social impact enterprise course outline and rubric

School of Management Studies

Postgraduate Diploma in Management

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BUS3095S Social Impact Enterprise

COURSE OUTLINE 2015

Lecturer and Course Convenor: Stuart Hendry

Email: [email protected] Course Nashly Langenhoven Administrator: Room 4.23, Leslie Commerce Building Email: [email protected]

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BUS3095S: Social Impact Enterprise (SIE) Course Prerequisites: This course may only be taken by students who are registered for one of the Postgraduate Diplomas in Management offered by The School of Management Studies. Students who are registered for a Semester Abroad Study Programme may also register for this course if they have received approval from the Course Convenor. Please Note: Attendance at lectures and workshops is COMPULSORY. Course Objectives: The course is specifically designed to help students who are considering setting up their own social impact enterprise or joining an organisation whose main focus is social impact, to develop critical leadership and management skills so that they can add value in the social enterprise context. The course focuses on teaching students how to make a measurable social impact through the careful leadership and management of social, environmental and financial resources, with a particular focus on emerging market economies. The course aims to develop critical reasoning skills, including the ability to analyse, construct and present logical arguments, to research and understand key aspects of what makes new ventures sustainable and to form independent and research- based opinions about contentious issues of new venture business ‐theory and practice. Course Outline: The course covers the effective leadership and management of scarce resources in the South African and global startup environment including the following; Transformational Leadership and its implications for both the new venture and the individuals within the new venture, effective project management including techniques in Lean and Agile project management, business ethics, effective group dynamic and the role of the social entrepreneur in addressing key developmental issues such as poverty, unemployment and high levels of illiteracy, particularly in the context of ecological degradation, climate change and other environmental challenges. The course also includes a project- collaboration with a local social enterprise. This ‐collaboration takes the form of a group action- learning project, which will require students to ‐research, analyse and report on critical aspects of the organisation relating to sustainable social impact. The project aims to elevate student’s understanding of the role of the social enterprise in the SA economy, experience firsthand various leadership techniques within their organisations and develop their own leadership capability as they work toward delivering their project within a group context. The project also aims to develop student’s ability to conduct effective research, collate their research and present it in a professional written format. Students will be required to work with their client to develop a project brief, write the project scope, conduct the required research, analysis and to formulate their recommendations in a written report. Course Workshops Workshops will be conducted throughout the duration of the semester. The material covered in the workshops is an integral part of the course and may be examined in the examination paper.

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Workshops will focus specifically on learning and applying hard project management skills aimed at facilitating the development and delivery of the action- learning component of the ‐project. In the workshops, students will have to learn, develop and apply the following aspects of lean project management: Develop a Project Charter Document, work with their client to develop a Project Scoping Document, develop a Project Stakeholder Strategy, Project Milestone Delivery List, Risk Register and Project Budget. Students will be allocated to a working group, on a random group selection basis. Each group will work on and produce an assignment and may be given further tasks at the discretion of their workshop facilitator. It is a Duly Performed (DP) requirement that students attend at least 80% of the workshops and lectures. Without a valid DP, students will not be allowed to sit the final exam. Group Assignment - Action Learning Project (30%) ‐The action- learning component of this course consists of a research project which requires ‐students to research and develop an actual client in the non- profit/ngo/social enterprise sector ‐and work with them to research, measure and report on their level of sustainable social impact. Students will be required to incorporate theoretical points, observations and insights from both the classroom and the boardroom into their own primary data and conclusions. The project is aimed at developing a high level of engaged scholarship and students will experience first hand key aspects of management consulting practice. The assignment counts 30% of the year mark. Assignment Objectives

1. Partner with an existing community- based organisation and conduct a detailed analysis ‐of the potential success of the organisation from a social impact perspective.

2. Identify the key elements of successful social enterprises 3. Identify specific challenges related to South Africa as an emerging market economy 4. Compare the various leadership models covered in the theory to the existing leadership

paradigm in your community organisation and analyse the success of this leadership model within the organisation.

