While social entrepreneurs and social enterprise managers are highly resourceful, they can face many operating challenges. These challenges affect skill and capability needs across a very wide range of competencies.
In Victoria, social enterprise capability development often occurs through ‘on the job’ learning and peer support - primarily delivered via intermediary organisations. However, growth in formal skill and capability building programs has contracted and there has been a shift away from general and start-up focused development towards niche capability development. For example, in social procurement and social impact investing readiness.
Peer support is usually informal and those new to social enterprise often seek out well-known social entrepreneurs for advice. More formal, accredited skill and capability development is available through Australian universities. For more detail read Theme 1 of the Discussion Paper.
Some questions to get you thinking. Respond to one or more of these, or add your own questions, reflections and insights relating to this theme in the space below. If you have more to say, consider making a full submission.
What are the current skill and capability development needs for Victoria’s social enterprise?
What models of delivering such development are working well and what changes are needed?
What future development needs should we anticipate as Victoria builds back from the shocks of recent bushfires and COVID-19?
What specific development challenges do regional and rural social enterprises face? How can these be overcome?
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