This document outlines an upcoming social entrepreneurship workshop with three guest speakers. Part I will feature Wilford Welch discussing the root causes of the sustainability crisis and the need for a values shift. Part II will feature David Hopkins on the significance of social entrepreneurship and how it develops community capital. Part III will feature Kene Turner providing a social entrepreneurship toolkit and lessons from their work in communities. The workshop aims to provide frameworks for sustainable community development through social entrepreneurship.

1. Social Entrepreneurship
Workshop

2. Social Entrepreneurship
Workshop

3. Social Entrepreneurship
Workshop
Developing Your Community
Capital
‘Beyond Sustainability’

5. PART I: Wilford Welch

6. PART I: Wilford Welch
Former US Diplomat, business consultant, author of
The Tactics of Hope: How Social Entrepreneurs Are
Changing Our World

7. PART I: Wilford Welch
Former US Diplomat, business consultant, author of
The Tactics of Hope: How Social Entrepreneurs Are
Changing Our World
PART II: David Hopkins

8. PART I: Wilford Welch
Former US Diplomat, business consultant, author of
The Tactics of Hope: How Social Entrepreneurs Are
Changing Our World
PART II: David Hopkins
Speaker, entrepreneur, co-author, The Tactics of Hope,
social entrepreneurship champion for the millennial
generation

9. PART I: Wilford Welch
Former US Diplomat, business consultant, author of
The Tactics of Hope: How Social Entrepreneurs Are
Changing Our World
PART II: David Hopkins
Speaker, entrepreneur, co-author, The Tactics of Hope,
social entrepreneurship champion for the millennial
generation
PART III: Kene Turner

10. PART I: Wilford Welch
Former US Diplomat, business consultant, author of
The Tactics of Hope: How Social Entrepreneurs Are
Changing Our World
PART II: David Hopkins
Speaker, entrepreneur, co-author, The Tactics of Hope,
social entrepreneurship champion for the millennial
generation
PART III: Kene Turner
Social entrepreneur, motivational speaker, community
engagement change agent, president of EpiLife
Consulting, Inc.

11. Goals and Outcomes

12. Goals and Outcomes
Wilford - Part I

13. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis

14. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative

15. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities

16. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities
David - Part II

17. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities
David - Part II
1. Significance of social entrepreneurship to our future

18. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities
David - Part II
1. Significance of social entrepreneurship to our future
2. How SEs develop community capital

19. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities
David - Part II
1. Significance of social entrepreneurship to our future
2. How SEs develop community capital
3. Models and case studies to learn from and replicate

20. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities
David - Part II
1. Significance of social entrepreneurship to our future
2. How SEs develop community capital
3. Models and case studies to learn from and replicate
Kene - Part III

21. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities
David - Part II
1. Significance of social entrepreneurship to our future
2. How SEs develop community capital
3. Models and case studies to learn from and replicate
Kene - Part III
1. A social entrepreneurship toolkit for community engagement

22. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities
David - Part II
1. Significance of social entrepreneurship to our future
2. How SEs develop community capital
3. Models and case studies to learn from and replicate
Kene - Part III
1. A social entrepreneurship toolkit for community engagement
2. Lessons from EpiLife Consulting’s work in communities

23. Goals and Outcomes
Wilford - Part I
1. Root causes of the sustainability crisis
2. Why a shift in values and priorities is imperative
3. Values and priorities for sustainable communities
David - Part II
1. Significance of social entrepreneurship to our future
2. How SEs develop community capital
3. Models and case studies to learn from and replicate
Kene - Part III
1. A social entrepreneurship toolkit for community engagement
2. Lessons from EpiLife Consulting’s work in communities
3. Creating your own action steps for community engagement

24. PART I:
The Values Shift

25. We are living through one of the most fundamental shifts in
history – a change in the actual belief structure of society
No economic, political, or military power can compare with the power of a
change of mind. By deliberately changing our images of reality, people are
changing the world.’’ Re-envisioning humanity’s relationship to the natural world
will require a fundamental shift in the core values that shape our dealings with
the Earth and each other.
- Willis Harman, author, Global Mind Change
A sustainable world will only be possible by thinking differently
With nature and not machines as their inspiration, today’s innovators are showing
how to create a different future by learning to see the larger systems of which
they are a part and to foster collaboration across every imaginable boundary.
These core capabilities – seeing systems, collaborating across boundaries and
creating versus problem solving – form the underpinnings, and ultimately the tools
and methods, for this shift in thinking.
- Peter Senge, author, The Necessary Revolution