5. Learn how to assess and measure organisational impact. 6. Develop effective research and reporting techniques.

Assignment Terms of Reference Your team has been commissioned by your Course Convenor to identify a small to medium size non- profit/ngo/social enterprise that should employ a minimum of 10, maximum of 50 people ‐to conduct a social impact audit. In particular you are required to:

1. Approach the Director/Owner(s) to explain the project and obtain their signed, written permission to carry out your investigation

2. Gather both primary and secondary data during your investigation 3. Conduct an analysis of the extent to which the organisation demonstrates a

commitment to sustainable social impact with a focus on the foillowing three critical factors:

a. Effective organisational leadership b. Sustainable social impact (people)

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c. Environmental awareness (planet) 4. Under sustainable social impact you should look at both internal and external impact.

Internal impact will relate to employees and some examples of what you could research and report on are: employee working conditions, employee incentives, training and broad based black economic empowerment (BBBEE). Examples of external impact could relate to beneficiaries, community, external stakeholders and corporate social responsibility.

5. Under environmental awareness: are there any major environmental issues, which might threaten the organisation’s ability to make a sustained social impact? If so, how serious is the organisation about identifying and addressing these issues?

6. Describe how well the business is achieving success in the three key areas of Leadership, Social Impact and Environmental awareness.

7. Beyond commitment and actual success, describe how well the business manages to reflect its achievements in its annual statements, report and other publications.

8. Data gathered thus far (i.e. points 3 to 8) constitute the findings of your investigative report on your chosen business.

9. Be sure to state your findings, conclusions and recommendations on the three key aspects of the organisation.

Remember your investigation is at the invitation of the client, whose payoff in part, is sight of your report. You are there to investigate, assess and report. Be sensitive to organisational policies and related ethical issues when conducting your investigation. You will have to maintain a good rapport with important stakeholders in the company. What is important is to maintain your credibility as a researcher. In order to assist in your investigation and analysis the following deadlines for deliverables have been developed: Assignment Outcomes:

1. Group Contract: Develop a Group Contract setting out your group vision, values, rules of engagement, negotiated roles and responsibilities and a clear conflict resolution process. (10%) Due Date: Tuesday 11 August 2015 at 3pm

2. MOU: Submit a signed Memorandum of Understanding (MOU) between your group and your client. This signed, written document must set out the negotiated roles and responsibilities between Client and Consulting Team. (10%) Due Date: Monday 24 August 2015 at 3pm

3. Research and Report Writing Plan: Design, develop and submit your Research and Report Writing Plan. Your plan should contain a clear Project Charter, Project Scope Statement, Stakeholder Management Strategy and a research and report writing Milestone Delivery List. (20%) Due Date: Friday 28 August 2015 at 3pm

4. Deliver the Final Report (60%) Due Date: 05 October 2015 at 3pm

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Individual Assessment 1 – Individual Class Test (10%) A mid- semester class test will be held to assess students individual understanding of the theory ‐covered in the classroom. Due Date: Monday 14 September 2015, Snape 4A, 5pm to 6pm Individual Assessment 2 – Individual Reflective Essay (10%) Maximum length 3 pages (900 words). The Essay should include:

1. Your expectations for the course, and whether they were met. 2. Insights relating to your personal journey and experiences 3. Any key lessons learned / takeaways from the course 4. An outline of the personal value and benefit derived from participation in the course 5. Your forward- looking perspective on how what you learnt could be of value to you ‐

in future 6. Any comments and suggestions including high- points, low- points and ideas on how ‐ ‐

to improve the course. Due Date: Monday 19 October 2015 at 3pm

Assessment: Assignment, class test and research report 50% Final individual examination 50% It is a DP requirement that you average 40% or more for the 50% of your assessment that does not come from the final examination.

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Course Breakdown: BUS3095FS TIMETABLE

SOCIAL IMPACT ENTERPRISE (BUS3095S) 2015 TIMETABLE (This timetable is subject to change at any time and without notice) Week

Lectures: Friday 13:00 – 15:00 Workshops: Bi- weekly, as per the timetable ‐

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24/07/15: LECTURE

1. Social Impact Enterprise – Class Opener and MacDonalds Case Study – Stuart Hendry 2. Understanding the Concepts of “Social Impact” and “Social Enterprise” – Stuart

Hendry 3. The Characteristics and Traits of a Social Entrepreneur 4. Introduction to Action- Learning ‐ Project – Reseach and report on the level of

sustainable social impact of on NGO/Startup – Stuart Hendry

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31/07/15: LECTURE

1. Conduct a Socio- Political Overview of Historical Factors Leading to Poverty, Crime and ‐Unemployment in South Africa – Stuart Hendry

