View
2.853
Download
0
Category
Tags:
Preview:
DESCRIPTION
Are you engaging your community as effectively as you could, whether for your business, product launch, event, or fundraising campaign? This Social Entrepreneurship Training will teach you the newest trends in corporate innovation, social responsibility, triple-bottom line accounting, and strategic partnership building. After this seminar, accelerate your impact in the markets and communities you serve. Come join us to make a profound, values-driven shift to better engage your community “beyond sustainability.”
Citation preview
Social Entrepreneurship Workshop
Social Entrepreneurship Workshop
Social Entrepreneurship Workshop
Developing Your Community Capital
‘Beyond Sustainability’
PART I: Wilford Welch
PART I: Wilford Welch
Former US Diplomat, business consultant, author of The Tactics of Hope: How Social Entrepreneurs Are Changing Our World
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
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 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
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.
Goals and Outcomes
Goals and OutcomesWilford - Part I
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
David - Part II
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
David - Part II1. Significance of social entrepreneurship to our future
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
David - Part II1. Significance of social entrepreneurship to our future2. How SEs develop community capital
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
David - Part II1. Significance of social entrepreneurship to our future2. How SEs develop community capital 3. Models and case studies to learn from and replicate
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
David - Part II1. Significance of social entrepreneurship to our future2. How SEs develop community capital 3. Models and case studies to learn from and replicate
Kene - Part III
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
David - Part II1. Significance of social entrepreneurship to our future2. How SEs develop community capital 3. Models and case studies to learn from and replicate
Kene - Part III1. A social entrepreneurship toolkit for community engagement
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
David - Part II1. Significance of social entrepreneurship to our future2. How SEs develop community capital 3. Models and case studies to learn from and replicate
Kene - Part III1. A social entrepreneurship toolkit for community engagement 2. Lessons from EpiLife Consulting’s work in communities
Goals and OutcomesWilford - Part I1. Root causes of the sustainability crisis2. Why a shift in values and priorities is imperative3. Values and priorities for sustainable communities
David - Part II1. Significance of social entrepreneurship to our future2. How SEs develop community capital 3. Models and case studies to learn from and replicate
Kene - Part III1. A social entrepreneurship toolkit for community engagement 2. Lessons from EpiLife Consulting’s work in communities3. Creating your own action steps for community engagement
PART I:
The Values Shift
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
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
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
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
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.
12 Value Shifts Leading to a Sustainable WorldOld Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better 1. Enough is enoughOld Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
1. Enough is enough
2. We
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
1. Enough is enough
2. We
3. Relationship
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
1. Enough is enough
2. We
3. Relationship
4. I am the solution
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
Growth/Profits
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
Growth/Profits
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profitsTake, Make, Waste 6. Conscious use of resources
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
Growth/Profits
Take from nature
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
7. Learn from nature
Take, Make, Waste 6. Conscious use of resources
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
Growth/Profits
Take from nature
Money is power
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
7. Learn from nature
8. Money is energy
Take, Make, Waste 6. Conscious use of resources
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
Growth/Profits
Take from nature
Money is power
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
7. Learn from nature
8. Money is energy
9. Systems thinkingIsolate and solve
Take, Make, Waste 6. Conscious use of resources
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
Growth/Profits
Take from nature
Money is power
Top down
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
7. Learn from nature
8. Money is energy
9. Systems thinking
10. Bottoms up/top down
Isolate and solve
Take, Make, Waste 6. Conscious use of resources
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
Growth/Profits
Take from nature
Money is power
Top down
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
7. Learn from nature
8. Money is energy
9. Systems thinking
10. Bottoms up/top down
Isolate and solve
Take, Make, Waste 6. Conscious use of resources
Focus on Differences 11. Search for Common Ground
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
More is better
Me
Transaction
“They” must solve it
Growth/Profits
Take from nature
Money is power
Top down
Knowing it
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
7. Learn from nature
8. Money is energy
9. Systems thinking
12. Living it
10. Bottoms up/top down
Isolate and solve
Take, Make, Waste 6. Conscious use of resources
Focus on Differences 11. Search for Common Ground
Old Values Sustainable Values
12 Value Shifts Leading to a Sustainable World
1. Enough is enough
2. We
3. Relationship
4. I am the solution
5. People, planet, profits
7. Learn from nature
8. Money is energy
9. Systems thinking
12. Living it
10. Bottoms up/top down
6. Conscious use of resources
11. Search for Common Ground
Old Values Sustainable Values
Barriers to Changing our Ways?
• 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.
How do we move to a system that creates long-term abundance rather than short-term profit margins?
