Social Entrepreneurship Advancement in Chautauqua County

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Table of Contents

Introduction
Executive Summary
Recommended Action
Agric-tourism Development
Agric-Tourism Development Benefits to the Community
Community Collaboration
Conclusion
References

Introduction

Our business plan presents an analysis of how not-for profit organizations can sustain their organizations as social entrepreneurs. We present social entrepreneur activities in Chautauqua County and focus on engagement strategies not-for-profit organizations should employ in solidifying their presence and improvement of the overall economic condition of the county. Our careful analysis proposes for proactive approaches that would encourage cooperation at multiple levels, create regional networks and flexible enough to survey and respond to specific county needs and spread the benefits to the society as a whole.

The plan also proposes for economic development activities that expand the needs of the growing population and diversify farm business that includes agric-tourism as viable mechanism that can further encourage land use zoning and develop national identity. Our plan includes collaborative activities and aligns alternative strategies that can be reinforced to maximize land use and sustain not for profit organizations.

Various techniques that can be used to develop communities within individual and national level as well as strategies that relate to the underlying philosophy in social entrepreneurship are integrated into the approach. Therefore our comprehensive business plan narrows down to regional agric-tourism activities, building regional networks, collaboration among civic and municipal councils and colleges and universities to increase capacity for regional coordination.

A review of a range of activities detailing different approaches used by social entrepreneurs link land diversification as the most alternative way of bridging the gap between economic growth and employment issues in the Chautauqua County. In summary, social entrepreneurship activities have strengthened the social fabric of our communities and continue to present communalistic notion of innovation as a way of transforming and encouraging participation by taking risks. Diversifying land use for products and services designed for tourists and creating new markets for agricultural tourism business such as farm stands and farm beds, are good examples of how Chautauqua County can expand existing tourism businesses.

The goal of this plan is to propose for alternatives activities that can help not-for-profit organizations become social entrepreneurs. This proposal present a perfect example of how agriculture and tourism can core exist in close proximity while stimulating economic growth. Promoting Chautauqua County as a tourist destination requires enlightening the residents about promotional agricultural- tourism and attraction centers in the county. Showcasing what is special to the community by displaying county’s grape and wine industry, is projected to attract visitors to the county. Positioning the community to attract convections, organizing sporting events and agricultural events are just among few strategies projected to assists in publicizing the organizations.

Previous studies on social entrepreneurs have evidenced that collaborations driven by local entrepreneurship prioritize vital economic sectors such as tourism, agriculture, healthcare and manufacturing. Integration of economic activities such as Agric-tourism development will help in expanding social entrepreneurship and extend to focus on engagement strategies. I have aligned alternative strategies that can be reinforced to maximize efficiency and ensure business survival through donor considerations via grants to directly help business upgrade the skills of their workforce.

Executive Summary

Evidenced by employment intensity, proposing several unique approaches such as agric-tourism, collaboration among colleges, civic and municipal councils and community projects approach in Chautauqua County will be viable solutions to sustaining not-for-profit organization as social entrepreneurs. The challenge they pose however is lack of development skills and talent to attract tourists and retain talent in the region.

In this regard, agric-Tourism development project will include a workshop of skilled based tourism, mobilize support from local education and establish good coordination among variety agencies and programs that are working on different aspects of the situation. Stronger consensus to target most visited tourism places will help best create favorable business climate and encourage retention service.

Simons (2000) argues that incorporating new ideas from experts in the field of social entrepreneurship may always require capital to develop their activities. Wolk (2004) extends this argument by stating that monetary support may not adequately sustain these organizations when the system becomes strained and funding for these organizations becomes limited. Perhaps, therefore, it is time to conceive alternative ways to sustain these projects.

To this extent, the processes perceived as ones which are likely to see the survival of social entrepreneurships and not-for-profit organizations are collaborations and partnerships. In replication of this analysis, Amanda Walden, Director of Literacy Volunteers of Chautauqua County was quoted in Rukavina (2010) stating that, “the idea of Social Entrepreneurship – bringing agencies together to share resources and build capacity within our several organizations, trying to save taxpayer dollars,” (p.1). Authors that I have reviewed argue that a range of collaborations are sometimes necessary and appropriate for organizations that find it difficult to achieve economic goals.

