TJ Morris Publishing: Ascension Age Network Janet Airline

Ascension Age Network Janet Airline

SOCIAL ENTREPRENEURSHIP OF ASCENSION BEINGS

Alien ET UFO Community Social Entrepreneurs of Ascension Age 2012

By: TJ Morris.org Date: Sat, 17 Dec 2011 Submitter: TJ MORRIS Views:3329

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Social Entrepreneurs of Ascension Age 2012

It has always seemed that many of our friends in the New Age of the Last Century would sometimes seem "Spacey" or whom the uninitiated world members would call "Space Cadets". Some of us who were born in time to be a part of the "Baby Boomers" from 1946-1966 were considered either "Flower Children", "Pot Heads", or just the opposite involved in NASA and Engineering like those called "Geeks" or "Nerds".

Therefore it has come to my attention to combine that we should allow for the truth movement to take its course with the "OLD SCHOOL ANCIENT MYSTERIES" and combine them with the "NEW SCHOOL ASCENSION AGE MYSTERIES" of the "GOLDEN AGE OF COSMOLOGY".

This should happen just in time for a year of planning up to Dec. 21, 2012.

We must begin now a year prior to initiate all our members in the TJ Morris & Friends Social Network. If one reads Facebook.com/theresamorris, one will not e that we are combining our efforts in various fields. We all have similar interest in the "GREAT AWAKENING" or the "GREAT SHIRT" some call this the Awakening of the Ascension Age to begin officially 12-21-12 at 11:11.

No matter what your area of expertise as a Life Coach, Guide, Ascension Master, Mystic, Oracle, Psychic, Sage, Seer, Shaman, Yogi, Reiki Healer, NLP Instructor, or any Body-Mind-Spirit Teacher, astrologist, Tarot Reader, Spiritual Clairvoyant Medium or whatever your calling in the Lightworkers and Truthseekers of the Truth Movement, we would like to ask you to join in the Ascension Center, Ace Folklife Society, and TJ Morris.org.

We are going to create the Planet Information ET work.com on the http://planetinformationetwork.com and want everyone to join us.

We believe it is time for a one year (1) year grounded, balanced, and tuned in experience. The trainers are Training the Trainers or Teaching The Teachers now for the next year in preparation for the coming shift and uplift of the entire critical mass mind of the worlds entire overall energy and essence.

We need all of our members as those of the Ancient Mystery Schools and that includes all 33 schools and disciplines.

We know that many of you are talented and are skilled. We also know that many of you have been chosen as the AVATARS of the ANCIENT AGASHAN ASCENSION AVATAR ORACLES SOUL MATE GROUP!

Toward a better understanding of social entrepreneurship:

MISSION

Our mission is to improve the lives of people by helping organizations realize their potential .

We serve nonprofit community service providers, state and local government agencies, state associations and foundations throughout the United States.

The company began with just one employee. Theresa Janette Thurmond Morris called Janette and TJ. Then there was Janet Kira Lessin. The two Janet’s walked a similar path on earth as “WALK-INS” and Contactees. Their spiritual energy was shared in the roles as Tantrikas while combining the eastern and western philosophies in the “SELF-HELP” Journeys. They were both called in this lifetime as Shaman Avatars to assist in the metaphysical teaching roles as Spiritual Advisers.

Their friendship has grown over time with a commitment to unparalleled quality and work ethic. Over a decade later is a thriving consulting business that makes a difference in people’s lives every day.

We now focus not on size, but on strength and impact. Team pride in the hundreds of service organizations that it has helped in making a difference to the word, work and world of children, seniors, families, and entire communities. The company’s satisfied customers speak to its far-reaching three principals, and a diverse and qualified staff of consultants, research assistants and support associates. And all of them, regardless of title, are committed to the original founder’s vision of strength and impact. Founder is Theresa Janette Thurmond Morris who created this company upon the death of her mother and father in 2011. Theresa also known as Jan in her family short for Janette now goes by TJ and her married name as Morris. Her company now has a logo and brand of TJ Morris. TJ has chosen to assist others all her life but is now known as a Social Entrepreneur. TJ has been known as an Ambassador of Goodwill since May, 1967 when her photo was promoted in the Houston, Texas newspaper called then the Houston Chronicle who covered her high school graduation and her dance and baton team called the Houston Spinnerettes. TJ’s official government background check was completed by NASA in 1968-69 during the Apollo Missions.

