SILICE SinnoLAB Model- Social Start-up Generator

1. SILICESinnoLAB Model- Social Start-up Generator Dr. Zeev Greenberg, Dr. Sammy Bahat, Dr. OfraWolter, Dr. Ayala Cohen, Dr. Anat Raviv

2. Social Entrepreneurship Agreed Definition (Berlin, July 2017) "An activity that generates sustainable positive impact utilizing novel approaches and/or creative thinking"

3. Indicators for Social Entrepreneurial Activities Activity Range SOCIAL TRANSFORMATION SOCIAL ENTERPRISE QUASI BUSINESS ACTIVITY IN SOCIAL ORGANIZATION SOCIAL ENTREPRENEURSHIP “TRADITIONAL” SOCIAL ACTIVITY SA SE + - Creativity Innovation Risk & Uncertainty Scalability Viability & Sustainability Engagement

4. A leading center in the region for promoting innovation and social entrepreneurship which operates according to principles of creativity and innovation. The center will generate social projects of high social value and establish a central platform for solving social issues, social responsibility and promoting the welfare of the individual and the community. The Center will act in the spirit of the College's vision as an institution leading excellence in research and teaching, integrated and involved in the community and promoting economic and social well-being.

5. The establishment and operation of the Center for the Promotion of Entrepreneurship and Social Innovation within the institutions of higher education, through which it is possible to develop, in new and creative ways, ideas of students and staff in response to social challenges in the community. • Expanding students' involvement in social activity in the community.

6. Models of centers and incubators for business and social entrepreneurship The comprehensive model: The "diamond model" focuses on a center to develop business-technological ventures and social initiatives (a unique model for the Tel Hai team). The classic model: A model operated by the Topaz organization (similar to the operating model of the Center for Entrepreneurship – MATI • The incubator model for technological entrepreneurship: This model is operated by the Innovation Authority where technological ideas are developed until they reach the stage for raising venture capital. The accelerator model: A model designed to accelerate the growth of the start-up (more suitable for technological start-ups).   The hub model: This is a model offering an activity space, professional support and the creation of meetings and brainstorming sessions for groups of entrepreneurs. In practice, it is possible to adapt the principles of each of the models, or a combination of models for implementation in an institution of higher learning

7. “Diamond” Model for Promoting Innovation and Entrepreneurship in Universities- Comprehensive Model The external institutional “environment” Governmental Organization Non Profit Organization Social and Humanities Sciences Science and technology Innovation and Entrepreneurship Center Social Innovation and Entrepreneurship (SinnoLAB) Business and Technological Entrepreneurship Students and Staff Social Enterprises • Services (Toolbox): • Knowledge, Best Practice, Training, Consulting and Workshops • Classes, Laboratories, Workspaces, Equipment • Internal Financing Sources • Scholarships For Profit Businesses Social Investors and “Angels”

8. The Classic Model • Personal characteristics of the entrepreneur • Characteristics of • the enterprise • Value of social contribution • n • The economic model • Recommendations Receiving Inquiries Fill out an online form Preliminary meeting with one of the staff members No GO Meeting with an interdisciplinary professional committee No GO No GO Presentation to the Incubator Board of Directors No GO Decision of the Executive Committee "Service Package: (Business-social), management services, assistance in obtaining sources of financing, preparation of a business plan, assistance in marketing and access to social investors

9. Student’s Social Innovation Hub-Impact & Outputs http://www.studenthubs.org/impact-14-15/future/

10. The components of the model and the planning assumptions • Infrastructure: • The operation of the SinnoLAB is based on the existence of human capital (students, academic staff) and material capital (classes, laboratories, study spaces, equipment, etc.). • Organization, management and operations: • Steering committee plus two or three professional committees that will deal with identifying, examining and filtering social venture ideas which have potential of social and community value. • Managers: Management of the SinnoLAB on a regular basis in order to promote the social ventures in the organizational and financial aspect. • Teachers: Internal consultancy of the academic staff within the framework of knowledge, counseling and promotion of the social venture. • Financial sources: • Internal funds scholarships, etc. • External sources; Social investment funds, Non-profit organizations.

11. SinnoLAB- Organizational Structure The academic institution management Steering Committee Locating and choosing ideas team Manager External consulting Internal consulting (Teachers) Enterprises, Projects

12. Tel Hai Case Study Estimation of the potential of ideas and projects in the SinnoLAB (every year) Faculty of Social Sciences Social Work 480 Education780 Human Services 200 Total - 1460 (100%) Ideas - 150 (10%) Enterprises, Projects 15 (10%) Success rate ??????? Ideas- 150 (10%)

13. Mapping Academy-Sponsored Social Enterprises • After the EU Best Practicmaping we build six central creatria to exam the Projects for the SinoLAAB’s • We ask all the partners to send as their projects we ask then projects with Social InovationContainn. • We analized in a statistical analaizing all these projects • We usrlikrit’s Scale for this Analize:

14. Indicators for Social Entrepreneurial Activities Activity Range SOCIAL TRANSFORMATION SOCIAL ENTERPRISE QUASI BUSINESS ACTIVITY IN SOCIAL ORGANIZATION SOCIAL ENTREPRENEURSHIP “TRADITIONAL” SOCIAL ACTIVITY SA SE 1 2 3 4 5 + - Creativity Innovation Risk & Uncertainty Scalability Viability & Sustainability Engagement

15. שלב 1:בניית משקולות ל6 המדדים המרכזיים המודל מתבסס על 6 מדדים מרכזיים, לכל מדד חושב אלפא-קרונבאך לצורך ביסוס המהימנות. • Creativity- (0.74) • Innovation-(0.76) • Risk and Uncertainty-(0.56) • Scalability -(0.56) • Viability& Sustainability- (0.65) • Engagement- (0.75)

16. Variable each index based on the average of the statements

17. שלב 3: חישוב המשקל לכל מדד • To calculate the weight of each of the six indicators in the model, multivariate regression was used. • Multivariate regression is appropriate for this task because the regression coefficients represent the weight of each variable in the effect on the dependent variable, holding the other variables at a constant level. In addition, since all the explanatory variables were measured with the same units, the weight of the coefficients can be compared.

18. The Six Main Criteria • Creativity, innovation and risk – These indices are the indices of innovation and entrepreneurship when the risk index indicates the entrepreneur's boldness in the planned venture.-Scalability מלמד את אפשרות ההרחבה של המיזם לאוכלוסיות נוספות ויוצר הזדמנויות חדשות Viability- מלמד על התכונות של המיזם Engagement The weight of this index is low because, in view of the statistical analysis, it was proven that there is no need for external factors to be involved in the success of the enterprise, and hence the weight of this index is minimal.