2. The Development Discourse and the Role of the Social Entrepreneur – Stuart Hendry 3. Understand the challenges relating to emerging market economies – Stuart Hendry

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07/08/15: LECTURES

1. Is Social Enterprise the right model? Exploring opportunities at the Bottom of the Pyramid. – Andrew Bennett and Stuart Hendry

2. Contextualising the sustainable development imperative and understanding the importance of the triple bottom- line – Andrew Bennett ‐

3. Four System Conditions for Sustainability – A Science- based Definition of Sustainable ‐Development (Robért) – Andrew Bennett and Stuart Hendry

10 August is a Public Holiday – Woman’s Day 4

14/08/15: LECTURES

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1. What is Good Business? Exploring concepts of morality and ethics and applying them to the social enterprise – Andrew Bennett and Stuart Hendry

2. Responsible Business: Incorporating Environmental, Social & Governance (ESG) factors into decision- making and reporting – Andrew Bennett and Stuart Hendry ‐

1. Can Good Business be profitable? Understanding challenges to ethical behaviour and implications of behaving in an unethical manner - Andrew Bennett and Stuart Hendry ‐

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21/08/15: LECTURES

1. Understanding and Applying the Principles of Barefoot Economics as the Foundation for Effective Social Impact and Leadership.

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28/08/15: LECTURES

1. Exploring leadership constructs for Sustainable Social Impact: Social Capital, Systems Thinking and Circular Economics - Andrew Bennett and Stuart Hendry ‐

2. Developing Effective Leadership Capabilities - Understanding patterns of sustainable ‐organization and applying the principles of Eco- Literacy (the work of Fritjof Capra) – ‐Andrew Bennett and Stuart Hendry

STUDY BREAK - 29 August 2015 – 06 September 2015 - STUDY BREAK ‐ ‐

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11/09/15: LECTURES

1. Project Review Session – Stuart Hendry 2. Project Presentations – Stuart Hendry 3. Issues, Challenges and Next Steps – Stuart Hendry

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18/09/15: LECTURES

1. Distinguishing Between Social Entrepreneurship, Entrepreneurship and Activism – Stuart Hendry

2. Challenges facing Social Entrepreneurs – Stuart Hendry 3. Opportunities and Threats – Stuart Hendry

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25/09/15: LECTURES

1. The Role of Government in Promoting Social Entrepreneurship: a. Enterprise Development b. Understand the role of innovation in the development of new solutions c. State funding for Impact Investing – Eg. The Role of the Technology Innovation

Agency (TIA)

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02/10/15: LECTURES

1. Study issues around: a. Startup Risk - Defining, Reducing and Managing Risk ‐b. Scalability, - Look at Challenges to Scale. ‐c. Replicability – Building Systems with Global Potential d. Look at Next Steps for Social Enterprise

2. Developing strategies for siezing opportunities at the Bottom of the Pyramid. Stuart Hendry

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09/10/15: LECTURES

1. Exploring opportunities for sustainable business: Natural Capital & Ecosystem Services – Andrew Bennett and Stuart Hendry

2. Towards Defining a Target Market for the Social Enterprise – Andrew Bennett and Stuart Hendry

3. Understanding your Beneficiaries and their Requirements – Effective Problem Definition and Solution- Building – Andrew Bennett and Stuart Hendry ‐

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16/10/15: LECTURES 1. Focus on principles of Transformational Leadership – Stuart Hendry

a. Study Kotters 4I’s of Transformation b. Harvard video and discussion on Key Leadership Attributes c. Leadership on Vision/Mission and Values – Case Study on “Ikamva Youth, Cape

Town”

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Consolidation Week: 23/10/15 to 30/10/15

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Social Impact Enterprise (BUS3095S) Social Impact Research Report and Recommendations

Marking Guideline

Each Group must submit their Sustainable Social Impact Report and Recommendations. The report must be based on comprehensive research and must demonstrate thorough research, analysis, findings,

conclusions and recommendations.

