OUTCOME:
A Thriving Social Enterprise Ecosystem for Greater MSP Region
SOCIAL ENTERPRISES HAVE ACCESS TO DIVERSE & APPROPRIATELY SKILLED WORKERS
SOC ENTS HAVE SUFFICIENT AND STABLE AFFORDABLE HOUSING, TRANSPORTATION, HEALTHCARE, AND SOCIOECONOMIC MOBILITY.
Desired Outcomes
Expand & Enhance Transportation for SocEnts
Expand & Enhance
Support for Employment in
Social Enterprise
Expand & Enhance Support for Career Success in SocEnt
Increase employer’s commitment to equitable hiring practices*
⭐
Improve development opportunities for workers in SocEnt
Strategy #1 to Expand & Enhance Support for Employment
Support employers with new hiring incentives
Talent: Desired Outcome #3
TALENT & HUMAN CAPITAL
Increase # of direct engagement opportunities w/ underserved communities
Talent: Desired Outcome #1
Increase ways to support the growth of SocEnt
Improve access & visibility to SocEnt specific resources
The engine of the ecosystem: the people that turn ideas into action. People who drive social enterprises as team members, mentors, employees, and advisors. To grow, scale, and thrive, social enterprises rely on attracting top talent. This pillar is divided into university presence, talent, and civic engagement.
Expand & Enhance Health & Wellbeing for SocEnts
Increase Pathways to Becoming a SocEnt
SOCENT HAVE SUPPORT SYSTEMS IN PLACE THAT PROVIDE THEM THE ABILITY TO FORM, GROW AND THRIVE
Strategy
Increase support of entrepreneurs of color, women, and other high potential entrepreneurs
Expand & Enhance SocioEconomic Mobility for SocEnts
Expand & Enhance Housing for SocEnts
Increase the Number of Ecosystem Mentors, Trainers, Incubators, Supporters
Strategy
Strategies that lead to metrics for how we will measure how we are increasing awareness of career opportunities
Enroll & Engage Investors & Enablers Prepare to Provider Resources to SE’s
ALL SOCENTS HAVE SUFFICIENT ACCESS TO CAPITAL
Increase New Funders Prioritizing DEI & SocEnt
Improve Infrastructure for additional kinds of Funding Sources
Transform philanthropic ‘mindset’ / approach to investing
Convert traditional funders to invest (financial) equity in social entrepreneurs
Increase ways to leverage existing pool of SE leaders to coach/mentor new leaders
Expand & Enhance Support
for Developing Leadership for
Growth in SocEnt
Increase awareness of Social Enterprise career opportunities
Strategy
Strategy
Improve the clarity of how SocEnt contribute to our economy
Shift conceptual narrative of what we value
(Mindset)*
⭐
Talent: Desired Outcome #2
Increase # of sector partners who are promoting career opportunities
Increase student exposure to SocEnt as a career pathway
Increase access to programs & training for individuals w/ a variety of identities
Partner w/ programs that equip talent to be ready to work*
Increase marketing / storytelling skills of SocEnt entrepreneurs
Improve definitions of what constitutes a SocEnt*
⭐
Increase corporation involvement in sourcing leadership talent
Attract experienced leadership talent to the SEs in growth mode
Support employers with new hiring incentives
Increase investment in social entrepreneur’s leadership development*
QUALITY OF LIFE
[ Soc Mobility ] Expand & Enhance Development of Public Policy Support
[ Soc Mobility ] Improve Access
[ Soc Mobility ] Expand & Enhance Financial Resources
Increase # of opportunities to showcase value of cultural influences
[ Health] Improve Access
[ Health] Expand & Enhance Development of Public Policy Support
[ Health] Expand & Enhance Financial Resources
[Transport] Improve Access
[Transport] Expand & Enhance Development of Public Policy Supports
[Transport.] Expand & Enhance Financial Resources
[Housing] Expand & Enhance Development of Public Policy Support
[Housing] Improve Access
[Housing] Expand & Enhance Financial Resources
Increase access to programs & training
Increase # of options & availability for financing business opportunities
Increase opportunities for 1-1 mentorship*
Increase investment in entrepreneurs leadership development
Improve opportunities to highlight intersections of impactful cultural influences
Increase availability of multilingual resources
Improve opportunities to highlight intersections of impactful cultural influences
Increase access and availability of childcare
Increase # of direct engagement opportunities w/ underserved communities
SUPPORT SYSTEMS
Socialize the meaning, significance and role of social enterprises
FUNDING & CAPITAL
Increase showcasing and storytelling of and about social enterprises
Improve public visibility of Impact: Revenue, Employ, Diversity
Increase opportunities for field/experiential internships
Increase “live” interviews with SE leaders
Increase rich media sources to cover SE stories and impact
Create educational toolkit: “How to get involved w/SE’s”
Increase Overall Access to Key Services for Social Entrepreneurs
Increase Alliance Building Opportunities
Increase Awareness of the Social Enterprise “sector”
⭐ ⭐
Improve the Policies and Regulations to be more “social enterprise friendly”
Increase marketing / storytelling skills of diverse SocEnt entrepreneurs
Improve Role of Intermediaries & The support they provide to Social Entrepreneurs
Improve opportunities to highlight intersections of impactful cultural influences
Increase / Improve accelerators, co-working Institutional involvement, consumer sentiment
Increase showcasing and storytelling of and about social enterprises
Identify barriers for purchasing from SE’s and how to address
Increase visibility and value of social enterprises
Increase New Funders & Inclusivity in Funding Groups
Improve Access to Entrepreneurial Opportunities & Capital (Public, Private, Philanthropic)
Improve availability of disaggregated data
Increase the use of direct public offerings (DPO’s)
Improve & standardize performance measures
Increase the # of investors focused on SocEnt
Increase racial equity consideration in making social enterprise investment decisions
Increase representation of POC in funding groups
Increase investment in multicultural SocEnts in MN
Increase # of multilingual navigators to improve access to $