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    博物館早已成為社會企業

    博物館早已成為社會企業

    財團法人國家文化藝術基金會

    【專題報導】

    何謂社會企業?

    社會企業最早的定義係由英國工商企業部於2001年初訂定,是指收益達70%以上之商業交易的社會公益組織或團體。但近來公益或慈善團體進行遊說,希望重新定義社會企業,認為舊定義限制了慈善或公益團體爭取政府經費補助的機會。

    無論遊說團體或政客各自的目的為何,社會企業正名運動的最終目的是希望能達成共識,透過正確定義社會企業,使組織運作的更好,永續經營。社會企業的本質主要是透過商業活動,以達到社會、環境、教育及文化利益,而所謂收益也是為了提高組織的整體效益並非個人利益。

     

    為何博物館是社會企業?

    博物館是社會企業的最佳範例,其收益來源及開源節流的措施,都是所有非營利組織難以望其項背。博物館執行政府委託之 專案,收益來源包括館內自營的禮品店、咖啡店、教育課程、圖像授權、會員收費、設備器材甚至場地外租,以及募款活動等。博物館同時也懂得如何節省營運開 支,透過志工招募或協同合作等,博物館充分理解活動帶給環境的衝擊,已領先展開節約能源的營運策略。

    博物館積極創造財源以配合成立宗旨並以促進其核心價值以符合社會期待。博物館所創造的社會資本及社教功能均代表經濟、社會及環境永續的縮影。許多博物館為達永續經營,積極與在地供應鏈合作並研發環保經營策略,以符合其道德文化之核心價值。

    博物館傳達了人類價值並融合經濟、社會、教育及文化利益的最佳示範。是所謂複合型的產品發展及社會品牌企業的最佳典範。博物館的商業經營模式正好具備了創新、多元及穩健經營的特性,以確保財務永續並履行其社會責任。

     

    幸福永續之企業經營模式

    正當人們對於金融業失去信心,不再信任所謂大型商業品牌,對於品質低落的公共服務越來越難以忍受,所投資的金錢及時 間與所得到的回饋,其落差也越來越大。但就博物館而言,人們比較沒有這方面的消費挫折感。人們可從博物館獲得有品質的服務及深度的體驗。參觀博物館不僅提 供具幸福感的經驗同時也帶來精神上的滿足,物超所值。博物館的商業模式正是建立在永續經營上,是社會企業的成功典範。事實上,博物館早已經是社會企業的先行者。

    原文:http://www.guardian.co.uk/culture-professionals-network/culture-professionals-blog/2012/jul/23/museums-social-enterprises-finance-development

     

    Museums are already social enterprises
    Museums are told to adopt a social enterprise approach, but most are already models of sustainability, says Katharine Ford
     

    I specialise in sustainable business models and practices and in this guise I was asked by the Cinema Museum in Lambeth to help review its business model and buy its current home from the South London & Maudsley NHS Trust.
     

    I'd been prepared to have to win hearts and minds on the wider sustainability agenda but was stunned how much sustainability was already reflected in the museum's aspirations and actions. At the time I wondered if this was rare practice but increasingly I'm seeing that it is not.
     

    Let's consider financial sustainability. A topical issue in these dire times, where competition for limited resources is high and trying to find innovative ways of working better than ever and at a fraction of the cost is nearly everyone's focus. One of the solutions offered to this problem is to "become a social enterprise" but I get annoyed when museums are invited to think about this because most of them are already operating a social enterprise business model – and really well. Let's look at how and why.
     

    What is social enterprise?

    The old definition of social enterprise was created in early 2001 by the Department of Trade & Industry and was based on the notion that a social enterprise was a socially beneficial organisation that derived in excess of 70% of its income from trading.
     

    The charitable/voluntary sector lobbied against this definition because it excluded and denied many organisations access to the large funding pools and support available to 'social enterprises' at the time. This lobbying heralded a decade of ongoing renegotiation of the definition of social enterprise – the lobbying organisations' purpose was to gain access to funding that was ring fenced for social enterprises and the politicians' purpose was to extricate themselves from the hot water their ever changing definitions kept dipping them into.
     

    However, the leaders of the social enterprise movement's purpose was to direct all parties towards consensus around an accurate definition that worked in practice and was not ever-changing. It was, and still is, a political minefield and the debate trundles along albeit around a much looser definition.
     

    There is nothing new about social enterprise. Essentially social enterprises are organisations that engage in some commercial activity in the way in which they deliver social, environmental, educational or cultural benefit. The profits of which are used to increase the level of benefit the organisation delivers rather than retained for personal gain.
     

    How is a museum a social enterprise?

    The evidence on the ground is powerful – museums demonstrate an impressive array of profitable income streams and cost saving measures that most 'not-for-profit organisations' can only dream of.
     

    Museums deliver on government contracts and generate income from shops, cafes, educational programmes, image loans, membership, hire of facilities and film shoots as well as being expert fundraisers. Museums are also expert in running on a shoe-string, working with volunteers, and collaborative working – they understand the environmental impacts of their activities and have done pioneering work on energy saving.
     

    Museums have a strong sense of why they exist. They adapt to create activities and income streams that match their aims and comply with the core values of their public mission statement. The social capital that emerges from their work and the social benefit they deliver epitomises financial, social and environmental sustainability. Many museums embrace sustainability in its wider context by working with local supply chains and developing environmental practices that parallel their strong ethical culture.
     

    Museums engage warmly and well with the human spirit and deliver a finely balanced combination of financial, social, educational and cultural profits. This is complex product development and social enterprise brand management at its best. Indeed, it is clear that museum business models are characterised by the type of innovation, diversity and robustness that ensures financial sustainability and effective social responsibility.
     

    A business model of well-being and sustainability

    At a time when people no longer trust high street banks, have lost faith with hollow commercial brands and are tiring of thin, poor quality public services, a transactional gap is opening up between people's time and money and what they reasonably and rightly want in return.
     

    People don't have this consumer frustration with the museum sector. Museums are places where people find quality and a depth of experience where they are encouraged, respected and challenged. The museum experience is one of well-being and calm enrichment. It is unique, improving and heart warming. It offers value for money.
     

    Because of these factors the sector is trusted and its consumers confer respectability around its products, services and wider offerings. The public's affection towards museums is an extraordinary business phenomenon and one that few sectors enjoy with their customers.
     

    The museum's business model is based on sustainability and is a classic example of the successful early adoption of the social enterprise model. So, my protective hackles rise when I hear people asking a museum if they have "thought about becoming a social enterprise" – museums are among the earliest pioneers!
     

    Indeed, if I were advising the museums sector at the moment I might be suggesting that they add 'social enterprise business advice' to their range of products and services.
     

    Tips and hints

    Learn the language of social enterprise so that you can enter the debate, access support offered to social enterprises and address business-planning questions. You will get more value from advisors, consultants and board members if you can clearly articulate your business model and its relationship with sustainability and social enterprise.
     

    And finally, don't be alarmed by unfamiliar terms – they are often names for activities or models that you are already implementing.

     

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