The aims of this assessment task are:
- To enable students to develop theoretical and practical understandings of the practice of social entrepreneurship and enterprises, and to explore the potential impacts in the community.
- To enable students to develop an appreciation of some of the complexities of the application of business models for social outcomes.
- To offer opportunities for students to reflect on and evaluate the challenges social enterprises face in responding to demands from society.
- To provide students with the opportunity to consider and recommend improvements for social enterprises and innovations in real-world settings.
Details
Based on Michael Hughes Foundation
Problem: Reliability on volunteering and funding
The main issue or problem related to Michael Hughes Foundation
While volunteers act as a key resource for the social enterprise an overdependence of this category of the workforce should not be viewed as a long‐term strategy.
Social entrepreneurs should enter into new and innovative partnerships with other social entrepreneurs and government agencies to source new revenue streams.
Networks… important for social enterprises in acquiring markets, customer information, identifying opportunities, providing introductions to possible funding sources and generating local support for the enterprise. Participation in networks increases the exposure of the social enterprise to the
oader external stakeholder context of funding and support agencies, which is important from measurement viewpoint.
Sustainability - Great social enterprises are sustainable. Over reliance on donors/volunteers for operations is not sustainable in the long run.
In self-selected syndicate teams of no more than four, students will address the Brief of a social enterprise in- dustry ”client”, by drawing on appropriate data from the client organisation, the social sector and other relevant sources. Each group’s deliberations should include:
1. The organisational values, mission and vision (with a focus on the social problem)
2. A review of the governance structure
3. A suggested financial review/plan for the longevity of the enterprise -400 words
4. A stakeholder analysis, including stakeholder mapping and management strategies -500 words
5. Executive Summary (for Brand, image and marketing analysis) -100 words
6. Brand, image and marketing analysis. Students should develop suitable and appropriate recommendations for the client organisation, recognising any potential risks and scaling opportunities. (Analysis and implications for practice and longevity, specifically addressing the client’s Brief, and including any recommendations for risk management and scaling) -500 words with 5-6 references
7. Power point presentation about this topic with notes (2-3 slides)
Hi Leo,
Thank you for your email and apologies for the slight delay.
Please see below answers to your questions in red. Further, I have attached a MHS Summary Report from research conducted in March 2019 about our training information sessions. I refer to that below and feel it may be useful for your purposes. Wayne, can you please share with other students.
Kind regards,
Julie
Julie Hughes
Executive Directo
Michael Hughes Foundation
Mobile: XXXXXXXXXX
2016 City of Pa
amatta Citizen of the Yea
2016 Rotary Paul Ha
is Fellow (Holroyd Rotary)
Member NSW Health Expert Group – Prevention of Premature Cardiac Mortality
From: Leo Ren < XXXXXXXXXX>
Sent: Friday, 15 May 2020 5:19 PM
To: Julie Hughes < XXXXXXXXXX
Cc: Wayne Fallon - XXXXXXXXXX < XXXXXXXXXX>; Nadia Hatif < XXXXXXXXXX>; Sarah ABU ALNAJA < XXXXXXXXXX
Subject: Questions to MHF, from Dr. Wayne Fallon Class
Good afternoon Julie,
This is Leo from Dr Wayne Fallon's Social Entrepreneurship Class. Wish this email finds you well.
We would like to thank you for your presentation earlier to our class, it was very informative and refreshing to learn more about Michael Hughes Foundation.
As our group continue to research about MHF, we many questions we initially had, but the following ones are left unresolved. Therefore we thought to email you these questions, in order to gain a deeper understanding of MHF.
The questions are:
· How is the client cu
ently recruiting volunteers and staff (as there is no link on website)?
For volunteers: MHF doesn’t have a recruitment process/plan in place. Volunteers are generally word of mouth (friends) or those interested in our cause. We cu
ently have 1 volunteer that works on an adhoc basis and that work has been primarily for events like our gala dinner and small fundraising activities.
For Staff: We have been recruiting first aid trainers on either a casual or contract basis over the last few months – that was from a Seek ad, word of mouth, refe
als and we do have a Facebook Jobs section on the MHF page. We have employed a casual administrator for admin and finance roles and Christine is cu
ently working 3 days per week. Other support like accounting, marketing, etc, is outsourced to select partners.
· What is MHF’s cu
ent strategy in place i.e what are they cu
ently doing for the sustainability of the organisation
MHF has drafted a business plan, following a strategy day held in Fe
uary 2019. The focus on that strategy day was financial sustainability and continued advocacy work. That strategy day cemented the Foundation investing in a new marketing design/focus to attract a corporate market and update our website. Our new website launched this month with a new store. The website gives us greater opportunity for education, blogs, engagement and sales. We are now focussed on making this our shopfront & moving to more online/digital options for services (in time for COVID-19). Further, as a Board, we realise that only 2-3 Directors out of 8 are actively working in the business and we are reviewing roles, responsibilities, committees and overall resources to re-balance the Board and Management structure.