Some important definitions:

Ultimately, every social enterprise has two fundamental challenges: To do the

right things (strategic marketing) . . . and to do them right (operations). This series has been focused on the first of those challenges, daunting as it may be to think about practicing triage. Strategic marketing is indeed an attempt to shake up the organization ñ but not to shake it apart. In fact, strategic marketing may be the only thing that holds a nonprofit together in an increasingly competitive world.

the MARKET SIZE CALCULATOR FOR SOCIAL Entrepreneurs.

Ultimately, every social enterprise has two fundamental challenges: To do the

(sample)

PAYMENT

SOURCES

POTENTIAL

USERS

FINANCIAL ASSUMPTIONS,

RESTRICTIONS

ANNUAL DOLLARS

AVAILABLE

Medicaid 800

Maximum allowed:

10 hours per week at $10 per hour

$4,160,000

Personal insurance 400

Average annual maximum:

$5,200 per person

$2,080,000

Adult children 300

Average per customer:

10 hours per week at $12 per hour

$1,872,000

Personal savings 300

Average annual amount:

$2,000

$600,000

Corporate benefit 100

Average annual benefit:

$5,200

$520,000

Other government

sources

200

Maximum permitted:

10 hours per week at $10 per hour

$1,040,000

Miscellaneous 50

Average:

$100 per week

$260,000

TOTAL n/a n/a $10,532,000

Jerr Boschee has spent the past 25 years as an advisor to social entrepreneurs in the United States and abroad. To date he has delivered seminars.After years of hovering around the edges of the nonprofit sector, social entrepreneurship has moved into the mainstream. Venture philanthropists, traditional grant-makers, Boards of Directors, nonprofit entrepreneurs, consultants, academics and others are all rushing to the table. But there is still confusion about terminology.

Definitions of more than 80 key terms appear in Jerr Boschee's newest book, Migrating from Innovation to Entrepreneurship: How Nonprofits are Moving toward Sustainability and Self-Sufficiency.

Affirmative business: A social enterprise created specifically to provide permanent jobs, competitive wages, career tracks and ownership opportunities for people who are disadvantaged, whether it be mentally, physically, economically or educationally. John DuRand of Minnesota Diversified Industries created the concept in 1973 and simultaneously emphasized the importance of a blended work force in order to maximize productivity and increase the enterprise's ability to compete (a typical mix draws about 60 per cent of the employees from the ranks of people who are disadvantaged). The employees for an a

Ascension Center

ffirmative business might include people who are developmentally disabled, chronically mentally ill, recovering substance abusers, former convicts, visually impaired, physically challenged, or grappling with some other disadvantage. In the United Kingdom, an affirmative business is known as a "social firm."

Dependency: The traditional business model for nonprofits, in which they depend solely or almost entirely on charitable contributions and public sector subsidies, with earned income either non-existent or minimal.

Double bottom line: The simultaneous pursuit of financial and social returns on investment - the ultimate benchmark for a social enterprise or a social sector business.

Earned income: Income is "earned" when there is a quid pro quo - a direct exchange of product, service or privilege for monetary value. Earned income for a nonprofit includes such things as tuition payments, the sale of products or services, government contracts, consulting fees, membership dues (when dues purchase tangible benefits), sale of intellectual property, agreement to use the nonprofit's identity, royalties, ticket sales, property rentals/leases, and so on. Earned income does not include such things as corporate or foundation grants, government grants or subsidies, financial contributions from individuals, or in-kind donation of products or services. Most earned income strategies mounted by a nonprofit are designed to cover part of a specific program's cost, not necessarily make a profit; the organization makes up the difference through charitable contributions and public sector subsidies. The one exception is a social sector business, which depends on earned income alone.

Earned income strategies: An attempt by a nonprofit to cover part of its costs by capitalizing on the earned income potential of its programs, products and services. A strategy that depends entirely on earned income is called a social sector business.

