Social entrepreneurship : a skills approach

218 Pages·2017·1.493 MB·English

by  Chris Durkin, Robert Gunn

“An excellent update of a key text on social enterprises with improved scope and S
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insight. Vital reading for students, scholars and practitioners.” SOCIAL
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Eddy Hogg, Centre for Philanthropy, University of Kent I
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“Insightful essays on the mind-set and skill-set required by today’s social E
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entrepreneurs, wherever in the world they may be.”
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Asheem Singh, CEO of UK charity and social enterprise leaders’ network ACEVO R
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“Traditional approaches to running economies and doing business seem inadequate R
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and lack support from the wider public. This timely publication, rich with excellent
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case studies, provides a concrete approach towards making the world a better place.” E
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Tommy Hutchinson, Founder & CEO, i-genius R
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The second edition of this popular book has been inspired by the increasing interest
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around social entrepreneurship scholarship and the practice of delivering innovative A SKILLS APPROACH

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solutions to social issues.
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Although social enterprises generally remain small, the impact of social entrepreneurs is e
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increasing globally, as all countries are endeavouring to respond to increasingly complex b
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social problems and demands for welfare at a time of government cut backs.
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Additional chapters and international case studies explore new developments, such as r
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the rise of the social investment market, the use of design thinking and the increasing t
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importance of social impact measurement. p
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Christopher Durkin is an Associate Professor at the University of Northampton. Previously he was Head D
of the Northampton Institute of Urban Affairs, Social Enterprise Development Director in the School of u
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Social Sciences at the University of Northampton, a member of the School’s senior management team and k
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course leader for the MA in Social Innovation, a social venture builder programme. n

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Robert Gunn is a former lecturer of social policy and social work at the University of York. He has an n
extensive practice background in the probation service specialising in community development. d

