SETTLE Workshop 1 – London, UK

The Center for Innovation Management and Enterprise (CIME) has built a network of experts which will support the project, this is a mix of social enterprise expertise including a number of practicing social entrepreneurs. The team is multinational and is balanced between people who have developed resources for entrepreneurs, supporting business start-ups and those managing social enterprises. This group will be expanded into a basecamp network once the initial consultation phase has been completed to support the mainstreaming of the materials developed and supported offered.

1. Expert Group and Future Network
1. Dr Shailesh Modi – Social enterprise expert (India)
2. Dr Sanjay Pal – Social enterprise expert (India)
3. Andre Mostert – Social enterprise developer and trainer

4. Bob Lisney – Social entrepreneur (cultural development/waste management)
5. Breda Leyne – Social entrepreneur
6. John Mulkerrin – Lead UK CIC Association
7. Will Green – B2B Marketing
8. Jessica Mcgreal – International business development expert.
9. Pam Vaughan – Enterprise educator
10. Wayne Farah – Social Enterprise contractor
11. Martin Pinder – Social entrepreneur
12. Dr Tim Pascoe – Social entrepreneur and enterprise educator
13. Richard Weakly – Urban regeneration specialist
14. Robin Lockhart – Social entrepreneur
15. Timothy Isle – Social entrepreneur and enterprise educator
16. Dekkel Simmons – Social entrepreneur and enterprise educator
17. Mavis Wenham – Social entrepreneur
18. Richard Wheatley – Social entrepreneur
19. Andrew Frapwell – Enterprise educator
20. Yvette Olwage – social enterprise materials development
21. Richard Poole – social enterprise materials development
22. Prof Jeff Gow – quality assurance expert

Round Table 1 – 31 March 2016

The first round table was held on 31st March 2016 was held at University Square Stratford where the UEL SETTLE team tabled the draft report titled:

Overview of social entrepreneurship in United Kingdom, Czech Republic, Finland, Hungary, Ireland and Poland

In attendance:
1. Dr Shailesh Modi
2. Dr Sanjay Pal
3. Andre Mostert
4. Bob Lisney
5. Breda Leyne
6. John Mulkerrin
7. Will Green
8. Jessica Mcgreal
9. Pam Vaughan
10. Wayne Farah
11. Martin Pinder

12. Dr Tim Pascoe
13. Richard Weakly
14. Robin Lockhart
15. Timothy Isle
16. Dekkel Simmons
17. Mavis Wenham
18. Richard Wheatley
19. Andrew Frapwell
20. Yvette Olwage
21. Richard Poole
22. Prof Jeff Gow

The meeting followed a standard structure, and all attendees were asked to give a one-2-one interview. After a presentation on the SETTLE project, the attendees engaged in various issues associated with social enterprise across the EU, in terms of the specifics the following issues were raised:

  • Need to identify effective SE models and develop and nurture
  • Important to create an environment where SE’s and social entrepreneurs can embrace making money through their endeavours for themselves
  • Many SEs do not recognize that they are SEs
  • SE is a growing national and international phenomenon as more and more
  • Key focus needed to develop metrics for assessing ROI for SE
  • There is a need to develop SE nurturing eco-systems
  • Team recognized the need to identify core skills that are needed by SEs and social entrepreneurs
  • Areas that could be highlighted – Routes to market (RTM), Effective structuring, finance and funding, sustainability, market analysis, impact analysis, etc.
  • Develop training that assists SEs to embed skills within their organisational structures
  • Good example in the health sector – Think in terms of moving from a sickness based model to a health based model
  • SE’s are often regarded as ‘less than’ in terms of private entrepreneurial initiatives
  • ‘Theory now practice’ – need to develop a model that has concert outcomes i.e. start SEs, projects, etc.
  • Create staff and student exchange programmes between India and UK around SEs and other SE focused projects
  • Effective SE definitions required to encourage more ‘Doing good activities’
  • 3rd sector lacks corporate skills, tend to rely on soft skills and underlying ‘value’ of mission
  • Sometimes lack community based activities
  • The stakeholders need to recognize the need for effective sensitization to the missions and values of SEs in the wider community
  • Need to develop support structures for students to embrace SE opportunities
  • SEs need support for scaling up and sustainability
  • Design and develop a MOOC for SE across India and focus on target audiences
  • Develop an educational model for schools that embeds entrepreneurial training with national curriculum outcomes
  • Team needs to engage in an effective SE needs analysis exercise (see interviews)

