing a Social Enterprise Business Plan
Professors Mike Omansky, Felician University, Brian Carroll, Fergal Brophy, Caroline Gardner, formerly All Hallows
College and a range of visiting lecturers, leaders and social entrepreneurs.
Course Description:
There are six underlying themes to this course:
1.
2.
3.
4.
5.
6.
Innovation, ideation and how this can help you, your team and your organisation transform themselves.
How your own leadership practices and personal styles can help or hinder team and organisational growth.
How the business plan narrative in start-ups, including Social Enterprises has changed to “The Business Model”
and how this can be applied in your own social enterprise.
The challenges of social enterprise from concept development, growing a business model to full scale planning.
Funding models and;
How to develop a social enterprise plan, identify appropriate customer segments and how to create a viable
and sustainable business model for your social enterprise.
Background
The Summer School at All Hallows has been run for over 10 years, teaching Masters level courses in Non Profit
Management. Students have participated from All Hallows College, a college of Dublin City University, Felician
University, De Paul University and Notre Dame University in the USA.
In 2017, the majority of students are expected to be from Felician University, made up of a mix of MBA and Masters in
Health Administration students. A number of Irish and other overseas students will also be involved, including four
candidates who will be in receipt of the Giancarlo Ramaioli Bursary Fund.
Social Entrepreneurs are individuals who develop entities that take both the non-profit and for-profit forms and define
themselves as the “missing middle” between the worlds of business, government, and non-profit. The common
thread among these groups is the desire to provide for the common good while employing tested business concepts
to generate the necessary income to support the social mission. These unique entities are a growing, important
sector both domestically and internationally and are common in Europe and the USA. The challenges to starting,
operating, and maintaining these mission-driven endeavours are many, and much can be learned from exploring,
comparing, and contrasting the US model with other countries. Europe has been at the forefront of social
entrepreneurship and provides unique financial and regulatory support for these entities.
Learning Objectives:
1.
2.
3.
4.
5.
6.
Identify specific, distinguishing characteristics of Social Entrepreneurship, Social Enterprise, Non-profit and
For-profit organizations in US and Ireland.
Analyse the business operations of social enterprises.
Design a viable business plan for a social enterprise.
Develop business modelling and opportunity analysis techniques with application to the profit and non-profit
sectors internationally.
Assess the information gathered domestically and/or internationally and impact on future career aspirations.
Develop an understanding of leadership models and how the individuals own leadership behaviours can be
developed further.
1
7.
8.
Understand how innovation can be developed in organisations and how culture can affect innovative
practices.
Learn how to do an “elevator pitch” to prospective funders and other potential stakeholders.
Readings
While there are no “core” textbooks, there are a range of readings, books, journal articles etc. which are useful to
students who may wish to develop a new social enterprise or a for profit business in the future. Some of these are as
follows and most of these will be available on Moodle or Blackboard along with a wide reading list.
1.
2.
3.
Social Enterprise in Ireland – Sectoral Opportunities and Policy Issues; Forfas, 2014
Business Model Generation, Osterwalder A and Y Pigneur ; 2009
Creating Start Up Success, Osterwalder A and S Blank; 2010
Grading
Felician University students will be graded by Prof. Mike Omansky, using the Felician University grading standards.
What You Will Do and Other Expectations
The week will be primarily focused on an action-learning project where you will develop a business model,
opportunity analysis and the substance of a business plan for a social enterprise of your choice. Many students will
come with some ideas on what they would like to focus on during the week. We expect that students will form groups
of about 4-6 per team. You will hear, discuss and observe social entrepreneurs/enterprises and get many ideas from
them. We will develop different techniques on business model design, opportunity analysis etc., techniques that are
portable to your own organisational world, whether in non-profit management, healthcare, or the business world.
Please bring some thoughts and examples you may know of from your world and share them.
At the end of the week, on Friday, you will present to a “Dragons Den/Shark’s Tank”, your ideas, business model and
plan for your proposed social enterprise. You will also have other assignments to complete.
Mike and Brian ask you to be open, to share, participate and generate ideas to build a better world. Work as a highpowered performing team that you would expect in an organisation.
Assignments
Students attending the course for credit are required to complete 2 short assignments and a major assignment. For
those in receipt of the Giancarlo Ramaioli Bursary, you will be required to engage fully in group work and to submit
the following pieces of work as they are building blocks towards the ultimate development of the Business Plan. These
will be reviewed, critiqued and commented on by faculty.
Assignment 1: Please provide an initial reflection and discuss the following questions:
1.
2.
3.
4.
What is your understanding of Social Entrepreneurship? Why was this topic of interest to you?
What is your understanding of importance of Social Entrepreneurship and Social Enterprise in relation to your
organisation?
