The 2015 David Manley Emerging Entrepreneur Awards are now open for Applications. Please click here to apply.
In 2002, the David Manley Emerging Entrepreneur Awards were established to nurture Ireland’s entrepreneurial spirit in the Business, Arts and the Social spheres. Since then, the awards have provided over €1 million in support to high-potential emerging entrepreneurs. This has been in the form of cash supports and through the gift of time from the awards partners who are listed below. All of our partners are leaders in the area of their particular business activity and, through their wide experience and professional expertise, they are in a position to make lasting impacts on the businesses of our award winners.
The David Manley Emerging Entrepreneur Awards are open to all Arts, Business and Social Enterprises that have been in operation for between 1 and 3 years.
3 finalists from each of the Business, Arts and Social spheres will be short-listed from all the applications received. In addition to having the opportunity to be a Category Winner and the Overall winner, each of the 9 finalists will receive free payroll and accounts software from Thesaurus, mentoring support from Enterprise Ireland’s Mentor Network and will have access to a series of 3 dedicated support workshops with industry experts in areas such as business strategy, marketing, PR, legal and finance.
There will be 3 category winners; 1 for Arts, 1 for Business and 1 for Social. Each category winner will receive a €1,000 cash prize.
1 Overall winner
The overall winner of the David Manley Emerging Entrepreneur Awards will receive €100,000 in professional mentoring and support from the award partners, plus a €10,000 cash prize.
Since 2002, the David Manley Emerging Entrepreneur Awards have provided over €1 million in support to high-potential emerging entrepreneurs in the Business, Arts and Social spheres. With eleven award winners to our name, we recently drew on their experience and expertise and asked: if there was one tip you would give a new entrepreneur, what would it be? See some of these tips below.
Simon O’Connor, Little Museum of Dublin (2014)
“Don’t be afraid to ask for help or support, assume you will have to hustle for every sale, diversify your financial risk as much as possible and never allow a lack of experience or knowledge get in the way of pursuing a seemingly impossible task – an expert is just amateur who decided to chance their arm” @dublinmuseum
Steven Menton, Archipelago (2013)
“Make sure you have all the administrative issues regarding the company, shareholdings, clearly defined roles and responsibilities set out from day one, agreed upon and understood by everybody involved. The temptation is to get excited and jump straight into business head first but you need to protect yourself and avoid unnecessary disagreements caused by different people’s expectations further down the line.” @archipelago_ie
Muireann Ahern Lovett, Theatre Lovett (2012)
“Be sure to bite off much more than you can possibly chew… and you will reap the rewards.” @theatrelovett
The deadline for applications is close of business Friday 3rd October. Click here to apply.
John Evoy of Irish Men’s Sheds Association has been involved in many projects. This has helped him identify some indicators of whether a project will be a success or a failure. He wrote this blog, in the hope that he might help others identify these indicators.
Over the last 10 years or so I have been involved in several non-profit projects; some have been fantastic, others have worked out OK and some have not worked at all.
During that time I’ve had a number of experiences which, upon reflection, were the moments when some of my best ideas took hold and began to flourish. I’m talking about early in a process when no one else can see anything special happening but there was a sense that something very important was happening. We have all closed deals, secured the funding or had a proposal accepted by the powers that be, but the occasions that I am referring to here are much less tangible than that. On just as many occasions there have been times when I felt that something was not right in a project and as I couldn’t clearly pinpoint the threat, I progressed only to eventually experience the failure. I often said to myself “I knew something wasn’t right” but at the time I didn’t act. It is so easy to identify all this is hindsight. Wouldn’t life be easier if we could catch these ‘tells’ in the moment?
There are so many sub projects that make up our organisations and we have new ideas all the time. We simply can’t run with all of them. We have to decide what to do and what not to do. There are all the usual major considerations such as budget, the risks involved and the potential contribution to the overall purpose of the organisation. I am writing this piece as an exploration, hoping to help myself identify if a project is going to be successful or not. Maybe it might help some of you guys too.
So what are the earliest signs of potential success or impending failure? I say potential success because so much more has to happen to ensure a successful project, such as hard work, determination and very often, a slice of good fortune.
Early signs of potential success
You get energised by talking or even thinking about the project.
The entire project is in line with your (& your organisations) values and ethos.
You would be happy to work on this project even if you never earned a cent from it.
Those you’ve spoke to and trust also think that it has great potential.