Proactive sustainment strategy includes prioritizing tourism attractions sites and activities and reinforces efforts to recruit new businesses and entrepreneurs to the county and diversify the economy so that the economy doesn’t depend on industries alone. It is to the reason that tourists might to potential investors subsequently increasing levels of income and lowering costs for basic amenities and services to local communities hence positioning themselves in as primary givers to the most needy.

Having a market place that is full of choices is imperative in preparing not-for- profit organizations long term business strategic plan. Significant amount of visitors’ attraction that will appeal to families and baby boomers sites such as mountains, amusements parks and collaborating with neighboring counties in packaging trips and planning re-unions will be good for good marketing foundation.

The proposal focuses on the activities of social entrepreneurs in the development of projects in various communities. It highlights strategies such as fundraising and collaboration among different organization to ensure social entrepreneurship activities are supported. Incorporating new ideas from experts in the field of social entrepreneurship provides a fertile ground for new expanding entrepreneurial growth by identifying existing change in a social economic environment. In evaluating benefits of social entrepreneurs have on our society, we recommend government involvement through sponsorships and building infrastructure to ensure regional networks through workshops and training.

Recommended Action

Sustainable Work force

Energized, talented and committed workforce is evidently essential to economic development. Therefore actively engaging in economic development opportunity that would attract and retain talented workforce should be given top priority. Not for profit organization should device strategies that aim at economic and workforce development. In this case, taking leadership roles by supporting workforce and identifying priorities by collaborating with community colleges to moving in the same direction and make a difference for a sustainable work climate is a better way giving Chautauqua opportunity in reaching its full potential in all areas.

It is argued that identifying priorities and making collaborative efforts ensures combined essential building blocks for sustaining their organizations. Strategies aimed at pulling collaborative efforts from universities, businesses and community colleges in structuring a cohesive plan in sustaining their organizations as social entrepreneurs should be driven towards essential building blocks for success (P4PActionPlan, 2008).

As earlier evidenced by McNamara (2009), people are the backbone of our society and availability of jobs is resourceful to a stable economy. A review of existing literature considers high unemployment rates in the County as a lagging economic indicator, which calls for a proactive approach that would ensure new jobs created. Earlier studies provided by Chautauqua County Workforce Investment Board (WIB) as quoted in The Chautauqua County (2010) stated

Unemployment rate has increased since the last US Census Bureau American Community Survey, particularly given the drastic economic downturn that began in the fall of 2008. As of June 2009, the county unemployment rate is 8.7%, which is similar to the state rate of 8.6%, and slightly lower than the national unemployment rate of 9.7% (p.15).

These worrisome statistics presents a strong relationship between economic growth and employment which calls for practical solutions, perhaps affirmative action by social entrepreneurs to ensure highest priority needs are provided. It will therefore be of paramount importance for Chautauqua County design a comprehensive plan aimed at increasing employment opportunities and develop human resources for the next 5 years. Agric-tourism business plan should incorporate realities of the environment, strength of economic sustainable activities and ability of the plan to create future workforce (Kuehn et al, 2000, p.1).

Work force, high quality healthcare, education, transportation and other services at a affordable prices are just a few of the many major complex issues that not for profit organizations must examine in new comprehensive planning process of sustaining social entrepreneurs. Re-emphasis on consensus of people within Chautauqua County, partnerships and collaborative activities from all sectors of the economy are needed to expand existing services to locals and visitors. Start-up phase should be relevant to the current County challenges and must go way beyond traditional land use plan. As I have already proposed, workforce detainment will be the greatest asset for which investment and attention should be concentrated (Burchett, 2001; Dreschler, 2001).

As earlier mentioned by McNamara (2009), employment intensity of economic growth is limited to the issue of developing agric-tourism plan that would discourage the youth moving away from the County in search of better opportunities. In other studies conducted by Federal Reserve and NYS Department of Labor Research and Statics quoted in McNamara (2009) founded that “Chautauqua is not losing population under thirty years old at a higher rate than other areas, in other words, the brain drain is comparable to other areas” (p.3).