From your initial discussions at Orientation, independent research, and other sources, how do you expect
Ireland to be the same/similar and/or different in their approach to Social Entrepreneurship when compared
to the US?
The course requirements include a Final Project that asks groups of students to create a Social
Entrepreneurship venture. What value will you bring to the group in this process (e.g, examples of potential
businesses/nonprofits; where you can offer expert support to the group; etc.)?
Due Date: Monday close of business, 26th June.
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Assignment 2: Elevator Pitch. Due Wednesday 28th June.
By Monday evening, you have already chosen a topic for your social enterprise plan. Using the ideas behind your
proposed enterprise, develop and “elevator pitch” in less than one page for your project. You may wish to select
another social enterprise concept or a start-up concept if you wish.
The elevator pitch requires you to develop a very short presentation, which is engaging, descriptive, colourful where
appropriate but, most importantly, creating a “call to action”, whether it is a meeting with a proposed social investor,
philanthropist, mentor funder etc.
A rubric is provided to help guide you to a successful elevator pitch.
You will make a “pitch” on Wednesday with a maximum time of 2 minutes. One “pitch” is required for each working
group.
Assignment 3: Proposed Social Enterprise Business Plan. Due Friday 30th June
You will work in groups of 4-6 and develop a proposed business plan and business model for a social enterprise of
your choice. Many of the students have arrived with ideas on their own proposed social enterprise. Discuss these and
agree on a chosen idea. It is ok to find that at the end of the week that the proposed model does not work or has
higher risks than you originally intended at the start of the week. The purpose of this exercise is to help you identify
various methodologies which can analyse opportunities, develop and test business models prior to raising funds for a
social enterprise. Our purpose is on learning by doing. Given that many to most start-ups fail, we hope that the
rigorous approach to business modelling will help you become a better social or private entrepreneur.
A rubric is provided on what we will measure on your presentation on Friday. The issues you need to consider for your
business plan are identified in the 2-page attachment “Business Plan Outline for Social Entrepreneurs”. You will also
need to consider the mission, business model, governance and risk issues and the likely social impact and how you will
measure it.
Assignment 4: Individual essay on one or more sections of the Social Enterprise Business/start-up Plan (1000-1500
words) . Due Friday 30th June
Typically in-group projects, each member agrees to complete individual pieces of work. In the presentation, these are
integrated and synthesised into the overall presentation.
In this instance, you are asked individually to represent your own contribution(s) to the group project in a written
report format rather than a presentation. For example, you may have chosen to take competitor analysis and/or other
sections. You should be able to demonstrate a thorough analysis of the competitor landscape, identifying niche
opportunities or, how your social enterprise can sustain a differentiated position in the market.
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Assignment 1 Initial Reflection
ASSIGNMENT: Please provide an initial reflection and discuss the following questions:
1.
2.
What is your understanding of Social Entrepreneurship? Why was this topic of interest to you?
What is your understanding of importance of Social Entrepreneurship and Social Enterprise in relation to your
course of study (Non-profit, Leadership and Management, etc.)?
3.
From your initial discussions at Orientation, independent research, and other sources, how do you expect
Ireland to be the same/similar and/or different in their approach to Social Entrepreneurship when compared to
the US?
4.
The course requirements include a Final Project that asks groups of students to create a Social
Entrepreneurship venture. What value will you bring to the group in this process (e.g, examples of potential
businesses/non-profits; where you can offer expert support to the group; etc.)?
Criteria
Exceeds Expectations
Meets Expectations
Below Expectations
Questions
1. Demonstrates a
fundamental
understanding of the
course topic.
Demonstrates an excellent
understanding of topic,
including independent
research of the topic to
support understanding going
forward.
Includes a brief review of
the topic; may rely heavily
upon one course reading
and/or not demonstrate
any independent research.
Does not demonstrate an
understanding of the class
topic.
2. Discusses some
understanding of the
business/non-profit
issues that will be
explored.
Provides a thorough
discussion of what will be
explored over the course of
the class and incorporates a
thoughtful discussion of the
impact that social
entrepreneurship will have in
their area of study.
Presents a reasonable
overview of what may be
expected in the class and
how course topic could be
important to course of
study.
Provides a cursory overview
of course without
demonstrating true
understanding of what is
expected and/or fails to link
course topic to current trends
in course of study.
3. Addresses the
potential cultural
issues that may
impact the exchange
experience.
Demonstrates an interest in
the cultural nuances and how
they will impact the course,
discussions, and projects.
Shows an understanding
of some of the general
cultural issues that course
may occur during the
course of study.
Does not demonstrate
understanding and/or interest
in cultural aspects of the
program.
4. Demonstrates a
mature interest in
the final project
and/or program
experiences.
Fully describes challenges
and opportunities presented
by the final project,
incorporating a thoughtful
discussion of potential role in
team project.
