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Introduction: Social Entrepreneurship in Context Read chapter Read first chapter

2023 | OriginalPaper | Chapter

6. Case Studies on Social Entrepreneurship in the Caribbean: T&T NPOS

Authors : Ambica Medine, Indianna Minto-Coy

Published in: Social Entrepreneurship Strategies and Social Sector Sustainability

Publisher: Springer International Publishing

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Abstract

The comparison between the operations of the two nonprofit organisations [NPOs] demonstrated the importance of social entrepreneurship [SE] strategies for NPOs’ operational sustainability, with one showing the transitional path. From its inception, Nature Seekers operated like a social enterprise, entrepreneurial and business-like, with earned income financial strategies, resulting in its operational sustainability. Upon start-up, Chosen Vessels was a traditional NPO managed by an entrepreneurial leader with a passion for social change but no business knowledge or experience, resulting in inefficient operational processes and financial problems. Business management training resulted in recognising its operational deficiencies and the application of the SE business management strategy, resulting in improved operational performance. The critical observation is the value of business management training for NPOs. This formal or informal training enables business-like behaviour, leading to NPOs’ operational sustainability in addressing their social mission, suggesting that the relationship between NPOs’ SE strategies and their levels of sustainability is via entrepreneurial leadership with training and experience in business management. Further research would clarify and ratify this new knowledge in the field of social entrepreneurship.

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previous chapter Baseline Profile of NPOs’ Performance in the Caribbean
next chapter Social Entrepreneurship in the Caribbean
Footnotes
1
Melville, Germaine. Excerpts of work submitted as a student to the College of Sciences, Technologies and Applied Arts of Trinidad and Tobago, September 2016.
 
2
Melville, Germaine (founder Chosen Vessels), in discussion with the author. June 2019.
“Prior to attending COSTAATT I was of the opinion that Chosen Vessels did not need an HR department as everyone worked on a voluntary basis and we are a very small organization; however, my Human Resource Management lecturer patiently and without judgement adjusted my thinking. I came to understand that it is impossible to improve the organisation without proper HR practices… I now know how to write a job description, draft advertise for a position, various methods of measuring job performance and the importance of training staff and volunteers and appropriate record keeping systems to name a few”.
 
3
Melville, Germaine. Excerpts of work submitted as a student to the College of Sciences, Technologies and Applied Arts of Trinidad and Tobago, September 2016.
 
4
Melville, Germaine (founder Chosen Vessels), in discussion with the author. June 2019.
“For the Social Entrepreneurship and Cases class we evaluated our social programmes by interviewing our clients, this survey revealed some major gaps and flaws, as a result planned systematic and constant review of every area of Chosen Vessels is being covered… Lessons learnt in the Quality Management class has inspired me to strive to attain quality service certification… There are systems in place to monitor financial performance: We are striving to be registered as a charitable organisation, to do this we need to submit audited statements spanning a period of three years. Additionally my lecturer xxx stressed the importance of publishing our financial statements every year, and my Financial Management teacher xxx taught us how to use financial statements to evaluate the state of our company”.
 
5
Vidale, Esther, Koneda Connell, Elkanah Dhanookdharry, Leanne King, Veronica Marshall 2018. Capacity Building Report on Nature Seekers, COSTAATT.
 
6
Vidale, Esther, Koneda Connell, Elkanah Dhanookdharry, Leanne King, Veronica Marshall 2018. Capacity Building Report on Nature Seekers, COSTAATT.
 
7
Vidale, Esther, Koneda Connell, Elkanah Dhanookdharry, Leanne King, Veronica Marshall 2018. Capacity Building Report on Nature Seekers, COSTAATT.
“The staff is equipped with years of experience in scientific research in regards to sea turtle management and reforestation. Accounting skills have also been developed over the years and Administration has received training in order to improve on the processes in the organization. Currently some Management staff are receiving training in areas such as Business Management, Entrepreneurship, Filming and Information Technology…Over the years they have ensured that they provide specific training and development programs to management staff in areas such as leadership, NPO Governance, Customer Service, Proposal Writing, Public Speaking, and Conflict Resolution. These developmental areas have equipped management with the ability to better execute their duties in running their various programs and projects… Through the Wider Caribbean Sea Turtle Network (WIDECAST) they were exposed to the opportunity of glass bead burning that allowed them to develop their craft program and since then they have expanded their program to include other glass craft besides jewelry. They also partnered with various international marine biologist and researchers who has assisted them over the years in their sea turtle management efforts”.
 
8
Vidale, Esther, Koneda Connell, Elkanah Dhanookdharry, Leanne King, Veronica Marshall 2018. Capacity Building Report on Nature Seekers, COSTAATT.
“The organization engages in Eco Tourism which is its main source of earned income. The NPO offers tour services to natural sites in the area like the Rio Seco Waterfall, the Mermaid Pool, tours on various nature trails, various types of turtle tours and kayaking tours along the Salybia River. They have recently developed a new tour service which is their Craft Tour in which persons see the entire process of how glass beads are made and also get to attempt glass bead burning and jewelry assembling if they so desire”.
 
Literature
Binder, E. B., & Kramer, K. (2013). Facing the Future: How Successful Nonprofit Link Strategy to Leadership Development.
Eldar, O. (2014). The Role of Social Enterprise and Hybrid Organizations.
Guix, B., Rodríguez, M. P., Vidal, P., & Torres, D. (2005). The Social Responsibility of Non-Profit Organisations: A Conceptual Approach and Development of SRO Model. Observatori del Tercer Sector.
Kramer, B. K., & Nayak, P. (2013). Nonprofit Leadership Development: What’s Your ‘Plan A’ for Growing Future Leaders? Bridgespan Group.
Nogales, R., Adam, S., Spada, S., Bisballe, L., Jorgensen, R. E., & Hansen, L. (2011). Social Enterprise. In Social Enterprise, Social Inovation Through Social Entrepreneurship in Civil Society. EMES European Research Network.
Nyssens, M., & Defourny, J. (2012). The EMES Approach of Social Enterprise in a Comparative Perspective (EMES Working Papers Series, No. 3).
Spear, R. (2002). National Profiles of Work Integration Social Enterprises: United Kingdom Other. Open Research Online.
Syntegra Change Architects Ltd. (2015). Nature Seekers Strategic Plan Summary 2013–2017.
Young, D. R., Faulk, L., & Harvey, N. (2009). The Boundaries of Social Enterprise: When Can a Failing Business Success in Nonprofit Form. In EMES: European Research Network (Eds.), The Third Sector and Sustainable Social Change: New Frontiers for Research.
Metadata
Title
Case Studies on Social Entrepreneurship in the Caribbean: T&T NPOS
Authors
Ambica Medine
Indianna Minto-Coy
Copyright Year
2023
Book
Social Entrepreneurship Strategies and Social Sector Sustainability

Print ISBN: 978-3-031-18532-8

Electronic ISBN: 978-3-031-18533-5

Copyright Year: 2023

DOI
https://doi.org/10.1007/978-3-031-18533-5_6

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