EQF Level 5

  • Unit 1: Introduction to governance
  • Unit 2: Risk management – spreading the risk
  • Unit 3: Procurement of tenders and evaluation/reports on social impact
  • Unit4: Refining or relaunching product/service – testing
  • Unit5: Competition vs collaboration/co-operation (with private/public sector) – IPR
  • Unit6: Advanced funding and finance management –, sustainability, donations vs grants/projects, membership fees, crowd funding, tax
  • Unit7: Advanced HR management – paid and voluntary staff
  • Unit8: Advanced Marketing &Communications – digital, social media, networks, stakeholder
  • Unit9: Advanced understanding of regulatory frameworks

Level 5 Proposed Content

  1. The ability to review and refine the governance structure of social enterprise

(2 x 3hr sessions plus self-study)

    • board roles (current and evolving over time)
    • board recruitment – skills analysis; self-selection or member elected
    • board development, training, motivation and commitment
    • regulation and transparency – mitigating against “Founder syndrome”
    • balancing social and business goals – mission drift; consideration of For profit (stewardship model) vs non-profit (democratic model)
    • overseeing commercial activity (trading subsidiaries) and managing business risks
    • accountability and feedback mechanisms – service users, staff, stakeholders, funders/commissioners

Example Assessment 1: 1500 word management report presenting rationale for governance board in own social enterprise and ways to ensure suitability in the future

 

  1. The ability to select suitable procurement tenders and provide and evaluation on social impact

(2 x 3hr sessions plus self-study)

    • Confirm the Social Mission
    • Appetite for social impact in public procurement (UK: The Public Services (Social Value) Act 2012)
    • Access to public contracts and commissioning – direct/prime contract or sub-contract
    • Evaluation
      • who/what are the key service users
      • what bio-metrics about the service users are required
      • what difference does the enterprise make
      • what can you measure about the enterprise activities’ impact
      • how much does it cost to provide the activities
      • what would happen to the service users if the social enterprise was not available
      • what is the cost of not providing the social enterprise or the value added for it being available
      • any unexpected by-products of the social enterprise
      • what is the cost-benefit relationship of the social enterprise activity
    • creation of an evaluation culture

Example Assessment 2: 500 word management report reviewing potential and suitability of public sector contracts plus Social Impact Evaluation of own social enterprise 

 

  1. The ability to analyse risk in a social enterprise

(2 x 3hr sessions plus self-study)

    • What are the risks
      • Internal operational
      • External environment
      • Financial
      • Legal
      • Reputational/brand
    • Probability of the risk occurring
    • Potential outcome to the social enterprise if the risk materialised
    • Mitigation actions of risks
    • Diversification of service or differentiation of pricing model
    • Competition vs collaboration/co-operation (with private/public sector)
    • Ownership of Intellectual property rights or patents etc in any delivery partnership

Example Assessment 3: Risk analysis of own social enterprise along with actions to avoid the risks identified

 

  1. The ability to complete a review cycle in a social enterprise

(1 x 3hr sessions plus self-study)

    • Review “panel” –  service users, friends, staff, peers
    • Refinement – what can be improved, costs less, can be delivered more consistently or efficiently, new market or target users
    • Relaunching – what is different and how is the original social mission still achieved
    • Reflect – what’s been learned about the enterprise, target users, resources available etc, what’s to be avoided in the future

Example Assessment 4: 1000 word management report presenting results of a review cycle of own social enterprise activity and/or services to ensure suitability in the future

 

  1. The ability to consider complex funding and finance management models including social return on investment analysis

(2 x 3hr sessions plus self-study)

    • social return on investment greater than 1
    • financial and taxation compliance
    • financial management and reporting systems including book keeping
    • financial planning
      • sustainability
      • break even economics
      • full cost recovery
    • fund raising and income generation
      • donations
      • grants, projects, and contracts
      • membership fees
      • crowd funding
      • external investor(s) subject to legal structure of social enterprise
      • partners within the supply chain
      • trading income (price point comparison)

Example Assessment 5: 2000 word management report presenting results of a full financial review of own social enterprise including live social return on investment calculations

 

  1. The ability to reflect on advanced HR management appropriate for social enterprise

(1 x 3hr sessions plus self-study)

    • Management and leadership roles – permanent, contractor experts, advisors
    • paid and voluntary staff – permanent and “seasonal”
    • scalability and adaptability of enterprise structure
    • inter-relationship with board of governors
    • HR systems and processes including
      • performance monitoring, pay & reward
      • training
      • grievances, disciplinary and appeals
      • Health & Safety including occupational stress
    • HR Legislation compliance including Contracts

Example Assessment 6: Revised organisational structure (organogram) for own social enterprise to be implemented in the next 2 years plus a recruitment strategy for all positions

 

  1. The ability to reflect on advanced Marketing &Communications for social enterprise

(1 x 3hr sessions plus self-study)

    • Marketing Strategy
      • Identity and reputation
      • Market positioning including value proposition
      • Routes to market and target users
    • Marketing Plan
    • Communication channels
      • Service users
      • Staff
      • Stakeholders and partners
      • digital, social media, print, TV & radio
      • networks – professional and casual
      • promotional events
    • digital analytics
    • digital trends in the current culture including cyber security
    • blogging  and the “personal disconnect”
    • using social media within the enterprise

Example Assessment 7: 1500 word management report presenting results of a marketing strategy review for own social enterprise to consider at least either digital or social media

 

  1. The ability to reflect on advanced understanding of regulatory frameworks for social enterprise

(1 x 3hr sessions plus self-study)

    • Regulatory audit of social enterprise
    • Support available in relevant country:
      • local government
      • trade organisations
      • peer-to-peer
      • specialist social enterprise advisers
      • various websites
    • Review of different legal structures as appropriate e.g. cooperative, charity, and Community Interest Company, etc.

Example Assessment 8: 500 word management report reviewing potential and suitability of support for own social enterprise plus a full regulatory audit including action plan