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HEALTH AND SOCIAL CARE / t
SOCIAL STUDIES G EDITION
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www.policypress.co.uk Edited by
Christopher Durkin
PolicyPress @policypress
and Robert Gunn
Social entrepreneurship - Second edition [PB] [PRINT].indd 1 15/11/2016 16:26
SOCIAL ENTREPRENEURSHIP
A skills approach
Edited by Christopher Durkin and Robert Gunn
First edition published in 2010 by Policy Press.
Second edition published in Great Britain in 2017 by
Policy Press North America office:
University of Bristol Policy Press
1-9 Old Park Hill c/o The University of Chicago Press
Bristol 1427 East 60th Street
BS2 8BB Chicago, IL 60637, USA
UK t: [phone]
t: [phone] f: [phone]
[email protected] [email protected]
www.policypress.co.uk www.press.uchicago.edu
© Policy Press 2017
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ISBN 978-1-4473-3171-1 paperback
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ISBN 978-1-4473-3173-5 Mobi
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The right of Christopher Durkin and Robert Gunn to be identified as editors of this work has been asserted
by them in accordance with the Copyright, Designs and Patents Act 1988.
All rights reserved: no part of this publication may be reproduced, stored in a retrieval system, or transmitted
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The statements and opinions contained within this publication are solely those of the editors and
contributors and not of the University of Bristol or Policy Press. The University of Bristol and Policy Press
disclaim responsibility for any injury to persons or property resulting from any material published in this
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Contents
List of figures, tables and boxes vii
Notes on contributors viii
Acknowledgements xiii
Preface xiv
one Introduction 1
Christopher Durkin and Robert Gunn
Chapter descriptions 1
Part One: Skills in policy analysis 5
two The place of social enterprise in UK contemporary policy 7
Ian Buchanan
Introduction: history and context 7
Parameters of third sector activity and social enterprises 8
The influence of policy on social enterprises 8
Market influence on the development of social enterprises 10
The future and sustainability of social enterprises 13
Conclusion 16
three A changing context 19
Christopher Durkin
Social impact measurement 21
four What do we mean by ‘social enterprise’? Defining social entrepreneurship 23
Gladius Kulothungan
Introduction 23
The backdrop of capitalism 23
Why social enterprises? 24
Situating social enterprises 25
Defining social enterprises 26
Broad and narrow definitions 26
Recognising opportunities 28
The idea of social innovation 28
Social enterprises as hybrid organisations 29
Characteristics of social enterprises 29
Emergence of social enterprises 30
Conclusion 30
Part Two: Skills for social entrepreneurship 33
five Identifying need 35
Richard Bryant
Introduction 35
Defining need 35
Identifying community need 39
Skills for identifying need 45
Conclusion 47
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Social entrepreneurship
six Stakeholder participation and involvement in social enterprises 51
Christopher Durkin and Robert Gunn
Introduction 51
Social policy context 52
Where do social enterprises fit within this changing landscape? 55
Stakeholder participation and involvement 57
Power 59
Conclusion 61
seven Design thinking for social innovation 65
Mik Pieniazek
Design thinking as a discursive exploration for creative solutions 65
Design thinking as a participatory community of innovation 65
Design thinking as a contextual inquiry 66
Design thinking as a means of understanding the context of 67
social innovation
Design thinking as a creative synergy 67
Design thinking process 68
Design thinking as a future resource 69
eight The financing of social enterprise 71
Wray Irwin
Introduction 71
Background 72
The funding gap 75
Conclusion 81
nine Financial planning for social enterprises 83
Andrew Ferguson
It’s good to plan 83
Income forecast 84
Income statement 87
Cash flow forecast 89
Managing financial risk 91
Conclusion 93
ten The challenges and risks of innovation in social entrepreneurship 95
Tim Curtis
Introduction 95
Conceptualising innovation and its ethics 96
Analysing for innovation: systems skills 101
Implementing innovation: mind-set shifts 105
Conclusion 107
eleven Leadership and management skills development in social enterprises 111
Jon Griffith
Introduction 111
Leadership and management skills 112
Leadership and management in different types of organisations 113
The distinctive leadership and management tasks in social enterprises 114
Stages of growth in organisations 115
How are leadership and management skills developed? 117
Social enterprises: a special case? 118
Developing skills for leading and managing social enterprises 120
Conclusion 121
iv
Contents
twelve Developing social impact measurement for social enterprise 125
Richard Hazenberg and Jim Clifford
Overview 125
Defining social impact and measurement 126
GECES and the development of a common framework 127
Moving beyond GECES: the Ten-point Code for Social Impact Measurement 128
Part Three: Skills in practice 133
thirteen UK case study 135
Mandy Young
Introduction 135
Development of an idea 135
Birth of the initial project: Corby Wheels 136
Developing an indoor arena 136
Developing a social enterprise 138
Social impact 140
Marketing the organisation 141
Private sector involvement 142
‘Challenge the Alley’ 142
Conclusion: the future 143
fourteen China case study 145
Marie Tze Kwan So and Carol Chyau
Introduction 145
Ventures in Development: an introduction 147
Case study 1: Mei Xiang yak cheese 149
Case study 2: Shokay 152
Conclusion: envisioning the future 157
fifteen India case study 159
Stan Thekaekara
Introduction 159
So what works best? 161
Just Change: a case study 162
Just Change: the theoretical framework 165
Operational framework 168
Conclusion: what the future holds 171
sixteen Japan case study 173
Takashi Yamamoto
Introduction 173
Social trends in Japan 173
Japanese social enterprise 173
A regional strategy for social enterprises 174
Introducing Impact Hub Kyoto 175
seventeen Malaysia case study 177
Shariha Khalid and Christoffer Erichsen
Background: the challenge 177
A public–private–people partnership for impact: the solution 177
Everything is possible: the learning 181