26. We have to find a new form of economy, an economy
that knows how to govern its limits
An economy that respects nature and acts at the service of man, a
situation where political and humanistic choices govern the economy and
not the other way around. We have to discover new economic relationships
that move at a more natural pace.
- Carlo Petrini, Founder of Slow Food
We live at a moment of deep ignorance, when vital
knowledge that humans have always possessed about
who we are and where we live seems beyond our reach
Through centuries of keen observation, interpretation, and the passing
down of knowledge, our common ancestors understood that the wisdom
underlying effective sustainable practices is built into the natural world.
Today that wisdom is still held in its most pure and truthful forms by the
indigenous peoples of the world.
- Bill McKibben, American environmentalist and author

27. Sustainable human communities are best
modeled after nature’s eco-systems
which themselves are communities of plants, animals, and micro-
organisms that nurture and support each other. Thus the way to
sustain life on a whole is to build and nurture a more human
community.
- Bill Plotkins, author, Nature and the Human Soul
New Consciousness to Fix Old Problems
We can not solve problems by using the same kind of thinking we
used when we created them.
- Albert Einstein

28. The Root Causes of the
Sustainability Crisis
• The industrial revolution and market capitalism have been so
successful that in the past 100 years, the world’s population has
increased from 2 to 7 billion (it will soon be 9 billion)
• We consumed more of the world’s resources in the past 50 years
than in the previous 10,000 years combined
• Renewable resource systems, including fresh water, agricultural
land, and marine resources, can not satisfy future demand
• Non-renewable resources, such as oil, also will not satisfy demand
• Our belief that technology alone will solve our sustainability
problems is misplaced

29. The Natural World and Indigenous Wisdoms
provide values and practices that can help us
• Nature, and the wisdoms of
indigenous peoples, are sources of
knowledge that modern man, in our
headlong rush to modernity,
dismissed as quaint and
unimportant.
• Like systems thinking and
biomimicry, they are now being
recognized as critical to our future
sustainability.

30. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values

31. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough

32. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We

33. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship

34. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution

35. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution
Growth/Profits 5. People, planet, profits

36. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution
Growth/Profits 5. People, planet, profits
Take, Make, Waste 6. Conscious use of resources

37. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution
Growth/Profits 5. People, planet, profits
Take, Make, Waste 6. Conscious use of resources
Take from nature 7. Learn from nature

38. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution
Growth/Profits 5. People, planet, profits
Take, Make, Waste 6. Conscious use of resources
Take from nature 7. Learn from nature
Money is power 8. Money is energy

39. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution
Growth/Profits 5. People, planet, profits
Take, Make, Waste 6. Conscious use of resources
Take from nature 7. Learn from nature
Money is power 8. Money is energy
Isolate and solve 9. Systems thinking

40. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution
Growth/Profits 5. People, planet, profits
Take, Make, Waste 6. Conscious use of resources
Take from nature 7. Learn from nature
Money is power 8. Money is energy
Isolate and solve 9. Systems thinking
Top down 10. Bottoms up/top down

41. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution
Growth/Profits 5. People, planet, profits
Take, Make, Waste 6. Conscious use of resources
Take from nature 7. Learn from nature
Money is power 8. Money is energy
Isolate and solve 9. Systems thinking
Top down 10. Bottoms up/top down
Focus on Differences 11. Search for Common Ground

42. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
More is better 1. Enough is enough
Me 2. We
Transaction 3. Relationship
“They” must solve it 4. I am the solution
Growth/Profits 5. People, planet, profits
Take, Make, Waste 6. Conscious use of resources
Take from nature 7. Learn from nature
Money is power 8. Money is energy
Isolate and solve 9. Systems thinking
Top down 10. Bottoms up/top down
Focus on Differences 11. Search for Common Ground
Knowing it 12. Living it

43. 12 Value Shifts Leading to a Sustainable World
Old Values Sustainable Values
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
6. Conscious use of resources
7. Learn from nature
8. Money is energy
9. Systems thinking
10. Bottoms up/top down
11. Search for Common Ground
12. Living it

44. Barriers to Changing our Ways?
How do we move to a system that creates long-term
abundance rather than short-term profit margins?
• Consumers: Like any addicted personality, why should I give
up things I enjoy now for a possible benefit in the future?
• Businesses: The system, (metrics, and desires), all support
the “more is better”, production/consumption and waste at
all cost approach that has brought us to this point. I would
be fired if I changed the business model that supports the
“Three Ps” (People, planet and profit)
• Politicians: The voters expect more, and I better give it to
them if I want to be reelected.