Others involved share the same vision, purpose and values.
Some parts of the project seem to fall into place synchronistically and people offer to help.
You seek out feedback and integrate the learning from the beginning of the project.
Your gut feeling or intuition tells you that you’re right track.
It’s a simple concept and people understand it the first time they hear about it.
Early signs of impending failure
You have that feeling that something’s not right but you progress anyway.
You have to continuously assess if the project breaks your value system.
You’ve chased the money – sometimes the conditions accompanying funding are too restrictive or lead you in the wrong direction.
You’ve ignored the advice of your trusted confidants / mentors.
Others are involved for personal gain or have an alternative agenda
The project is always hard work. You and team would prefer to be working on other stuff.
You are determined to “do it your way” and to stick rigidly to the original idea.
There is a lack of cooperation from on the team members, who all have different ideas about how to progress.
So much of the contemporary leadership and entrepreneurial teaching tells us how a certain amount of failure is an essential ingredient in the eventual success, but wouldn’t it be great to be able to identify if a project is doomed or has the potential to be great at the earliest possible moment.
- John Evoy, Irish Men’s Sheds Association http://menssheds.ie/
The International Men’s Sheds Conference “learning from down-under” is taking place October 3rd – 5th.
Today we’re launching an extensive report on social entrepreneurship in Ireland, looking at the current state of the sector, the use of social impact bonds in Ireland, and the development of a social impact measurement framework. This report, Social Entrepreneurship – Considerations for Policy Makers and Practitioners, was developed in partnership with the University of Toronto and represents a major piece of research into the Irish social entrepreneurship landscape. See the report’s introduction below and download your copy here – http://bit.ly/1kmswtf
Over the last 10 years, the social entrepreneurship sector in Ireland has seen remarkable growth. In 2004, social entrepreneurship, as a concept and a practice, did not exist in any formalised way in Ireland. Today, in 2014, there are a growing number of individuals self-identifying as social entrepreneurs and many actors active in both working directly with these social entrepreneurs and in helping build an ecosystem of support for this emerging sector. However, the social entrepreneurship sector is still young and many questions on how best to support its continued growth and maximize its positive impact, remain. It is within this context that the current reports have been compiled.
The genesis of this project came from a proposed partnership between Social Entrepreneurs Ireland and the Munk School of Global Affairs at the University of Toronto. As Ireland’s largest organisation providing direct support to early stage social entrepreneurs, Social Entrepreneurs Ireland was well placed to identify some of the important questions that needed to be addressed in order to allow the sector to continue to grow both in terms of scale and, critically, impact. While acknowledging the important work being done on social entrepreneurship within the third level sector in Ireland, it was felt that having an international perspective could be of significant benefit in helping frame the questions, challenge assumptions and posit solutions. As one of the leading universities worldwide, the University of Toronto, provided the perfect partner, particularly given the presence of the Munk School of Global Affairs with its novel approach to teaching and research within the university. The Munk School speaks to the challenges of a changing world, something that resonates strongly with the approach and ethos of social entrepreneurs, and in its Masters of Global Affairs students it has an exceptional cadre of talented and insightful graduate students. From the point of view of the Munk School and its renowned Innovation-Policy Lab and its Social Innovation Centre, establishing this collaboration with Social Entrepreneurs Ireland, fits perfectly with the School’s goals of enhancing innovation and its positive distributional and social impacts on a global scale.
In terms of the specific research projects of the Masters in Global Affairs graduate students, there seemed to be a natural progression in the issues being addressed. Firstly, the question of how to continue the growth of the social entrepreneurship sector in Ireland was examined. It became apparent that continued, and indeed increased, policy support for the sector was vital.
- Thus the first project report focused on the state of the social entrepreneurship sector and how to improve it.
In order for social entrepreneurs to succeed, they require not only an enabling policy environment, but also, critically, sources of financing. Recent years have seen the development of alternative financing mechanisms for the not-for-profit and social enterprise sectors, in particular Social Impact Bonds (or as they are known in Ireland, Social Impact Investments).
- Therefore the second report focused on the potential of Social Impact Bonds as a viable alternative financing mechanism within an Irish context.
One of the critical components within Social Impact Bonds is a robust and measurable set of impact and outcome metrics, something that is of great importance not just to Social Impact Bond actors but also to social entrepreneurs and the organisations that support them, such as Social Entrepreneurs Ireland.