Unsatisfactory / Fail 0 - 49% ‐

Needs Drastic Improvement 50% - 60% ‐

Average 60% - 74% ‐

Good to Excellent 74% and higher

Research Methodology: The strategy, practice and/or process of collecting information and data for the purpose of making more effective business decisions. The methodology may include primary research (interviews, questionnaires and observation) and secondary research (desktop, publications and other research techniques). Your research methodology could include both present and historical information. Your data should be relevant (ie focus on the three key areas of the report) and compiled from a wide cross- section of ‐sources. One interview with the CEO is not going to get you anywhere.

Research methodology is not clearly presented, does not demonstrate a clear strategic process or is missing a major component of the evidence requested. No attempt was made at finding examples of existing best practice.

Research methodology presented demonstrates one or perhaps two of the critical areas required. Data, readings, and personal experiences are used to augment the report, but in a perfunctory way, without demonstrating an understanding of how the critical factors relating to research methodology interact and build on each other. Little attempt was made it finding an example of existing best practice.

Research methodology is clearly demonstrated with all the critical areas explained, but it may not be presented as clearly and consistently throughout the report as in an “A” paper. The report is augmented by sufficient data, reflection on personal experiences, and learnings from the course, but the use of this evidence does not always demonstrate a clear understanding of how the research methodology process should be

Research methodology is clearly presented with all the critical areas explained in a well- organised, ‐carefully constructed and useful manner. The report is augmented by outstanding data, which has been thoughtfully collected and accurately interpreted. This section of the report reflects a solid understanding of the major components of effective research methodology, the themes of the course and using course learnings effectively to arrive at the right recommendations

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structured. Some attempt was made at finding an example of existing industry best practice with a view to incorporating some of their learnings in the final report.

The report shows a clear and well- ‐presented attempt at researching an example of existing local or international industry best practice, with a view to augmenting final conclusions and reccomendations for the report.



Average 60% - 74% ‐


Project Methodology: This report should contain at least the following: Clear Project Brief. Clear Project Scope. Interview Strategy. Well designed research questionnaire. Findings based on your analysis, conclusions based on your findings and your recommendations.

Project methodology is not clearly presented, does not demonstrate a clear strategic process or is missing major components of the evidence requested.

Project methodology presented demonstrates one or perhaps two of the critical areas required. Data, readings, and personal experiences are used to augment the report, but in a perfunctory way, without demonstrating an understanding of how the critical factors relating to effective project methodology interact and build on each other.

Project methodology is clearly demonstrated with all the critical areas explained, but it may not be presented as clearly and consistently throughout the report as in an “A” paper. The report is based on sufficient project management principles but the use of these principles do not consistently demonstrate a clear application of the project methodology process.

Project methodology is clearly demonstrated with all the critical aspects applied in a well- organised, ‐carefully constructed and useful manner. The report reflects a solid understanding of the major components of effective project management, the themes of the course and using course learnings effectively to arrive at a good report with useful recommendations

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Organisational Leadership Unsatisfactory / Fail 0 - 49% ‐


Average 60% - 74% ‐


Your research should aim to uncover and illuminate as much as possible about the level or quality of leadership practice within the organisation. See if you can identify existing examples of good leadership and where possible, identify areas of leadership practice, which need strengthening. Some research questions which may help you are as follows:

1. What is the extent of the understanding of how important “effective leadership” is within the organisation?

2. To what extent does the organisation engage with the practical issues of building a culture of effective leadership within the organisation?

3. Do senior members of the organisation consistently and pro- actively work ‐toward the development of leadership capability throughout the organisation?

4. Are there existing leadership practices which you believe

Effective leadership practice is not clearly researched and presented. There are major components missing of the evidence requested.

Effective leadership practice, is presented, but only demonstrates one or perhaps two of the critical aspects of leadership. Data, readings, and personal experiences are used to augment the section of the report on leadership, but in a perfunctory way, without demonstrating an understanding of how the critical factors relating to effective leadership interact and build on each other.

Effective leadership practice is clearly demonstrated with all the critical areas explained, but it may not be presented as clearly and consistently throughout the report as in an “A” paper. This section of the report sufficiently demonstrates effective leadership practice within the organisation.

Effective leadership practice has been carefully researched and is clearly demonstrated with all the critical aspects of leadership applied in a well- ‐organised, carefully constructed and useful manner. The report reflects a solid understanding of the major components of effective leadership practice and carefuly ties them in with the themes of the course.