45. Problem-Makers and Problem Solvers in Dying and
Evolving Systems
Deniers
Text
Social entrepreneurs
Text
Text
Text
Hospicing the old
Husbanding the new
Text
1800 Industrial Revolution &
Market Capitalism 2010 2050

46. Passionate Individuals and Conscious
Communities are Ideal Leaders of
Barriers to Our Changing our Ways
“The Shift”
• Local communities are of manageable size
• Communities are where experimentation, with rapid
feedback, is possible
• Local communities provide fertile ground for the
next generation of leaders (eg.Van Jones)
• Passionate social entrepreneurs operate best at the
local level and are effective bridge-builders between
the community, government and businesses

47. PART II:
Lessons from Social
Entrepreneurs

49. What is a social entrepreneur?

50. What is a social entrepreneur?
n. society’s change agent, a pioneer of
innovations that benefit humanity

51. What is a social entrepreneur?
n. society’s change agent, a pioneer of
innovations that benefit humanity
entrepreneurs with a social
or environmental mission

52. What is a social entrepreneur?
n. society’s change agent, a pioneer of
innovations that benefit humanity
entrepreneurs with a social
or environmental mission
“Mission-driven capital bankers”: social, natural/
environmental, human, financial, technological

53. Characteristics of
Social Entrepreneurs

54. Characteristics of
Social Entrepreneurs
• They focus on social and environmental challenges

55. Characteristics of
Social Entrepreneurs
• They focus on social and environmental challenges
• They seek systemic solutions

56. Characteristics of
Social Entrepreneurs
• They focus on social and environmental challenges
• They seek systemic solutions
• They are “boundary-riders” who think “out of the box”

57. Characteristics of
Social Entrepreneurs
• They focus on social and environmental challenges
• They seek systemic solutions
• They are “boundary-riders” who think “out of the box”
• They love scalability - where applicable

58. Characteristics of
Social Entrepreneurs
• They focus on social and environmental challenges
• They seek systemic solutions
• They are “boundary-riders” who think “out of the box”
• They love scalability - where applicable
• They collaborate across traditional boundaries

59. Characteristics of
Social Entrepreneurs
• They focus on social and environmental challenges
• They seek systemic solutions
• They are “boundary-riders” who think “out of the box”
• They love scalability - where applicable
• They collaborate across traditional boundaries
• They implement, using for-profit, not-for-profit and hybrid
models

60. Characteristics of
Social Entrepreneurs
• They focus on social and environmental challenges
• They seek systemic solutions
• They are “boundary-riders” who think “out of the box”
• They love scalability - where applicable
• They collaborate across traditional boundaries
• They implement, using for-profit, not-for-profit and hybrid
models
• Unlike business entrepreneurs, they share their ideas

61. Bill Drayton, Founder,
Ashoka
http://www.youtube.com/watch?v=DttTSJEO47g&feature=channel

62. “Social” (Community)
Entrepreneurs

63. “Social” (Community)
Entrepreneurs
• Socius, societas: companion, associate, comrade, business partner

64. “Social” (Community)
Entrepreneurs
• Socius, societas: companion, associate, comrade, business partner
• Communitatus: common, public, shared by many

65. “Social” (Community)
Entrepreneurs
• Socius, societas: companion, associate, comrade, business partner
• Communitatus: common, public, shared by many
• Industrial Revolution led to distinct division of professional and social
roles, severely affecting the “relationship of exchange” between the
consumer, producer, and seller

66. “Social” (Community)
Entrepreneurs
• Socius, societas: companion, associate, comrade, business partner
• Communitatus: common, public, shared by many
• Industrial Revolution led to distinct division of professional and social
roles, severely affecting the “relationship of exchange” between the
consumer, producer, and seller
• Transaction-based relationships based on financial gains and bottom-
line

67. “Social” (Community)
Entrepreneurs
• Socius, societas: companion, associate, comrade, business partner
• Communitatus: common, public, shared by many
• Industrial Revolution led to distinct division of professional and social
roles, severely affecting the “relationship of exchange” between the
consumer, producer, and seller
• Transaction-based relationships based on financial gains and bottom-
line
• “Social” entrepreneurs collaborate beyond the local workplace to
design solutions that are communal models

68. “Social” (Community)
Entrepreneurs
• Socius, societas: companion, associate, comrade, business partner
• Communitatus: common, public, shared by many
• Industrial Revolution led to distinct division of professional and social
roles, severely affecting the “relationship of exchange” between the
consumer, producer, and seller
• Transaction-based relationships based on financial gains and bottom-
line
• “Social” entrepreneurs collaborate beyond the local workplace to
design solutions that are communal models
• The community becomes the marketplace of opportunity to
exchange social and financial capital