· What is the ratio of voluntary staff and paid staff?
Cu
ently we have 1 full time employee (paid), 1 casual admin (paid), 8 Board Directors (volunteer), 1 adhoc volunteer and 10 first aid trainers (paid).
· How many employees does MHF have and are they full time or past time/ casual for clarification purposes?
As above.
· Who is MHF’s target audience? How is MHF reaching out to the said audience, and what is their impression of MHF?
Our target audience is everyone…. But our draft business plan is refining the audience to Corporate, Youth, Strata and Schools.
Our cu
ent customers are PCYC NSW (youth first aid training), Sydney Water (defibs and training), Accor Hotels (first aid kits and restocking) and New South Wales Office of Sport (defibs for sports clubs). For the delivery of our first aid training, we get exceptionally high satisfaction feedback due to the credibility of our trainers. In a March 2019 research study on our information sessions, with n=1,669 respondents, our NPS was very high: 74% rated it Excellent and 22% Very Good. 80% are highly likely to recommend the course (rating XXXXXXXXXXFurther we have great testimonials on our website.
We have had limited reach to these audiences but with the new website and CRM system, we are looking to market our services to schools and corporate business through our memberships, newsletters, social media, Linked In, etc. We haven’t seen ourselves as a “sales” organisation being a charity/social enterprise, but we are looking to change this and invest in more marketing communications. We will continue to ensure any marketing/drive for sales still has high education and awareness content. Further, we have been working actively on delivery of services to our cu
ent clients and the development of Heart Safe Communities so we want to demonstrate our work before promoting it to others.
· How is the organization’s impact measured? Who is responsible for determining the impact and evaluating results?
Previously, for our information sessions, we conducted pre and post training surveys where we captured individual’s knowledge and understanding of cardiac a
est, basic first aid and ba
iers/confidence levels. We then testing that again after the training was conducted. This was analysed in March 2019 where we got our NPS score from…. We stopped that process because it was too time consuming. For first aid courses, feedback is collected through our RTO and we get good ve
al feedback. Our draft business plan and when we map our work practices, will look to reinstate a feedback channel on all interactions with the Foundation. We don’t have anything cu
ently in place except for testimonials, return business and word of mouth refe
als.
· Are there follow-up programs and plans in place to ensure the work is sustainable? Or transitions built-in for short-term projects? Can the cu
ent organizational structure handle growth?
We have realised that a staple service of MHF is our training. We are in planning with PCYC NSW to work with them under their RTO and are potentially looking to them for additional support (they are NFP and operating for over 80 years). Further we are recruiting more trainers for the delivery of all of our educational programs. Our next Board meeting is scheduled for 25 May and we are presenting our 2020/2021 budget and reviewing overall resourcing. We believe we can handle growth but are conservative with estimates particularly with cu
ent COVID-19. We do require more assistance with administration and marketing moving forward and need to decide if we employ or outsource.
We like to thank you in anticipation for your time, and look forward to hearing from you to discuss these questions further.
Kind Regards,
Leo Ren
XXXXXXXXXX
Potter's House Eastwood
Hi Leo,
Thank you for your email and apologies for the slight delay.
Please see below answers to your questions in red. Further, I have attached a MHS Summary Report from research conducted in March 2019 about our training information sessions. I refer to that below and feel it may be useful for your purposes. Wayne, can you please share with other students.
Kind regards,
Julie
Julie Hughes
Executive Directo
Michael Hughes Foundation
Mobile: XXXXXXXXXX
2016 City of Pa
amatta Citizen of the Yea
2016 Rotary Paul Ha
is Fellow (Holroyd Rotary)
Member NSW Health Expert Group – Prevention of Premature Cardiac Mortality
From: Leo Ren < XXXXXXXXXX>
Sent: Friday, 15 May 2020 5:19 PM
To: Julie Hughes < XXXXXXXXXX
Cc: Wayne Fallon - XXXXXXXXXX < XXXXXXXXXX>; Nadia Hatif < XXXXXXXXXX>; Sarah ABU ALNAJA < XXXXXXXXXX
Subject: Questions to MHF, from Dr. Wayne Fallon Class
Good afternoon Julie,
This is Leo from Dr Wayne Fallon's Social Entrepreneurship Class. Wish this email finds you well.
We would like to thank you for your presentation earlier to our class, it was very informative and refreshing to learn more about Michael Hughes Foundation.
As our group continue to research about MHF, we many questions we initially had, but the following ones are left unresolved. Therefore we thought to email you these questions, in order to gain a deeper understanding of MHF.
The questions are:
· How is the client cu
ently recruiting volunteers and staff (as there is no link on website)?
For volunteers: MHF doesn’t have a recruitment