Social Enterprise Learning Toolkit (Governance Module)
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This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
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Social Enterprise Learning Toolkit (Governance Module)
- 1. Governance Module #1 Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
- 10. Social enterprises are businesses operated by non-profits with the dual purpose of generating income by selling a product or service in the marketplace and creating a social, environmental or cultural value. Enterprising Non-Profits ( enp ) is a unique, collaborative program that promotes and supports social enterprise development and growth as a means to build strong non-profits and healthier communities. The program is supported by the following funding organizations: For more information on enp and different modules in the Social Enterprise Learning Toolkit please check out www.enterprisingnonprofits.ca
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- A clear sense of the service or benefit that the enterprise is providing to members, constituents, and/or stakeholders A probationary process to ensure that future and active stakeholders plus staff are well suited for the enterprise A clear delineation of roles and responsibilities with respect to employees, boards of directors, members and other stakeholders A sufficient commitment of both time and economic resources to the social enterprise by members, volunteers, constituents, and relevant stakeholders A sound business plan that integrates and properly balances internal with external resources and revenues Plus you ’d also want: A clear mechanism for resolving disputes An ongoing strategy to keep members, constituents, and stakeholders informed and engaged in the ongoing work of the enterprise. A clear mechanism for disposing of assets if the enterprise is dissolved
- Like all enterprises, social enterprises not only depend for their success on entrepreneurial leadership, but also on good management, and the application of sound business practices. However, we have already clearly determined that social enterprise must also balance some other factors: the integration of social goals, the demands of collective ownership, and the requirements of running a sound business organization. For this reason, those interested in forming a social enterprise must bear in mind that the social demands and group dynamics of such an enterprise are an important part of achieving long-term success. Next we will review several factors that will generally influence the success of a social enterprise.
- establish a process of comparison against set goals and progress towards meeting those goals Think about all the possible areas or levels of activity that COULD be analysed Prioritize most critical areas Upfront, state the goals and expectations you are seeking Report results against goals & expectations. Create a framework to communicate outcomes or results externally establish an ongoing mechanism to engage stakeholders in the value being created
- From Pilot: - BOD – where is the line? Between operations/mgmt & overseeing; set up? Collective, coop, who works?
- A clear sense of the service or benefit that the enterprise is providing to members, constituents, and/or stakeholders A probationary process to ensure that future and active stakeholders plus staff are well suited for the enterprise A clear delineation of roles and responsibilities with respect to employees, boards of directors, members and other stakeholders A sufficient commitment of both time and economic resources to the social enterprise by members, volunteers, constituents, and relevant stakeholders A sound business plan that integrates and properly balances internal with external resources and revenues Plus you ’d also want: A clear mechanism for resolving disputes An ongoing strategy to keep members, constituents, and stakeholders informed and engaged in the ongoing work of the enterprise. A clear mechanism for disposing of assets if the enterprise is dissolved
- A clear sense of the service or benefit that the enterprise is providing to members, constituents, and/or stakeholders A probationary process to ensure that future and active stakeholders plus staff are well suited for the enterprise A clear delineation of roles and responsibilities with respect to employees, boards of directors, members and other stakeholders A sufficient commitment of both time and economic resources to the social enterprise by members, volunteers, constituents, and relevant stakeholders A sound business plan that integrates and properly balances internal with external resources and revenues Plus you ’d also want: A clear mechanism for resolving disputes An ongoing strategy to keep members, constituents, and stakeholders informed and engaged in the ongoing work of the enterprise. A clear mechanism for disposing of assets if the enterprise is dissolved