Entrepreneur: A person who organizes and manages a business undertaking, assuming the risk for the sake of profit. Starting with nothing more than an idea or a prototype, entrepreneurs have the ability to take a business to the point at which it can sustain itself on internally generated cash flow. Generally speaking, entrepreneurs need the freedom to operate without much supervision. They also need clear definitions of success and failure, immediate feedback, rewards for performance, and ongoing challenges.

Entrepreneurial nonprofit: A nonprofit that seeks to match its core competencies with marketplace opportunities in order to simultaneously generate more earned income and expand its social impact

Entrepreneurial strategic planning (ESP):

A process by which a social enterprise analyzes each of its products and services from both a social impact and an earned income perspective. The goal is to create an entrepreneurial business plan that expands the organization's most effective and needed products and services and productively disposes of its more peripheral ones. Making these types of strategic decisions, however, is more difficult for a social enterprise than it is for either a traditional nonprofit or a purely commercial company, both of which are primarily concerned with a single bottom line. A traditional nonprofit will continue offering products and services that have a significant social impact even if they lose money; commercial companies will not. On the other hand, a social enterprise will give weight to both bottom lines before making decisions about which products and services to expand, nurture, harvest or kill.

9. Entrepreneurship: The ability to convert an idea or a prototype into a business that can sustain itself on internally generated cash flow.

10.Innovation: The creation of something new. Innovation is often confused with entrepreneurship, but innovation does not necessarily include earned income.

Mission-driven product or service business: Unlike an affirmative business, which employs the people served by a social enterprise, a mission-driven product or service business generates revenue from the delivery of a product or service to the people being served, although payment may come from a third party such as a government agency or entitlement program or from a private insurance company. Examples include such things as hospice care, tutoring services for potential high school dropouts, assistive devices for people who are physically challenged, and personal care services for elderly people.

11. Nonprofit entrepreneur: An individual who pays increasing attention to market forces without losing sight of the nonprofit's underlying mission.

Return on investment: Financial return on investment (FROI) is concerned with the cash flow, profitability, balance sheet and other financial results necessary for an earned income strategy or a social sector business to be deemed successful. Social return on investment (SROI) is concerned with the social outcomes of the strategy or business, and environmental return on investment (EROI) is concerned with the environmental impact. In all three areas, the possible returns will differ depending on the type of strategy or business - and the definition of "success" will vary from organization to organization.

13. Self-sufficiency: The ability to fund the future of a nonprofit through earned income alone - without having to depend in whole or in part on charitable contributions or public sector subsidies.

14. Social enterprise: Any organization, in any sector, that uses earned income strategies to pursue a double bottom line or a triple bottom line, either alone (as a social sector business) or as part of a mixed revenue stream that includes charitable contributions and public sector subsidies.

15. Social entrepreneur: Any person, in any sector, who runs a social enterprise.

16. Social entrepreneurship: The art of simultaneously pursuing both a financial and a social return on investment (the double bottom line).

Social sector business: A business designed to directly address a social need and simultaneously make a profit through earned income alone, regardless of whether it is structured as a for-profit or nonprofit entity.

17. Sustainability: The ability to fund the future of a nonprofit through a combination of earned income, charitable contributions and public sector subsidies.

Triple bottom line: The simultaneous pursuit of return on investment in three areas - financial, social and environmental.

18. Unrelated business income: Earned income derived from products or services not directly related to the charitable purpose of a nonprofit, including income from the organization's under-utilized assets (such as facility downtime) or as conveniences for its clients or patrons (such as parking lots or cafeterias). In the United States, unrelated business income is subject to taxation and, at significant levels in proportion to total income, may jeopardize a nonprofit's tax-exempt status.

19. Value rubs: When two or more of a social enterprise's economic, social and environmental bottom lines are in conflict and decisions must be made that may temporarily or permanently disrupt the existing balance.

http://www.thespiritguides.co.uk/Article_Who_is_Theresa_of_Ascension_11-11-11_1111_Her_Spirit_Guides_8393.aspx

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