69. 4 Methods of Community-
Building for Social Entrepreneurs
• Patient Capital and Slow Money
• The Power of Online Connectivity
• Localization / Globalization
• The Role of Corporations

70. How Social Entrepreneurs
Develop Community Capital

71. How Social Entrepreneurs
Develop Community Capital
Patient capital and the Slow Money Movement

72. How Social Entrepreneurs
Develop Community Capital
Patient capital and the Slow Money Movement
• Long time horizons for the investment

73. How Social Entrepreneurs
Develop Community Capital
Patient capital and the Slow Money Movement
• Long time horizons for the investment
• Maximizing social, rather than financial, returns

74. How Social Entrepreneurs
Develop Community Capital
Patient capital and the Slow Money Movement
• Long time horizons for the investment
• Maximizing social, rather than financial, returns
• Providing management support to help new
business models thrive

76. • Debt or equity investments in early-stage enterprises
providing low-income consumers access to healthcare,
water, housing, alternative energy, or agricultural inputs
• Typical commitments of patient capital: from $300k to
$2.5 million in equity or debt; payback or exit in roughly
five to seven years

77. • Strategic management consulting
• Village capital ($40k credit, $50k venture)
• Entrepreneurship fundamentals training
• Communications, web, and media
• Business planning and investor pitch expertise
• Networking in the community

78. • $71 million in loans in 4
years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

79. • $71 million in loans in 4
years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

80. Peer-to-peer internet
microloans
• $71 million in loans in 4
years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

81. Peer-to-peer internet
microloans
• $71 million in loans in 4
years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

82. Peer-to-peer internet
microloans
• $71 million in loans in 4
years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

83. Peer-to-peer internet
microloans
• $71 million in loans in 4
years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

84. Peer-to-peer internet
microloans
• $71 million in loans in 4
years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

85. Pioneering non-profit,
financial services
organization dedicated to
transforming the way the
world works with money.
In partnership with a
community of investors and
donors, RSF provides capital
to non-profit and for-profit
social enterprises addressing
these key issues:

86. Building Community Capital with the
Online Connectivity

89. Bringing Global Issues to
the Local Community Level

90. From Globalization to Localization
“Businesses in local living economies remain human-scale and locally-
owned, fostering direct, authentic, and meaningful relationships with
employees, customers, suppliers, neighbors, and local habitat, adding to
the quality of life in our communities... from distant board rooms to
local communities where there is a short distance between business
decision-makers and those affected by the decisions… Success can
mean more than increasing market-share, it can be measured by
increasing happiness and well being, deepening relationships, and
expanding creativity, knowledge, and consciousness.”
—Judy Wicks, “Local Living Economies: The New Movement for
Responsible Business”

92. 10/10/10 Event Highlights
Funniest: Sumo wrestlers cycling to practice in downtown Tokyo.
Most remote: An education center in the Namib Desert in Namibia
installing six solar panels.
Most presidential: President Mohamed Nasheed of the Maldives is
installing solar panels on his roof.
Most tipsy: Partiers in Edinburgh will be throwing a "Joycott" (a
reverse boycott) at a local bar that agreed to put 20% of its extra
revenues on 10/10/10 to making the bar more energy efficient.
Attendees will try and drink as much as possible to raise money.
Cheers!

94. • Enterprise development
• Urban agriculture program
• Community outreach and education

96. Coral Reef
Restoration
Project, Bali

97. Coral Reef
Restoration
Project, Bali
Restoring sustainable ocean
habitats through community
involvement and ecotourism

98. Coral Reef
Restoration
Project, Bali
Restoring sustainable ocean
habitats through community
involvement and ecotourism

99. Coral Reef
Restoration
Project, Bali
Restoring sustainable ocean
habitats through community
involvement and ecotourism

102. A low-tech fun
solution supplying
water to rural villages

103. A low-tech fun
solution supplying
water to rural villages

104. A low-tech fun
solution supplying
water to rural villages

105. A low-tech fun
solution supplying
water to rural villages

106. A low-tech fun
solution supplying
water to rural villages

107. Kaboom!
Entrepreneur's Local
Partnerships Help Kids Play

108. Corporate Citizenship
and Intrapreneurship

109. "Each of us has a capacity to make business not
only a source of economic wealth, but also a
force for social and economic justice. Each of us
needs to recognize and use the power we have
to define the character of our enterprises, so
they nurture values important to our society."

110. Interface
Fifteen years after CEO Anderson’s
call for change, Interface had:
• Cut greenhouse gas emissions by 82%
• Cut fossil fuel consumption by 60%
• Cut waste by 66%
• Cut water use by 75%
• Invented and patented new machines,
• materials, and manufacturing processes
• Increased sales by 66%, doubled earnings,
• And, raised profit margins!

