Designing Shared Service Centres (SSC’s) for Social Enterprises Ideas for UnLtd Rizwan Tayabali, 2009

Primary Issue around Outcomes

Intangible Benefits of a SSC

Services & Resources Needed Arrows represent service groupings | * = Skills they cannot afford | ** = Systems based services

Provide capacity at early stage. Help platform in-house capability. Wean off when large enough to be independent. Engagement Model between SSC & SE’s

Cost vs. Revenue Model

Managing Costs For lowering cost think laterally e.g. A fellowship programme might help create free or cheap but enthusiastic and passionate resource, which would also help platform the next generation of skilled social entrepreneurs. Sympathetic Vendors could provide the technology platforms for the different services like Payroll and HR and Accounting for free or low cost due to UnLtd’s brand and charitable status. The professional network of mentors/advisors could slot in more effectively as their advice could be translated into reality by resource on the Fellowship programme. They could also be encouraged to pay fees to be involved as Ashoka does. For financial sustainability replace existing services that SE’s already pay for Subsidised fees to L1 & L2 award winners. Wean off by L3 or ventures stage. Encourage (or mandate?) use in the first year as part of the award. Full fees to external charities or social enterprises that wish to use to the service. Leverage UnLtd brand to legitimate quality.

For lowering cost think laterally e.g.

A fellowship programme might help create free or cheap but enthusiastic and passionate resource, which would also help platform the next generation of skilled social entrepreneurs.

Sympathetic Vendors could provide the technology platforms for the different services like Payroll and HR and Accounting for free or low cost due to UnLtd’s brand and charitable status.

The professional network of mentors/advisors could slot in more effectively as their advice could be translated into reality by resource on the Fellowship programme. They could also be encouraged to pay fees to be involved as Ashoka does.

For financial sustainability replace existing services that SE’s already pay for

Subsidised fees to L1 & L2 award winners. Wean off by L3 or ventures stage.

Encourage (or mandate?) use in the first year as part of the award.

Full fees to external charities or social enterprises that wish to use to the service.

Leverage UnLtd brand to legitimate quality.

Potential Structure & Programme Costs SSC Director  Skilled Sub Director for Vertical (+ Professional Volunteers)  Fellowship Trainees  Admin

Potential Timeframe for Development

Success Factors

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