From these discussions, the UEL SETTLE team circulated a curriculum development document which resulted in the following:
Developing a EU Social Enterprise Learning Pathway
In which a three prong approach was suggested, viz:
Recommendations for an EU Social Enterprise Learning Pathway

EQF Level 3
Candidate: Someone with basic awareness but limited business administration or management experience

Digital alert/savvy

Delivery Context: 5-8 sessions across 1-2 months with development of business plan as key outcome
At least 70% face-to-face interaction supported with on-line material 50-100 hours total learning


  • Unit1: Introduction to Entrepreneurship and Social Enterprise
  • Unit2: Business idea and planning – services or products
  • Unit3: Legal structures
  • Unit4: Business administration – staffing, resources, location
  • Unit5: Marketing & communications – selling/trading,
  • Unit6: Funding and Finance management – triple bottom line
  • Unit7: Social impact or change

EQF Level 5
Candidate: Someone who has launched a SE, interested in stabilising or maturing the SE. Requires more detailed and specialist content. Time-poor due to “running” the SE.
Delivery Context: 12-16 sessions across 3-6 months

Approximately 25% face-to-face interaction supported with extensive on-line material
150-250 hours total learning


  • 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

EQF Level 7
Candidate: Someone who has established 1 or more mature SEs, and interested in innovation, growth or replication in additional locations. Requires extremely specialist and nationally relevant content. Extremely time-poor due to leading the SEs.
Delivery Context: 4-6 face-to-face sessions across 1-2 years. On-line masters level material including 4-6 residential masterclass workshops. 1200 hours total learning (2000 including dissertation)


  • Unit 1: Strategic Enterprise Management – transparent governance and change management
  • Unit 2: Research and Innovations in Social Business and Enterprise
  • Unit 3: Social Enterprise leadership – delegation and oversight
  • Unit 4: Applied Resource Management – HR recruitment and retention of specialist personnel and services
  • Unit 5: Applied Financial Management
  • Unit 6: Applied Marketing – networking & communications using traditional and digital methods
  • Unit 7: Funding and Finance for Social Enterprise – commissions, consortia, competition
  • Unit 8: International Business Development, Social Franchising and Replication
  • Unit 9: Political dimension for Social Enterprise community
  • Unit 10: Mentoring, Coaching and Training Social Enterprise

2. Level 3 Award consultation

These draft proposals were circulated into the wider group and resulted in the following proposals for a Level 3 Award (this has now been shared with SETTLE partners):

EQF Level 3 – Social Enterprise Award
Candidate Requirements – Grade 12
Delivery Context: 10 (90 min) sessions across 1-2 months with development of business plan as key outcome. At least 70% face-to-face interaction supported with on-line material. 45 hours total learning.


  • Profit, surplus, reinvestment and growth
  • Organisational structures – SE and public or private organisations?
  • From idea to launch – a basic pathway
  • What is entrepreneurship, how businesses operate
  • Introduction to Entrepreneurship and Social Enterprise
    OverviewOffers the student an insight into all basic aspects of entrepreneurship highlighting the differences and similarities associated with social enterprise. Students will also engage with basic business/project development pathway.
  • Business Idea and Development – Services or Products
  • Overview – Students develop on the base from the previous session, and develop a basic idea and engage with the issues of pitching and identifying customer needs, and how plans need to be adaptable and dynamic.
  • Idea generation
  • What is a “pitch”
  • Identifying a customer need
  • Basic market research – is the solution technical feasible and is there any competition
  • Getting to plan B (analogues and antilogs)


  • Business Legal Structures – Private versus Social Enterprise (SE)

OverviewStudents will explore different legal structures and how the nature of the business objectives will dictate the appropriate legal structures, the benefits and shortcomings of structures, tax and other factors that are impacted by the legal structure selected.