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could be improved?

Sustainable Social Impact (People)



Average 60% - 74% ‐


Your research should aim to uncover and illuminate as much as possible about the social impact which the organisation is making, both on the people working within the organisation (internal focus) and on those surrounding the organisation (external focus) ie: beneficiaries, donors, community and other stakeholders. See if you can identify existing examples of positive, sustainable social impact and where possible, identify areas of social impact, which need strengthening. Some research questions which may help you are as follows:

1. Is there a formal, stated policy on what constitutes sustainable social impact?

2. Has the organisation quantified their social impact into goals and objectives?

3. If so, to what extent does the organisation engage with the practical issues of building a

The level of sustainable social impact is not clearly researched and presented. There are major components missing of the evidence requested.

The level of sustainable social impact is researched and presented, but only demonstrates one or perhaps two of the critical aspects of sustainable social impact. Data, readings, and personal experiences are used to augment the section of the report on social impact, but in a perfunctory way, without demonstrating an understanding of how the critical factors relating to effective social impact interact and build on each other.

The level of sustainable social impact is clearly demonstrated with all the critical areas explained, but it may not be presented as clearly and consistently throughout the report as in an “A” paper. This section of the report sufficiently demonstrates social impact practice within the organisation. There is an attempt made at looking at the internal vs external aspects of effective social impact.

The level of sustainable social impact has been carefully researched and is clearly demonstrated with all the critical aspects applied in a well- organised, ‐carefully constructed and useful manner. The report reflects a solid understanding of the major components of effective social impact and carefuly ties them in with the themes of the course. There is an attempt made at looking at the internal vs external aspects of effective social impact – with some of the following critical elements dealt with in detail:

1. Social Capital, Human Capital and Intellectual Capital

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culture of effective social impact within the organisation?

4. Do senior members of the organisation consistently and pro- actively work ‐toward developing the level of sustainable social impact within the organisation?

5. Are there existing areas within the organisation where practices relating to social impact could be improved?

2. Product re- ‐sponsibility

3. Fair Labour Practice

4. Human rights and Society.

Environmental Awareness (Planet)



Average 60% - 74% ‐


The main emphasis of this report is on sustainable social impact. Needless to say, for anything to be sustainable, it must be throughly rooted in the principles of the triple bottom- line namely people, ‐profit and planet. Some research questions which may help you are as follows:

1. What critical aspects of environmantal sustainability impact directly on social impact?

2. How are these aspects managed in order to ensure maximum social impact?

3. How could they be managed better?

The level of environmental awareness is not clearly researched and presented. There are major components missing of the evidence requested.

The level of environmental awareness is researched and presented, but only demonstrates one or perhaps two critical aspects. Data, readings, and personal experiences are used to augment the section of the report, but in a perfunctory way, without demonstrating an understanding of how critical factors relating to environmental awareness affect

The level of environmental awareness is clearly demonstrated with all the critical areas explained, but it may not be presented as clearly and consistently throughout the report as in an “A” paper. This section of the report sufficiently demonstrates environmental awareness within the organisation.

The level of environmental awareness has been carefully researched and is clearly demonstrated with all the critical aspects applied in a well- organised, ‐carefully constructed and useful manner. The report reflects a solid understanding of the impact of these critical issues on effective social impact and carefuly ties them in with the themes of the course.

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4. Are there any major environmental issues, which might threaten the organisation’s ability to make a sustained social impact? If so, how serious is the organisation about identifying and addressing these issues?

the organisations ability to deliver effective social impact.

Executive Summary and Overall Presentation of the Report – Organization, Mechanics and Structure of the Report.



Average 60% - 70% ‐

Good to Excellent 70% - 80% ‐

Executive Summary - The ‐report should begin with a two- page Executive ‐Summary which applies the 80/20 rule to identify and highlight a summary of the most critical information contained in the report. The Executive Summary is based on the Law of First Impressions and leaves an indelible impression on the reader. It is a common known fact that more than 60% of all report readers only read the Executive Summary. Organisation – is the report carefully set out for maximum clarity, understanding and impact on the reader. Does the report flow logically from

The report has no clear direction. Main ideas are vague and connections are confusing or incomplete. The reader is left wondering about the main message of the report. There is little to no clear evidence of organization, mechanics and structure. There is little evidence of proofreading evidenced by frequent spelling, punctuation, and typographical

The report includes an Organizational skeleton (e.g. introduction, main body and conclusion), but often strays from the structure and / or transitions between sections are difficult to ascertain. There is some but nowhere near enough clear evidence of organization, mechanics and structure.