This interesting statistics affirms my findings that agric-tourism investment will upgrade skills in technology, healthcare and other skills required for manufacturing sectors. Focusing efforts on one-stop development plan and collaborating with regional partnership and brain gain through programs such as ENET (Engage Now, Network for the Future) will help showcase talent in Chautauqua County and attract individuals from other states in implementing strategies that would retain talent. Therefore, not-for-profit comprehensive long term plans should considers education, healthcare and future workforce (McNamara, 2009, p.3).

Statistics indicated by P4PActionPlan (2008) showed trends in workforce and economic developments in Chautauqua County are lagging behind other counties. Plans to establish collaborations and garner support among retired and present political leaders, universities and colleges representatives, and residents from urban and rural municipalities, business owners, arts and cultural organizations as well as venture capitalism in agreeing to share resources must be made.

Dramatic shifts in retaining young generation of talented and creative workforce committed to giving back to the community. P4PActionPlan (2008) once stated “understanding the need to shift from the Baby Boomers to the y-generation is crucial in supporting this Action Plan and today’s workforce” (p.6). Eliminating county lines and municipal boundaries to encourage collaboration in assessing the needs and development strategies will be important in sustaining the well-being of the organization.

Agric-tourism Development

Chautauqua County is rich in unique cultural entertainments and facilities and provides a home for many historical sites. Therefore not-for profit organization should use their ability to interface and assist in developing tourism attraction while supporting the existing local attraction and businesses. This active participation will in turn stimulate entrepreneurship spirit and create sense of belonging and sharing of traditional activities in the county.

Inclusion of community development initiatives at very local levels represents substantial and diverse base for social entrepreneurship and opens up multiple avenues for regional integration. Encouraging regional identity through collaborations among counties encourages community interactions and facilitates culture while practicing best practice to sustaining not-for-profit activities. We however argue that tourism is indeed an important economic growth opportunity that will encourage locals to experience cultural and social events in the county.

Agric-tourism presents a viable option in addressing market failures by seeking opportunities to create value rather than personal monetary benefit. This is to the same reason why donor funding represents large percentage of the budget. Below are outlined strategies aimed at enabling not-for profit organization in Chautauqua County become social entrepreneurs by integrating network of social and natural resources of agric-tourism business.

The objectives are mentioned as;

Making sure hotel’s in the county incorporate tourism activities that support leisure activities for leisure travelers to the county. Renovating current hotel and building new firm stands to provide more rooms for major activities such as sporting, family vacations and even bigger tournaments.
Designing unique retail stores with cultural crafts in farmland areas
Promoting and restyling rural towns for relaxing vacations with local charm and hospitality.
Educate locals on the available attraction sites
Targeting specific audience such as retirees, baby boomers, visitors and even locals
Organizing customized sporting events and tournaments and developing relationships and parks and recreation directors for complete tourist packages

Collaborating with donor agencies and local residents to assists in branding and promoting their individual counties for designing an integrated package.

Expanding public relations and marketing activities to promote Chautauqua County hotels and other attraction centers.
Establishing strong relationships with the media and locals to help in promotion activities such as and regular press release and publicizing public events
Incorporate social media such as twitter and facebook in promoting events and helping business website up to date websites with current information regarding the county (Waters et al, 2009).
Recruiting technical support and organization to help in planning

Agric-Tourism Development Benefits to the Community

Since Chautauqua County has extensive public beaches, I intend to collaborate with the existing recreation facilities with the aim of expanding existing businesses and creating new farm markets. Agric-tourism in Chautauqua County will aim at diversifying land by engaging in products and services designed for commercial gain by tying agriculture with tourism with the aim of expanding existing businesses and creating new farm markets.

Activities such as farm stands and farm beds combined with regional agric-tourism activities and agricultural events. The new agric-tourism enterprises will precede project feasibility which includes technical development and implementation as well as financial evaluation. Agric-tourism Development has clearly identified and prioritized farm stands and farm beds goals and plans to develop new ventures such as promotion festivals and special skills of entrepreneurs.

Since Chautauqua County already has summer activities concentrated on coastal areas, the plan should include revitalization strategies such organizing agricultural events aimed at showcasing special and unique products in farmers markets. These events will in turn promote community activities by bringing tourists down to farm land areas for additional shopping.