112. Recology
(formerly Norcal Waste Systems)
http://www.recology.com/recology_home_movie.htm

113. The Triple-Bottom Line:
People, Planet, and Profits
With such clear traditional
forms of measuring success
through profit, how do we
measure the impact of business
on people and planet?

114. The Triple-Bottom Line:
People, Planet, and Profits
With such clear traditional
forms of measuring success
through profit, how do we
measure the impact of business
on people and planet?

115. How do social entrepreneurs develop
community capital “beyond sustainability”?

117. What examples of social
entrepreneurship have
you read about or seen?

118. RESOURCES?
www.TacticsofHope.org
Give us your business card and we will send
you the full Social Entrepreneurship Resource
List

119. PART III:
Implementing
Community Engagement

121. Epignosis - higher level of knowledge
from “knowing it” to “living it”

122. “For any organization whose
external environment is changing
faster than it is changing internally,
the end is in sight. It is only a matter
of time.”
‐Jack Welch, Letter to GE Shareholders,
2001

123. What Is Community Engagement?
“...the process of working collaboratively with groups of
people af@iliated by geographic proximity, special
interest, or similar situations...bringing about
environmental and behavioral changes...that help
mobilize resources and in@luence systems, change
relationships among partners, and serve as catalysts for
changing policies, programs, and practices.”
– CDC Community Engagement Project

124. Ecology as Business
Commercial Business: the activity of providing goods
and services to a community
• Ecology as Business: the earth’s activity of providing
resources and environmental services to a community

125. Individuals Foundations

126. In 2008...
•Individuals gave $230 billion Individuals Foundations
•Foundations gave $45 billion 300
225
150
75
2008 0

127. In 2008...
•Individuals gave $230 billion Individuals Foundations
•Foundations gave $45 billion 300
225
150
75
2008 0
Of total foundation giving:
72% came from independent foundations
10% came from community foundations
10% came from corporate foundations
8% came from operating foundations.

128. In 2008...
•Individuals gave $230 billion Individuals Foundations
•Foundations gave $45 billion 300
225
150
75
2008 0
Of total foundation giving:
72% came from independent foundations
10% came from community foundations
10% came from corporate foundations
8% came from operating foundations.

129. Program-Based Investing
• A planned series of future events, items, or performances
• Producing the outcomes of change SEs seek
• Creates capacity to develop social, human, and financial
capital over an extended period of time

130. Internal and External
Impacts

131. Internal and External
Impacts
• Human/Social Capital – stakeholder engagement at the core

132. Internal and External
Impacts
• Human/Social Capital – stakeholder engagement at the core
• Local Support – Local support allows you to easily reach your
market and adapt to the changing needs of your customers

133. Internal and External
Impacts
• Human/Social Capital – stakeholder engagement at the core
• Local Support – Local support allows you to easily reach your
market and adapt to the changing needs of your customers
• Stable Customer Base and Brand Reputation – Socially
responsible businesses gain trust and loyalty from their consumers

134. Internal and External
Impacts
• Human/Social Capital – stakeholder engagement at the core
• Local Support – Local support allows you to easily reach your
market and adapt to the changing needs of your customers
• Stable Customer Base and Brand Reputation – Socially
responsible businesses gain trust and loyalty from their consumers
• Niche Markets – Environmental/Social businesses often tap into
niche markets where unique opportunities to profit exist

135. Internal and External
Impacts
• Human/Social Capital – stakeholder engagement at the core
• Local Support – Local support allows you to easily reach your
market and adapt to the changing needs of your customers
• Stable Customer Base and Brand Reputation – Socially
responsible businesses gain trust and loyalty from their consumers
• Niche Markets – Environmental/Social businesses often tap into
niche markets where unique opportunities to profit exist
• Savings from Efficiency Measures – Costs saving from
efficient design, production, and distribution

136. Case Studies

137. Case Studies
Steve Marriotti

138. Case Studies
Steve Marriotti

139. Case Studies
Steve Marriotti

140. Case Studies

143. Jasmine Lawrence

144. Jasmine Lawrence

145. Case Studies

146. Case Studies
Rahfeal Gordon

147. Case Studies

148. Case Studies
Zoe Damacela

149. Case Studies

150. Case Studies

151. Case Studies

152. What Will You Do?
Just Starting?
What community engagement ideas do you have?
Already started?
How has this presentation changed your thinking
about your community engagement activity?

153. Wilford Welch, Author
Wilford.Welch@attglobal.net
Kene Turner, President EpiLife
Consulting
Kene@EpiLifeConsulting.com
David Hopkins, Contributing Editor
David.g.hopkins@gmail.com