The learning resources in SEDETT are structured to consist of a set of three learning modules that each have a written module text and an example of a training workshop that has been drawn from the module text. The three modules are:
- Social enterprise, its concepts, forms and governance (Module 1, *.pdf)
- Leadership, human resources and operational management in social enterprise (Module 2, *.pdf)
- Finance, revenue generation, networking and capacity assessment (Module 3, *.pdf)
The written text for each module is structured to provide an index listing each sub-unit of material within the module, the module aims and the approach taken to generate the material.
The core written material in the module texts reflect the real life experiences of the social enterprise actors interviewed from the case study organisations that contributed to the SEDETT project.
The core written material in each of the module texts can be used by educators and trainers to shape and form learning experiences that are appropriate to the level of learner and the type of course to be provided.
Also there are files that contain background descriptive information about the project case study organisations, social enterprise definitions, business models in-use and some country specific information on the governance of social enterprises.
SEDETT educational resources was developed within framework of Erasmus+ project “Social Enterprise Development, Education and Training Tools (SEDETT)”.
The proposed project is innovative in the terms set out by the European Commission (http://europa.eu/rapid/press-release_MEMO-10-473_fr.htm) in that in less well developed countries in Europe, such as Lithuania, Romania and Poland it will help to speed up and improve the way social enterprises are conceived by (i) developing a broader understanding of the purposes of social enterprise, in terms of their mission, ethics, governance, leadership and management structures and impact assessments; and in so doing this work will assist in developing a culture of S.E. in those parts of Europe where such approaches are not yet fully embedded. The need for such work to build capacity has been highlighted in the work of the OECD/EMES research network generally and in particular by Young and Lecy (2014) who indicate that in Europe there is not one single definition of social enterprise but rather a continuum that spans from pure profit seeking organisations to organisations focused to social impact. As a result they call for more evidence based research from case studies to be done that aids the definition of the boundaries between S.E. with commercial and social missions in terms of their legal context, governance, leadership and management approaches, stakeholder involvement, risk and financial management strategies and value impact measurement practices. In addition, Spear and Bidet’s (2005) wide ranging analysis of social enterprise across twelve European countries found that it was a rapidly emerging trend that was helping to address the social exclusion in labour markets. This work called for more research into the issues affecting the sustainability and growth of social enterprises and called in particular for empirical work to be done that identifies typologies of social enterprise organisations and the development of models of good practice so as to enable the sector to thrive in all parts of Europe.
More about the project: www.sedett.eu