- And so the third report addressed the issue of how to design a social impact measurement framework for an organisation such as Social Entrepreneurs Ireland.
In compiling these three projects, we are not claiming that the issues addressed are the only, or even the most important, questions that the sector currently faces. Nor are we claiming that the conclusions reached are necessarily the correct ones. We do, however, feel that the issues addressed are important ones for the social entrepreneurship sector in Ireland and that the conclusions reached will allow for an informed discussion to take place amongst all actors in the sector as to the best way forward. We strongly believe this would be to the benefit not just of the social entrepreneurs in Ireland, but also to the benefit of the individuals and communities they serve.
Prof. Dan Breznitz
Munk Chair of Innovation Studies
Co-director Innovation Policy Lab
Munk School of Global Affairs
University of Toronto
Social Entrepreneurs Ireland
Download a copy of Social Entrepreneurship – Considerations for Policy Makers and Practitioners
Ulster Bank – Business Achievers Awards
Social Entrepreneurs Ireland is proud to have Ulster Bank as the corporate partner of Social Entrepreneurs Ireland’s Alumni Network. Ulster Bank is committed to entrepreneurship. Currently Ulster Bank is running their ‘Business Achievers Awards’. The awards cover a range of business categories; we’re delighted that this includes a Social Enterprise award too.
“Celebrating your business success”
The Ulster Bank ‘Business Achievers Awards’ celebrate the spirit of the excellence and innovation that are the hallmark of our most successful entrepreneurs.
Open to businesses across the Island of Ireland regardless of size, location, sector or turnover, the Awards recognise and reward entrepreneurial success and achievement across the Island.
The overall winner will receive a comprehensive reward package including a €50,000 publishing bursary with the Irish Independent or Belfast Telegraph, business mentoring from Enterprise Ireland, a full service communications workshop, a business laptop and a specially commissioned ‘Business Achievers Award’ trophy.
This year’s categories are:
1. Business Start Up Award
2. Small Business Award
3. Established SME Award
4. International Business Award
5. Social Enterprise Award
6. Food & Drink Award
7. Agri-Business Award
8. Women Led Business Award
You can enter a maximum of two categories per business. The awards are open for entries until 26th September 2014.
What happens when I enter my business?
- All entries are judged by a provincial panel
- Three companies in each category will be short listed for the four provincial finals in October 2014.
- There will be one winner per category in each provincial final and they will receive a ‘Business Achievers Award’ Provincial Trophy and media profiling.
- All provincial category winners are judged by our national judging panel
- These companies will also be invited to our National Awards event in December 2014
- Eight all-island category winners will be announced and they will receive a ‘Business Achievers Award’ National Trophy and media profiling.
- One of our eight category winners will become the overall Ulster Bank Business Achiever 2014.
Once you complete the application process, there are also opportunities for your business to benefit from:
- Extensive national and local media coverage through our media partners, the Irish Independent and the Belfast Telegraph.
- Sell, pitch and gain insights from some of Ireland’s leading entrepreneurs and industry experts.
- Network and promote your company at our provincial and national awards ceremonies
- Gain access to a focused business forum for like-minded entrepreneurs through www.smallbusinesscan.com
All this information and more is available at www.businessachieversawards.com
Terms and conditions apply.
Our CEO Sean Coughlan has decided after 10 years that it is time for a fresh start for both himself and Social Entrepreneurs Ireland. Sean will be leaving us in August to take up the exciting new position as CEO of Boards.ie. While we are all very sad at Sean’s departure, we are excited for what the future holds with Darren Ryan as the newly appointed CEO of Social Entrepreneurs Ireland. Here Sean explains in his own words his new venture and optimism for the future.
I just wanted to let you know that after 10 incredible, inspiring and exciting years of setting up and running Social Entrepreneurs Ireland I am planning to leave this summer and pass on the baton to a new leadership team who will guide SEI through its next phase of development.
The last 10 years have been an amazing journey and I am immensely proud of what we have built in SEI. Through working with our amazing social entrepreneur awardees, we have helped change the lives of literally hundreds of thousands of people. And we have played a key part in the development of a social entrepreneurship movement that is now a vibrant and growing force for good in communities throughout our island. To have achieved this level of success and impact is the work of many rather than the few, and I would like to thank each and every one of our supporters, friends, partners, staff, board and (constructive!) critics who have been such a crucial part in our growth and success. There are too many to mention in an email such as this, but you know who you are, so a deep and heartfelt thank you for everything you’ve done during my tenure with SEI.