Also, combining interesting customized meals and complimentary types of services such as crafts that reflect different cultural and historical differences reflecting different cultural backgrounds encourage further development of national identity and encourages, strengthens and nurtures cross-cultural exchanges and national tourism. These collaborative activities help the community realize shared benefits and increase their participation in planning, development and management of the comprehensive plan. Encouraging local participation in developing national identity and maintenance through tourism activities aims at expanding the industry and increase revenues (Kuehn et al, 2000).

The 2007 Income and Poverty data statistics presented Chautauqua County as one of the poorest counties in New York. The reports listed median income for 54,556 the county’s households at $38,942, and ranked it fourth lowest of the sixty-two counties in the state (The Chautauqua County, 2010, p.12). Earlier reports by Roger and Osberg (2007, p. 30) focused on solutions to Chautauqua’s County societal problems and proposed for three stages to include; market failures, transformative innovations and financial sustainability. In this case, Chautauqua County may not be able to address these problems until proactive action is taken.

Major areas that will be our primary concern are housing, education and quality healthcare. Since the focus here is on how social entrepreneurs can influenced the economy, it is crucial to demonstrate how employment can improve the County’s economy and the lives of the residents. Although different aspects of social entrepreneurism appear in all parts of this paper, case examples illustrated throughout the paper help us understand how social entrepreneurship influences public and private resources, test and implement solutions to social problems by highlighting a number of successful social entrepreneurial initiatives (Wolk, 2004, p. 156). We present work force in the county as major driving force to any sound economy which will be included in our new agricultural-tourism comprehensive plan.

Community Collaboration

Creating transformative and financially sustainable innovations aimed at solving social problems in achieving full profitability and sustainability should be prioritized. In this regard, an element of collaborative program between community members and stakeholders to meet organization’s primary goals, fostering social development and maximizing employment opportunities.

McNamara (2009) argues that regional partnership with neighboring towns such as Niagara, Seneca, Wayne, Monroe, Montgomery and Erie and southern tier counties along the 1-86 should be utilized in developing economic sustainability strategy. These coordinated strategies would result to a unified approach aimed at streamlining talent pipelines for the future and retain qualified professionals necessary for companies dependent on what McNamara (2009) states “STEM (science, technology, engineering and math)” (p.3).

Public outreach programs and activities that enhance regional collaboration through formalizing relationships with organizations along neighboring states such as Pennsylvania and Ohio will mobilize regional efforts resulting to increased resources to business areas and workforce projects. Communities can chip in by engaging in fundraising and development projects and reviewing the implemented structural strategies proposed for creating phantom to increase revenues in the area.

Common understanding as to why they are engaging in certain activities and how their participation would impact them and the community as a whole should be highly emphasized (Light, 2003). Focusing on mutual benefits in return for the commitment of community members or donors seems like the most viable approach for the utilization of agric-tourism proposal.

An earlier study conducted by Wolk (2004) stated that public sector in support of social entrepreneurship should engage in activities such as; 1) addressing inequalities in the markets by helping families living in poverty by providing unemployment benefits, welfare, and disaster relief; and 2) providing public facilities such as policing, public defense, education, and libraries to the most needy in the society.

The spatial mismatch between people and jobs is another upstate problem contributed by either county’s pool of vacancies or even worse lack of better paying jobs. McNamara (2009) analysis further adds that “within 15 to 20 years, our work force will not be able to sustain a competitive, prosperous economy in Chautauqua County, unless better solutions are found beginning today” (p.4). In this regard, Agric-tourism business plan will concentrate more on brain gain in the county by prioritizing education system.

To achieve these goals, McNamara (2009) affirms that “through a coalition with the Chautauqua County Education Community, Chamber of Commerce, and others in the WIB developed ENET with directly works with high school, college and recent college graduates to increase the awareness of career options locally” (p.4). The agric-tourism comprehensive plan will also concentrate apprenticeship efforts as stated by McNamara (2009) as “job shadowing, career clubs, career fairs, internships and development of youth professional networks” (p.4) as strategies to retaining talent.

Encouraging retirees and baby boomers to move to and invest in Chautauqua County is another promising investment strategy that should be prioritized. In this case, Chautauqua County should strive to create and sustain favorable conditions considered among best retirement communities such as waiving taxes on property and income taxes. Chautauqua County should also provide an immediate and objectified guide outlining where retirees or potential investors should make future investments to improve the current situation (McNamara, 2009).