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Social entrepreneurship
eighteen Conclusion 183
Christopher Durkin and Robert Gunn
Skills for policy analysis 184
Skills for social entrepreneurship 184
Skills in practice 185
Appendix: Internet resources 187
Index 195
vi
List of figures, tables and boxes
Figures
8.1 Sources and features of finance options 77
13.1 Developing people 140
15.1 Market capitalism 167
15.2 Participative capitalism 167
Tables
7.1 Project research project framing 68
9.1 Income forecast 90
9.2 Cash flow forecast 90
12.1 Social Impact Measurement 10-point Code (SIM-10) 129
14.1 Analysis of social enterprise development in China 146
14.2 VID enterprise development model 148
15.1 The different approaches to social change 161
Boxes
9.1 Retail therapy 86
9.2 Freda Fit 86
9.3 The EcoCentre 89
9.4 Re-Oil 91
9.5 Skill Builder 92
vii
Social entrepreneurship
Notes on contributors
Richard Bryant is a volunteer with the Bullingdon Community Association. He
has been employed as a community worker in Glasgow and Oxford and taught
social policy and community development at Ruskin College, Oxford between
1979 and 2006.
Ian Buchanan is a former lecturer in social work at the University of York. He has
also worked in local authority social services as a senior manager. His interest in
the third sector comes through his main research interest in participative research
with adults with learning difficulties.
Carol Chyau graduated from Harvard Kennedy School’s Masters in Public
Administration/International Development programme. During the course of
her studies at Harvard, Carol worked with the United Nations Development
Programme in New York City and Thailand. She completed projects studying
information communication technologies in Thailand and growing sustainable
business projects in New York. She also studied internet connectivity in rural areas
in Cambodia as a World Resources Institute case writer. Carol has also worked
in microfinance with EDPYME Edyficar in Lima, Peru. Carol graduated from
the University of Pennsylvania’s joint-degree Huntsman Program in International
Studies and Business. In 2006 she co-founded Ventures in Development, Shokay
and Mei Xiang Cheese with Marie Tze Kwan So. The focus of her work is on
Shokay operations and production. She is based in Shanghai.
Tim Curtis is an internationally renowned author on social innovation and
entrepreneurship, and helps people and organisations make decisions in complex
and confusing situations. He is also adept at getting decisions made when he is not
in charge. He has worked in environmental decision making, in policy and in law.
Now, working at the University of Northampton, his focus is on the nitty-gritty
theory and practice of community organising and social innovation. He mostly
teaches BA Social & Community Development students how to make decisions
in and with communities, but also coaches and undertakes paid and pro bono
consulting work for third sector organisations. Tim is also Changemaker Campus
leader at the University of Northampton, leading on a high-profile co-curriculum
challenge, a summer school and international conference on social innovation.
Christopher Durkin is an Associate Professor at the University of Northampton.
Previously he was Head of the Northampton Institute of Urban Affairs, Social
Enterprise Development Director in the School of Social Sciences at the
University of Northampton, a member of the School’s senior management
team and course leader for the MA in Social Innovation, a social venture builder
programme. His primary focus is on social innovation, social entrepreneurship
viii
Notes on contributors
and the opportunities it provides for addressing social problems in creative and
innovative ways.
Christoffer Erichsen is the co-founder of Human Inc., Impact HUB KL &
Scope Group. He advises governments and the UN on social innovation, mentors
social start-ups and helps corporations learn how to innovate to work differently
through co-labs and learning programmes.
Andrew Ferguson is currently the business, community and enterprise manager
for the University of York Careers Service, with responsibility for engaging
students and employers in all aspects of the enterprise agenda. Andrew joined the
University of York in 2001 after working on small- and medium-sized enterprise
development projects in the Middle East, Africa and in the former Communist
bloc countries. He has since been the director of the York Award (the University’s
certificate of personal development), the enterprise learning manager for the
White Rose Centre for Enterprise and the operations manager for the White
Rose Centre for Excellence in Teaching and Learning in Enterprise at York.
He recently completed a joint project on behalf of the Cabinet Office with the
University of Leeds to develop training materials to enable careers advisors to
work more effectively with social entrepreneurs.
Jon Griffith came to social enterprise early: his first paid job (at 16) was with
the Co-op (selling electrical goods at the Royal Arsenal Co-operative Society in
his home town, Slough). After university (BA in English Literature), Jon worked
for Oxfam, and in the youth service, before becoming a freelance organisation
consultant; he was a member of an education cooperative, and two housing
cooperatives, in the 1980s and 1990s. From 1983 onwards, he also undertook
research with the Centre for Institutional Studies (now the Centre for Social
Justice and Change) at the North East London Polytechnic/Polytechnic of East
London, now the University of East London; he taught postgraduate students
there from 1990, and from 2001 until 2007 developed and ran the postgraduate
programme in Social Enterprise: Development and Management; he left UEL’s
employment in 2016, but continues as an honorary associate of the Centre for
Social Justice and Change.
Robert Gunn is a former lecturer in social policy and social work at the University
of York. He is a former probation officer and qualified social worker and was
closely associated with third sector organisations in a community development
role.
Richard Hazenberg is the Principal Researcher and Research Leader of the
University of Northampton’s Institute for Social Innovation and Impact. Since
joining the University in 2009 Richard has completed a PhD exploring the
evaluation of outcome benefits in social enterprises in the work-integration
ix