There is one group in particular that I would like to specifically mention – our amazing awardees. Our job in SEI is to support and help them on their journey. At times we have got it right and other times we have got it wrong, but on balance I believe that we have had a hugely positive impact. That said, we know our work pales in comparison to the work that the social entrepreneurs do. They show a commitment, courage, passion and steely determination that is breath taking. Every one of them is a hero.
So what next? Well the first thing is that SEI will be left in very good hands. I am leaving at a time when we have an exceptional team in place who are dedicated, passionate and committed to helping the best social entrepreneurs to succeed. And I am delighted to announce that Darren Ryan has been appointed my successor as CEO of Social Entrepreneurs Ireland. Darren is one of the most impressive talents I have come across throughout my career, he is SEI through and through and I know that the organisation will go onto even bigger and better things with Darren at the helm.
And as for me, I am very excited to be taking up the role of CEO of boards.ie (www.boards.ie). boards.ie is Ireland largest community website. With over 70,000 daily active users, boards.ie allows people to discuss topics that are interesting and important to them and in doing so can, at times, help shape the national conversation. It is a great business with lots of potential and I am really looking forward to the new challenge.
So, as with all things, there comes a time when it is time to move on, time to hand over. I really feel that for me and for SEI this is the time. The future is bright and as I pass over to Darren I do so with a sense of pride, optimism and excitement for the future of SEI.
Thanks again for everything!
Social Entrepreneurs Ireland is running a governance workshop with some of its Awardees this month, facilitated by legal and governance experts. Ahead of that workshop, we wanted to ask the question, what is it that makes good governance so crucial?
The importance of good governance for social enterprises and charities cannot be overstated. With good governance comes oversight, public trust and the ability to mitigate against many of the risks an organisation may face.
To a start-up organisation it can appear to be nothing but a hindrance and a drain on scarce resources. However, there is a pertinent time in the development of an organisation for which different aspects of governance can and should be meaningfully applied. This is recognised by the many voluntary codes of governance available, such as that of www.governancecode.ie which is tailored to organisational size and turnover, with different expectations placed on different types of organisations depending on the criteria they meet.
There can be a lot of confusion about governance requirements and best practice, especially in Ireland where a Charity Regulator is not yet in operation (though it soon will be. So, what exactly does it involve?
‘Governance’ refers to how an organisation is run, directed and controlled. Good governance means an organisation will design and put in place policies and procedures that will make sure it runs effectively. But good governance is not only about rules. It is an attitude, whereby organisations aim to act with integrity and to meet their responsibilities to both supporters and beneficiaries.
Governance encompasses a wide variety of functions of an organisation, such as the means by which it runs and how roles are defined, its risk management, and the mission, purpose and values of an organisation. The board members of a social entrepreneur-led project will play a large role in these matters, and need to extend oversight to the organisation as a whole.
Good governance requires transparency and accountability to stakeholders, two words which are often used interchangeably but which in reality have very different meanings. If an organisation aims to be accountable, it needs to report to its shareholders on the outcomes of its work rather than simply on its outputs. It can do this through more narrative reporting, but in order to be transparent its reporting and accounting need to be outlined in a particular way so it can be compared to other organisations and its governance can be benchmarked. This is a particular problem faced by ‘not for profit’ organisations in Ireland; where financial reporting can take many different variations. The Statement of Recommended Practice (SORP) for financial reporting is used in the UK and regarded as best practice for Ireland, and something similar may soon be required under law by the Charities Regulator.
It may at first seem like a huge uphill struggle, but putting the appropriate governance structures in place will ensure an organisation is ready to grow and behave with integrity and openness. Recent failures of governance within the Irish ‘not for profit’ sector have damaged public trust and shown the need for good governance principles to be adopted by all social enterprises and charities, to the best of their ability.
You can find details of governance requirements for your particular organisation here; www.governancecode.ie
Written by Gina Kelly, Intern with Social Entrepreneurs Ireland
Recently we’ve been updating the profiles of Alumni to detail how their projects developed after their time with SEI, and where they are now. Many are still involved in their original projects, while others achieved what they intended and moved on to other things. Some projects however encountered difficulties with sustainability, and did not achieve their original goals.
Success and failure go hand in hand, but the latter is not often something we are willing to talk about or share. It should be. When something does not go as planned, it presents a huge learning opportunity to all involved, and is only worth nothing if it is not shared.