Since the project is aimed at providing expert business development, assistance from local community members from Chautauqua County will be required. Also, collaboration with Chautauqua Department of Planning and Economic Development and the CCIDA as stated by Dally (2009) to be “principle force in attracting new businesses and industry and formation of partnership that support in the existing companies” (p.3) should be integrated in the labor force as a financial strategy in securing financial assistance, providing advocacy services and for develop effective infrastructure in the transport and communication sectors and industrial parks viable for county’s economic environment. Also, engagements of such organizations ultimately result to what Dally (2009) states as “injection of capital into the local economy, improved quality of life and increased employment and brain retention” (p.3).

Supplemental income from combining agriculture with tourism will be targeted on specific visitor niche-more particularly in Chautauqua Lake. Examining other types of local recreation facilities such as swimming and fishing, public beaches and parks combined with rolling valleys and steep slopes help identify potential tourists attraction sites (Barone, 2009, p.1).

In this regard, our comprehensive plan includes targeted customers, products to be sold and expected sales date. Chautauqua is demographically surrounded by public beaches, therefore integrating agric-tourism activities such as farm beds and farm stands will greatly stimulate economic activities in the county. The target market will experience a hive of activities needed for support of economic and workforce development aimed at creating community vision that maximize land use to generate income and facilitate public transit services.

The community will also experience new investment in local infrastructure such as fiber-optic cable that will enhance communication between bordering states such as Dunkirk, Mayville and Jamestown. Agric-tourism Development is also anticipated to improve access to healthcare services and facilities. The advantage here is that Chautauqua County already has public beaches with regular visitors, therefore customizing the Agric-tourism Development with motor coaches and farm beds will be of a great advantage. Relevant aspect of consumer behavior and product use such as swimming in public beaches will also be integrated in our recreational packages.

Josephson (2010) mentions some of the ongoing SEP programs in Chautauqua County to include MissionFish, Image Makers’ Technology, and Community Peddler. He also evidences that use of social media such as twitter, facebook, mission fish and kickstarter in networking encourages social entrepreneurship and increases fundraising workshop opportunities.

On the Agric-tourism website, activities such as “Project of the Day” as mentioned in the kickstarter website will be useful (Kickstarter, 2010). Social networks will be resourceful in braining storming ideas that would increase financial resources and establish frameworks for specific fundraising activities. This is because everyone’s ideas will be considered in some way and members may feel useful, which will in the long run increase agency’s capacity and effectiveness while encouraging community collaborations.

Environment challenge prevalent to Chautauqua County is the limited land use in the area. This issue has posed challenges and affected with businesses minds in the area. Not-for -profit assesing community overall needs and prepare a proposals on how these needs can be met in the coming years is of paramount importance.

Another critical challenge was lack of required skills and education in some technical positions. This can be evidenced through comments made by McNamara (2009) “the shortage of professional and skilled labor [nursing, engineering, physicians, welding are few examples]” (p.2). This trend is likely o pose a problem is finding reliable workers to work for the firm. McNamara (2009) findings also provide that “since the 2009 economic downturn mitigated labor shortages, it’s anticipated that the same problem is likely to occur as a result of retirements” (p.2). In this case, strategies of job orientation and training should be given top priority.

Chautauqua County is highly linked with agricultural activities and economic diversification will be an increasingly important economic plan. Revitalization strategies that combine agriculture with tourism such as farm stands and farm beds combined with fresh farm produce will be the strongest strategy that would ensure their activities are sustained and the county is developed as well.

Evidently, economic development initiative will subsequently result to increased communication, collaboration and skill professionalism and overall economic stability Chautauqua County. Ensured strong relationships between local communities and the operators should be established and the development of modern communication network and culture that embraces its heritage and facilitates learning should also be considered.

The distribution plans should capitalize heavily on natural assets which will include organic foods within the region in promotion collaboration. The distribution plans will also include marketing collaterals aimed at developing brand awareness and strategies such as ‘stopovers’ aimed at encouraging longer stays. Agric-tourism Development will use a penetrating pricing strategy by setting farm stays at relatively low prices to attract more visitors.