Provides a brief discussion
of understanding of rigors
of final project; may not
fully explore project, its
development, and
potential role in the
project.
Provides very limited
discussion of final project
and/or does not discuss final
project and/or fails to explore
potential role on team.
Analysis
Responses to each element
are clearly organized and
address all the necessary
elements of the discussion.
Organization is generally
good, but some missing
parts and/or poor
structure.
Organization is lacking in the
responses; missing and/or
poorly written parts, poor
structure.
Mechanics
Graduate/undergraduate
level writing is reflected
throughout the paper,
including accurate spelling,
punctuation, and grammar
and sentence structure.
Writing is acceptable, a
few errors in spelling,
punctuation, grammar,
and/or sentence structure,
and/or minor errors in
citation identification
and/or format.
Writing does not meet
graduate standards.
Unacceptable number of
errors in spelling,
punctuation, grammar,
sentence structure, and/or
citation format.
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Assignment 2: The Elevator Pitch
Name: ________________________
Mark each category out of 10 for a total of 100.
1. Is there a compelling message and passion in the pitch?
Comments:
2. Are the ideas structured, fluent, well-conceived and clear?
Comments:
3. Are you persuaded?
Comments:
4. Has the pitch dealt well with objections/issues?
Comments:
5. Are you inspired as a potential donor, does this pitch stand out from the crowd?
Comments:
6. Do you know clearly how the money will be spent?
Comments:
7. Would you recommend this proposal to others?
Comments:
8. Will the money asked for make a difference?
Comments:
9. Would you feel good about giving to this proposal?
Comments:
10. Given the controversies regarding administration ratios/costs of staff, does this pitch
address/confront these issues?
Comments:
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Developing a Social Enterprise Business Plan
Felician University Summer School 2017
Final Project Rubric
Criteria
Assignment Questions
1. Social Impact
Analysis and Evaluation
Exceeds Expectations
Meets Expectations
Below Expectations
Fully described the social impact of
the proposed organisation, both the
quantitative and qualitative
measures that will be used to
demonstrate impact.
Either fails in describing
the social impact or does
not present a feasible
evaluation method.
2. Business Model
Includes a developed business model
that demonstrates thoughtful
analysis into the known factors and
unknown factors.
Describes the expected social
impact the proposed
organisation; may not include
some minor elements in the
analysis and/or the evaluation
process may not be fully
developed.
Presents a valid business model
for proposed organization but
includes some minor errors in
analysis and final model.
3. Financial Analysis
Presents a viable financial plan that
includes valid financial income
streams and potential cash flow
statements; properly analyzes startup and operational costs.
Plan factors into its key elements the
potential viability of project and
correctly identifies the key risks
associated with bringing the idea to
fruition.
Plan presented is correct but may
be too ambitious with regard to
funding levels and/or income
generation; may include only
best case scenario analysis.
Plan discusses some of the
viability and risk factors; may not
include some risk issues and/or
has minor errors related to
viability.
4. Viability and Risk
Analysis
Qualities & Criteria
Business model is not fully
developed; model
presented does not
incorporate the elements
set forth in the readings.
Financial plan presented
does not include key
element(s), such as funding
and/or cash flow.
Analysis of viability is not
grounded in real-world
principles; fails to fully
address risks associated
with endeavour.
Excellent
Satisfactory
Unsatisfactory
Oral Presentation
The individual:
1) did not make distracting
movements.
2) spoke from notes (i.e., didn’t read
their presentation).
3) made frequent and appropriate
eye contact.
4) made appropriate gestures to
reinforce their presentation.
5) spoke with appropriate volume
and without speaking in a monotone.
6) transitions between parts were
smooth.
The individual:
1) did not make distracting
movements.
2) spoke from notes (i.e., didn’t
read their presentation).
3) made infrequent eye contact.
4) made some gestures to
reinforce their presentation.
5) spoke with appropriate
volume and without speaking in a
monotone.
6) transitions between parts
were appropriate.
Quality of Visual
Presentation
Slides are readable, concise, well
organized, professional, and highlight
important data and conclusions, and
contain none or few typos or
grammatical errors.
Ideas and conclusions are presented
clearly.
Slides are professional, well
organized, and highlight
important data and conclusions.
One or two slides are too busy.
There are several minor typos,
grammatical errors.
The individual:
1) made distracting
movements.
2) read their presentation.
3) did not make
appropriate eye contact.
4) did not make
appropriate gestures to
reinforce their presentation
or made too frequent or
inappropriate gestures.
5) either spoke at a barely
audible volume or in a
monotone.
6) transitions between
parts were awkward.
Slides are not well
organized and do not
highlight important data
and conclusions.
The presentation appears
to be hastily prepared.
More than two slides are
too busy.
Slides contain an
unacceptable number of
minor citation
identification or format
errors and/or major
citation errors.
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