The thing to note here is that regardless of outcomes, none of these enterprises should be classified entirely as a failure, at least not in the usual sense. A for-profit business measures its success in terms of the continuous creation of capital; if it fails to do this and does not keep up with competitors it goes out of business. The measure of success with a charity or social enterprise, in contrast, is its social impact and what it manages to achieve, regardless of how long it stays in operation or how much money it happens to make. Wealth creation is of course a part of social entrepreneurship, but more as a means to an end, which is to create a sustainable enterprise that accomplishes predefined social goals.
Regardless of whether or not Alumni projects had the impact hoped for, they took a chance at trying to make change happen in Ireland, and that has value in itself. People enjoy success stories, and there is no doubt that they can provide a source of motivation. However, it is the stories where success only came after a number of failures, and where the very definition of success changed along the way, which can inspire.
At SEI, we acknowledge the risk of failure as inherent to the process of supporting social entrepreneurs. The success rate of Alumni projects from the Elevator Programme is generally about 55%, while that of the Impact Programme is about 80%. If you want to support the ideas that excite, the ideas that change Ireland and the ideas that really have the potential to make a huge difference, you have to put up with the reality that not all of them will succeed. We as a sector should make every effort not to hide away from that, as it is a natural part of the social entrepreneurship narrative.
By sharing failure, we all stand to gain from the perspectives of similar people working towards common goals. If we do not tell these stories, we might mistake the world as being made of shining stars much more capable than we perceive ourselves to be, rather than the reality of a rich landscape of many talented, inspired individuals who are earning their success one failure at a time.
Applications Now Open for €600,000 Awards Programme
An Taoiseach Enda Kenny encourages social entrepreneurs to apply
Do you or someone you know have a great idea to change Ireland for the better? We have €420,000 in cash plus in-kind supports worth €180,000 available to Ireland’s leading social entrepreneurs. We are looking for innovative ideas and new solutions to some of Ireland’s social and environmental problems.
The Awards consist of two separate programmes of support; the Impact Programme and the Elevator Programme. Together these programmes cater for projects at various stages of development. The deadline for applications is Monday 28th April at 5pm.
We were delighted to have An Taoiseach, Enda Kenny launch the 2014 Awards. At the launch he said: “Social Entrepreneurs Ireland is a dynamic, innovative organisation which empowers people from all over Ireland to make a real difference in their community and beyond. I would like to take this opportunity to congratulate and thank SEI for their contribution to Irish society over the last ten years and to encourage people to apply for the 2014 Awards.”
This year we are holding a number of Information Evenings across the country. See the links below for full details of the roadshow and to register for your local event.
Full details of the application process, eligibility criteria and an overview guide can be found online at www.socialentrepreneurs.ie
Help us spread the word by tweeting the following
Twitter : €600,000 in support available for social entrepreneurs in Ireland from @SEIreland, apply here http://bit.ly/SEIawards #SEIawards #socent
Alternatively you can share this blog post on Facebook,LinkedIn or Google+
The Team at Social Entrepreneurs Ireland.
Charity, social enterprise and for-profit
With the launch of this year’s selection process we are already getting a few questions from potential applicants asking whether we support for-profit organisations, whether we just support charities and what our take on social enterprise is. Having pulled together some brief answers on this in our FAQs, we thought it might be good to explain some of our reasoning and thinking here in more detail.
Our current offerings for this are based on our latest strategy (full details of which will be revealed shortly!).
Ultimately at Social Entrepreneurs Ireland what we care about is that the best ideas for social change get the right support to help them to succeed. That is our vision. And in that context it doesn’t really matter to us whether the organisation is a charity, a social enterprise or a for-profit. Each of these models have different advantages and disadvantages associated with them, but all three models have the potential to make a positive social impact in Ireland.
2012 award winner Hireland are going from strength to strength with their new campaign. Here, Sybil Cope project manager with Hireland tells us about their recent success and how to get involved.
A recent brush with social media mania reminded Hireland of the overwhelming people-power that exists in Ireland
Our 2014 Hireland campaign started with a flurry of positivity from our social media blast. Within a few hours we were ‘trending’ in Dublin and then in Ireland. This brought a huge volume of traffic to our website, creating greater awareness of Hireland and more jobs being created. We were reminded of the overwhelming people-power that exists in Ireland. Indeed this collective positive spirit is being repeatedly demonstrated to us.
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