Problem-Makers and Problem Solvers in Dying and Evolving Systems
Deniers
TextTextTextTextSocial entrepreneurs
1800 2010 2050
TextHusbanding the new
Industrial Revolution &Market Capitalism
Hospicing the old
Barriers to Our Changing our Ways
• 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
Passionate Individuals and Conscious Communities are Ideal Leaders of
“The Shift”
PART II:
Lessons from Social Entrepreneurs
What is a social entrepreneur?
n. society’s change agent, a pioneer of innovations that benefit humanity
What is a social entrepreneur?
n. society’s change agent, a pioneer of innovations that benefit humanity
What is a social entrepreneur?
entrepreneurs with a social or environmental mission
n. society’s change agent, a pioneer of innovations that benefit humanity
What is a social entrepreneur?
entrepreneurs with a social or environmental mission
“Mission-driven capital bankers”: social, natural/environmental, human, financial, technological
Characteristics of Social Entrepreneurs
Characteristics of Social Entrepreneurs
• They focus on social and environmental challenges
Characteristics of Social Entrepreneurs
• They focus on social and environmental challenges
• They seek systemic solutions
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”
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
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
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
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
Bill Drayton, Founder, Ashoka
http://www.youtube.com/watch?v=DttTSJEO47g&feature=channel
“Social” (Community) Entrepreneurs
• Socius, societas: companion, associate, comrade, business partner
“Social” (Community) Entrepreneurs
• Socius, societas: companion, associate, comrade, business partner
• Communitatus: common, public, shared by many
“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
“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” (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
“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
“Social” (Community) Entrepreneurs
4 Methods of Community-Building for Social Entrepreneurs
• Patient Capital and Slow Money
• The Power of Online Connectivity
• Localization / Globalization
• The Role of Corporations
How Social Entrepreneurs Develop Community Capital
How Social Entrepreneurs Develop Community Capital
Patient capital and the Slow Money Movement
How Social Entrepreneurs Develop Community Capital
Patient capital and the Slow Money Movement• Long time horizons for the investment
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
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
• 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
• 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
• $71 million in loans in 4 years• 573,000 lenders• 239,000 entrepreneurs• Average loan $100• Repayment rate 98%
• $71 million in loans in 4 years• 573,000 lenders• 239,000 entrepreneurs• Average loan $100• Repayment rate 98%
Peer-to-peer internet microloans
• $71 million in loans in 4 years• 573,000 lenders• 239,000 entrepreneurs• Average loan $100• Repayment rate 98%
Peer-to-peer internet microloans
• $71 million in loans in 4 years• 573,000 lenders• 239,000 entrepreneurs• Average loan $100• Repayment rate 98%
Peer-to-peer internet microloans
• $71 million in loans in 4 years• 573,000 lenders• 239,000 entrepreneurs• Average loan $100• Repayment rate 98%
Peer-to-peer internet microloans
• $71 million in loans in 4 years• 573,000 lenders• 239,000 entrepreneurs• Average loan $100• Repayment rate 98%
Peer-to-peer internet microloans
• $71 million in loans in 4 years• 573,000 lenders• 239,000 entrepreneurs• Average loan $100• Repayment rate 98%
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:
Building Community Capital with the Online Connectivity
Bringing Global Issues to the Local Community Level
“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”
From Globalization to Localization
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!
• Enterprise development• Urban agriculture program• Community outreach and education
Coral Reef Restoration Project, Bali
Coral Reef Restoration Project, Bali
Restoring sustainable ocean habitats through community involvement and ecotourism
Coral Reef Restoration Project, Bali
Restoring sustainable ocean habitats through community involvement and ecotourism
Coral Reef Restoration Project, Bali
Restoring sustainable ocean habitats through community involvement and ecotourism
A low-tech fun solution supplying
water to rural villages
A low-tech fun solution supplying
water to rural villages
A low-tech fun solution supplying
water to rural villages
A low-tech fun solution supplying
water to rural villages
A low-tech fun solution supplying
water to rural villages
Kaboom!
Entrepreneur's Local Partnerships Help Kids Play
Corporate Citizenship and Intrapreneurship
"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."
Interface
• 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!
Fifteen years after CEO Anderson’s call for change, Interface had:
Recology(formerly Norcal Waste Systems)
http://www.recology.com/recology_home_movie.htm
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?
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?
How do social entrepreneurs develop community capital “beyond sustainability”?
What examples of social entrepreneurship have
you read about or seen?
RESOURCES?
Give us your business card and we will send you the full Social Entrepreneurship Resource
List
www.TacticsofHope.org
PART III:
Implementing Community Engagement
Epignosis - higher level of knowledgefrom “knowing it” to “living it”
“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
“...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
What Is Community Engagement?
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
Individuals Foundations
In 2008...•Individuals gave $230 billion •Foundations gave $45 billion
0
75
150
225
300
2008
Individuals Foundations
In 2008...•Individuals gave $230 billion •Foundations gave $45 billion
Of total foundation giving:72% came from independent foundations10% came from community foundations10% came from corporate foundations8% came from operating foundations.
0
75
150
225
300
2008
Individuals Foundations
In 2008...•Individuals gave $230 billion •Foundations gave $45 billion
Of total foundation giving:72% came from independent foundations10% came from community foundations10% came from corporate foundations8% came from operating foundations.
0
75
150
225
300
2008
Individuals Foundations
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
Internal and External Impacts
Internal and External Impacts
• Human/Social Capital – stakeholder engagement at the core
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
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
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
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
Case Studies
Case Studies
Steve Marriotti
Case Studies
Steve Marriotti
Case Studies
Steve Marriotti
Case Studies
Jasmine Lawrence
Jasmine Lawrence
Case Studies
Case Studies
Rahfeal Gordon
Case Studies
Case Studies
Zoe Damacela
Case Studies
Case Studies
Case Studies
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?
Wilford Welch, AuthorWilford.Welch@attglobal.net
David Hopkins, Contributing EditorDavid.g.hopkins@gmail.com
Kene Turner, President EpiLife Consulting
Kene@EpiLifeConsulting.com
Recommended