In this case charging lower pricess for bed and breakfast and requesting for extra payments on additional amenities with an attempt to attempt to gain high sales volume and market shares will be a cost advantage. Promotion strategies will include development of walking trails to support drive trails by visitors, participating in cooperative marketing, promotion of specific destination activities, utilizing unique cultural themes in the area as public beaches, recreational parks, bushwalking and diverse landscapes.

McNamara (2009) adds that use of survey and public participatory activities and encouraging use of internet and interactive websites with follow-up month by month reports will help in promotion activities. He provides an example of Tompkins County comprehensive business plan as a successful project that enabled diversified land use to include a range of activities important to county’s economic well being. McNamara (2009) credits such projects to have increased economic stability, encouraged construction of schools and colleges and availed necessary training required for the industrial plants. The appendix document 4 includes an advertising sample that will used by Agric-tourism Development in attracting tourist to Chautauqua County. Agric-tourism Development marketing plan will be evaluated in terms of how many employment opportunities it has created within the first quarter and the growth of Net profit within the same period.

Since Agric-tourism is projected to be a major investment strategy, including Geographic Information System (GIS) in facilitating and assisting in planning process and advising on the local laws and permits will ensure growth of education and informed interactive activities in the county. Also, collaboration with Agricultural and Farmland Protection Board and Empire State Development Corporation will be prioritized since Dally (2009) states the agencies to top leaders in New York’s economic development agency aimed at foreseeing new projects start up and establishments and enlargement of workforce by giving them competitive edge in international markets (Scott, 2009).

New economic stimulus incentive programs such the ESD’s Empire zone program for state’s tax incentives such as Tax Reduction Credit and Sales Tax Exemption will be particularly important for Agric-tourism development. Dally (2009) also proposes for collaborative activities with Grape Heritage Center as he credits them for “assisting in pilot agreements, abatements, mortgage tax reduction and other financial incentives”(p.3).

Counties within New York face severe financial difficulties that demands government intervention. The government has the ability to interface and assist in economic development activities as earlier mentioned to include tourism and manufacturing activities. Since Chautauqua County’s presents a lag between economic growth and employment opportunities, addressing root causes for high expenditure is New York State as a whole will be important. As stated by Acbook (2009) “the state now spends more than $20 billion annually on state operations, including more than $15 billion for salaries and non-personal services costs”.

In this case, the government should closely monitor State’s operations and bureaucracy to ensure efficiency and productiveness. Acbook (2009) also mentions ‘Rightsizing’ approach as a strategy of a reducing numbers of authorities and commissions through consolidation as it has been evidenced to improve system performance, quality and efficiency of providing services. Overall, Acbook (2009) argues that finding better way of operating government activities such as restructuring how they provide services assist in sustaining economic activities.

Acbook (2009) goes on to add that “we must review work rules and procurement requirements that increase the cost of providing services without providing sufficient offsetting benefits” (p.14). He urges the government to encourage savings without compromising quality of services to further development in national growth. Acbook (2009) proposes few incentives such as making Medicaid more efficient and affordable. In a statement to support this claim, Acbook (2009) argues “New York will spend almost $52 billion on Medicaid in 2010-11, including federal, State and local funding.

And State operating funds spending on Medicaid is projected to grow by another $1.8 billion in the 2011-2012 fiscal year” (p.14). In this case, he argues New York State to balance its spending with other states. Acbook (2009) further states “NY Spends 69% more per beneficiary than the national average….NY’s Medicaid program suffers from spiraling costs, inadequate outcomes and widespread inefficiency” (p.14). This problem is linked to the unregulated services provision where any provider is free to enter the market without meeting regular requirements.

It’s also argued that people with complex health conditions are not adequately provided for in the spending budget due to uncoordinated services. Therefore implementation of a proactive approach aimed at restructuring Medicaid with aim of achieving long term benefits and focuses on service quality and improved healthcare outcomes is needed will ensure social entrepreneurial activities are sustained. Acbook (2009) proposes the plan to include measures such as; controlling of overutilization, controlling costs through designing a program that selects individuals with chronic health issues likely to use expensive services and proactively managing and coordinating their services.