  • Legal Structures – Private or SE?
  • Cooperatives/Not for profit/charity/trusts/credit unions/companies/partnerships – pros and cons
  • Tax & VAT implications
  • Mission, Vision and Values
  • Governance/trustee requirements


  • Business Planning and Management
    Overview Students will explore how to structure a business start-up (organic), the role of effective planning, resourcing and contracting options and processes to meet the initial business objectives.
  • Business structure
  • Planning Effectively
  • Staffing (salaried and/or volunteers and/or associates/sub-contractors – reward, motivation, performance management etc.)
  • Resources (ITC, office, specialist equipment, vehicles etc.)
  • Location (rent/lease, temporary, hosted, remote working, multi-site)
  • Contract management


  • Marketing & communications
    OverviewStudents will explore various issues as associated with marketing and communications and recognise the role of effective marketing strategies and the various channels that can be mobilised.
  • Brand and Identity
  • Traditional (TV, radio, print)
  • Digital (Facebook, twitter, YouTube, Flickr, webpage click to view, etc.)
  • Sponsorship
  • Word-of-mouth
  • Networking
  • Data management – security, reuse, analysis of clients’ and supporters’ data
  • Physical material and image


  • Funding and Finance management
    OverviewStudents will develop a basic understanding of fundraising options and to identify which route would be most appropriate for the business start-up ideas from previous sessions.
  • Fundraising (grants, donations – cash/in-kind, tenders, projects, sponsorships, reinvesting surplus from trading subsidiary, crowdsourcing, etc.)
  • Cash vs surplus
  • Financial security, trust, transparency & accountability
  • Other options – e.g. trading arm


  • Social impact or change
    OverviewStudents will recognise the roll and importance of social impact assessments as a tool for supporting the development of social enterprises, and how these will impact funding and other development activities.
  • Monitoring and reporting
  • Sustainability
  • Scalability
  • “Wellbeing” and impact measurement tools
  • Selling and social ethos striking a balance
  • Sales training
  • Building a sales team
  • SE customers, clients and agencies
  • Developing a sales strategy


  • Effective selling and Trading
    OverviewStudents will explore the role and importance of sales and selling techniques and the scope and role that trading activities can play in the development and effectiveness of a social enterprise.


  • Basic book keeping and reporting
    OverviewStudents will develop their knowledge and understanding of book keeping processes and procedures and how to keep basic accounting records and the role and importance of reporting.
  • Effective record keeping
  • Book keeping principles
  • Legal requirements
  • Developing systems
  • Effective reporting – internal and external
  • Governors reports


  • Growth and sustainability
    OverviewGrowth and sustainability is integral to all business start-up idea development, students will be expected to recognize the routes to growth and how to ensure that any social enterprise activities are sustainable after any initial seed funding.
  • Planning for growth
  • Sustainability trajectory
  • Building and keeping an effective team
  • Organic growth and expansion

3. Final Draft Curriculum
It is the intention of the UEL SETTLE team to ensure that the social enterprise competencies that the SETTLE partners are presently developing will inform the assessment structures that will support these units.


Interview with Andre Mostert (text & audio)

Interview with Bob Lindsay (text & audio)

Interview with Jessica McGreal (audio)

Interview with Dr Sanjay Pal (text & audio)

Interview with Breda Leyne (text & audio)

Interview with Dr Shailesh Modi (text)

Interview with Pam Vaughan (text)

Interview with John Mulkerrin (text & audio)

Interview with Wayne Farah (text)

Interview with Will Greene (text)