Social Enterprise National Strategy

We work with the social enterprise sector in Australia to lead its national strategy.

We see this as being challenge-led, focusing on national priorities where social enterprise can make a big contribution.

Our approach is based on two research reports completed by the Griffith Centre for Systems Innovation (formerly The Yunus Centre) at Griffith University:

Directions Part 1: Perspectives, provocations & sense-making for strategy

Directions Part 2: Strategy

Directions Part 3: Ideas, tactics and useful resources

Vision and mission

Our vision is working together to ensure all people, places and the planet thrive.

Our mission is to foster a vibrant and connected Australian social enterprise sector that provides:

  • Environmental care

  • People-centred services

  • Access to decent work

  • Community-led innovation

Values and Principles

Authenticity: I strive to be honest with myself and with others

I seek to be transparent and clear in my communications, talk with others not about them, and do what I say I will. I take on difficult conversations, decisions and actions rather than avoid them. I aim to own my mistakes and limitations. I seek to be kind to myself and others.

Creativity: I help create space for imagination and innovation.

I see that the future is not determined and is ours to create. I foster space to dream big, explore, and make mistakes or get it right. I recognise that it’s ok and sometimes good to change my mind and for others to change theirs. I seek to emerge ideas, take action and learn together.

Justice: I seek to enable the full participation of all.

I recognise that some people are excluded and their voices are not heard. I aim to identify and reject discrimination and to value lived experience and self-determination. I seek to be aware of any exclusion or privilege of my own.

Collaboration: I plan, act and learn with others. I will be generous.

I aim to be aware of my ego, assumptions and emotions and to keep in check how they affect me and others. I seek joint responsibility rather than credit. I am upfront about my own interests to identify when they could undermine or help shared goals.

Diversity: I seek out views that are different from my own.

I recognise that there are different ways to participate and create impact. I ask people what they mean, listen with curiosity and seek to understand rather than make assumptions or speak for them. I celebrate the contribution of others and recognise that I always have things to learn.

Social Enterprise Australia will build momentum and infrastructure for:

— Engagement and connection

It will provide pathways for people to engage and co-create around place, mission and sector development. It will connect existing collaborations and activities and facilitate new ones that the sector sees as critical, including cross-sector and global initiatives. These will inform shared direction and action.

— Knowledge and learning

It will provide ways to share and learn about social enterprise and evolve to meet the interests and needs of the sector. This will include capturing data and knowledge from the sector and shared evaluation. It will be done to enable real-time understanding of practice and impact and to support decision-making.

— Shared direction and action

It will lead a national strategy and work with others to build public will, advance policy, grow markets, and mobilise resources. These functions will be co-owned and shaped by all who support the vision, mission, values and principles of the sector.