Also, encouraging county collaboration with federal government in providing programs aimed at improving care in both Medicare and Medicaid services and in turn share benefits realized from both services should be encouraged. Acbook (2009) also proposes for a comprehensive plan aimed at improving healthcare of what he states as “taking advantage of the enormous buying power of New York State to reduce costs of pharmaceuticals by aggregating purchases of the State, local government and school districts and even eligible private businesses and labor unions into a massive pharmacy benefit management agency that would reduce costs and share savings” (p.17).

Tough emergency action plans such Universal Tax exempt Policy (UTEP) to ease the burden of struggling New Yorkers trying to set up business avenues. High quality healthcare, education, transportation and other services are among the few mentioned high priority needs requited in Chautauqua County. Acbook (2009) argues that New York State is already overburdened with over spending and therefore overtaxing doesn’t seem to fix the problem.

Acbook (2009) goes on to add that New York provides a considerable higher percentage of person income of 8.97% compared to other states. He further argues that despite higher taxes recorded in the State, the State continues to loose population and jobs at a higher rate. Acbook (2009) goes on to state “Local property tax levies in New York grew by 73 percent from 1998 to 2008, more than twice the rate of inflation during that period” (p.3). Here, the problem is linked to the inability of the State to meet its budgets due to inadequate revenues by spending money it didn’t have.

A proactive approach will therefore involve actively involvement in County activities and advising on how they can provide high quality services at lower costs. In healthcare department for example, Acbook (2009) argues that Medicaid program has proved expensive and did nothing on improving healthcare of the locals. In education sector, New York is evidenced to spend more on student education and fails to reflect higher percentages of graduate rates. Acbook (2009) also adds resources set aside for vital needs such as transport are being used for miscellaneous expenses allowing limited room for supporting new business ventures.

Conclusion

Not-for-profit organizations can successfully integrate social entrepreneurial capacities in their activities by encouraging creativity and support for new ideas. Building social entrepreneurship incentives around arts and cultural organization sets a climatic stage for regional economic development. Bringing out exciting theme of engaging festival planning committee with diverse set of people and skills in assisting in marketing activities and maximize resources will indeed ensure not-for-profit organizations are sustained.

Engaging multiple sponsors to share the responsibility funding the organization and community volunteers to day to day running of the organization will be of paramount importance. Developing budget strategy that explores additional resources for funding projects such as state corporations, entrepreneurs and financial institutions will also be considered. Agric-tourism integration activities is essential plan that balances entrepreneur’s involvement and community development and ensures labor is supplied from locals for free.

Viewed as mass recruiters, social entrepreneurship in not for profit organizations should be able to influence change and provide fertile ground for social and economic development. All activities in not-for-profit organizations should be built on the Social fundamental concept of community development as it is through not for profit organizations that community projects can be designed, coordinated and implemented.

While social entrepreneurs strive to meet their long term mission goals, it’s important to note that achieving coherency and integration is equally important in sustaining the relationships between the entrepreneur, the business world and the society. The entrepreneur has to strike a balance that will ensure activities and projects are carried out effectively and efficiently while at the same time sustaining these relationships. Collaborations with community members should be highly encouraged to ensure social activities attain the intended purposes.

An organization that promotes better understanding of community members and capable of transforming the society towards a shared vision should be encouraged. Better understanding of community needs is vital for resolving social conflicts among different groups in the society. Shared vision from community members, colleges and donor organizations in developing activities that help the homeless, disabled persons and other disadvantaged people in the society who are often neglected should be encouraged.

References

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McNamara, S. (2009). Chautauqua County’s workforce may not be able to sustain economic prosperity unless action is taken now. Chautauqua County Department of Economic Development & Planning, 45, 1-6.

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Scott, B. (2009). Chautauqua County New York. New York: American Publishing Images Simons, R. (2000). Social Enterprise: An Opportunity to Harness Capacities. Research and Advocacy Briefing, 7, 1-4.

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Waters, R.D., Burnett, E., Lamm, A. & Lucas, J. (2009) Engaging stakeholders through social networking: How nonprofit organizations are using Facebook. Public Relations Review (2009), Elsevier Inc., Web.

Wolk, A. M. (2004). Social Entrepreneurship and Government: A New Breed of Entrepreneurs Developing Solutions to Social Problems. Social Entrepreneurship and Government, 59, 151-221.

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