Organization is generally good and there is congruence between the content and the structure. There may be some extraneous details or unclear transitions. The writers have clearly attempted to organize and structure their report, but there are still some disjointed sections in the report, which leave the reader with a severe headache and heartburn.

The content is brought alive by the manner in which the report is presented and organized. There is a clear and logical flow and the overall message is clear and concise. Transitions between sections are seamless. No errors or the one or maximum two errors are insignificant and there is no detraction from the overall message of the essay.

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beginning to end. For example, did the writer use the PCU logic of Findings, Conclusions and then recommendations? Mechanics – have the internal mechanics of the report been carefully attended to in a manner that facilitates maximum understanding for the reader? Does the writer make use of headings, paragraphs, clear and simple numbering, charts and tables – anything that will help the reader to get a fast and accurate grasp of the content of the report? Structure – Has the information contained in the report been carefully collated into specific sections? Do the sections follow on from each other in a logical manner, or does the writer jump around all over the place? Is their clear coordination between the information presented and the purpose of the report?

errors. Either a few significant or a number of small errors detract from the overall message of the report. More thorough proofreading would improve this work.

While there are occasional spelling and punctuation errors these do not detract from the overall essay.

Contact Details: Stuart Hendry School Of Management Studies, UCT Cell: 082 293 2620 Email: [email protected] Course Reading List: Articles:

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“Is Global Collapse Imminent?” Turner, G. 2014. Available from: http://sustainable.unimelb.edu.au/sites/default/files/docs/MSSI- ResearchPaper- ‐ ‐4_Turner_2014.pdf Melbourne Sustainable Society Institute, The University of Melbourne, “The World Bank – South Africa Overview”. 2014 Available from: http://www.worldbank.org/en/country/southafrica/overview#1 “Social Entrepreneurship, The Case for Definition”. Stanford Social Innovation Review. – 2007 Available from: http://www.ssireview.org/articles/entry/social_entrepreneurship_the_case_for_definition “Social Entrepreneurship in South Africa”. Erickson, M. 2013. Available from: http://georgetownmcdonough.com/gsed- fellows/social- entrepreneurship- in- south- africa/‐ ‐ ‐ ‐ ‐ “Sustainability Leadership: Linking Theory and Practice”. Visser, W. and Courtice, P. 2011. Available at: SSRN: http://ssrn.com/abstract=1947221 Living Planet Report. Worldwide Fund for Nature (WWF). 2014. Available at: https://www.worldwildlife.org/publications/living- planet- report- 2014‐ ‐ ‐ “Risk Management for a Social Enterprise”. Enterprising Non- profits. 2011. ‐Available from: http://www.slideshare.net/enterprisingnonprofits/social- enterprise- learning- toolkit- risk- ‐ ‐ ‐ ‐ ‐analysis- module#‐ “Social Entrepreneurship AwardsToolkit”. UnLtd. 2014. Available from: https://unltd.org.uk/wp- content/uploads/2012/12/full- toolkit1.pdf‐ ‐ Books: “Succeeding at Social Enterprise: Hard- Won Lessons for Nonprofits and Social Entrepreneurs”. ‐Social Enterprise Alliance. 2010, Jossey- Bass. ‐ “Blessed Unrest: How the Largest Social Movement in History Is Restoring Grace, Justice, and Beauty to the World”. Hawken, P. 2008. Penguin Books.

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“The Social Entrepreneur’s Playbook”. Macmillan, I. and Thompson, J. 2013. Wharton Digital Press. “Social Intelligence – The New Science of Human Relationships”. Goleman, D. 2006. Doubleday. “The Limits to Growth”. Meadows, D. 1974, Second Edition Revised, Signet. ”The Systems View of Life: A Unifying Vision”. Capra, F. and Luigi, L. 2014. Cambridge University Press.

social impact enterprise course outline and rubric

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