The elected Board of Directors is responsible for the organisation's overview. They are elected from the community with limited options for other stakeholders according to the terms of the constitution. Their main function is to represent the community and set long-term vision and policy, whilst also ensuring that all legal and statutory requirements are met. The Board is responsible for overall management and all other matters relating to the social and operational governance of the Community Enterprise.

Over time the organisation may change, expand or get smaller; the Board of Directors will be responsible for planning and managing that process.

Operational Management - The Management Team

The Management Team is delegated the responsibility for operational management by the Board of Directors. This will include finance, personnel, legal and statutory responsibilities, accountability to members and other stakeholders, maintaining partnerships and general management.

Setting Priorities - Social Audit Team

The Social Audit Team comprises a range of internal and external stakeholders and is responsible for leading the community and partners in developing the overall vision, strategy and policy. It is responsible for assisting each unit to draw down relevant strategy and criteria and align their activities with these. The Social Audit Team is responsible for linking unit performance measurement results to the overall annual Social Audit.

Open Door - Community Liaison Team

The Community Liaison Team communicates with the community and other stakeholders. The communication is both ways - listening and informing between the Community Enterprise and community residents. Training and capacity building is part of this unit and hosts any community training and capacity building facility.

Community liaison informs the community and provides intelligence to the organisation. This Team is be the 'open door' and become the main point of contact for anyone wishing to communicate and become involved with the Community Enterprise.

Solving Problems and Community Services

This unit operates a number of services and solves problems faced by the community through implementing projects. It is made up of a number of sub-teams. These sub-teams support the community residents and agencies working in the community to develop new initiatives. This includes designing, developing, implementing and evaluating projects; managing local services and monitoring performance. If the Community Enterprise manages a fund of any sort it is necessary to have an independent appraisal panel in place to appraise funding applications or loans. While the Appraisal Panel is independent it is organised through this unit.

The Unit manages the support process to local projects and businesses. Sometimes they are owned by the Community Enterprise and sometimes they are autonomous and owned by a small group from the community. The Unit draws up Licence Agreements, between the Community Enterprise and each separate initiative to confirm the terms and conditions of their formal relationship. It covers the use of property, equipment and other facilities owned by the Community Enterprise. This licence is a legal document and is essential for maintaining proper relationships between the various parts of the Community Enterprise and making sure that there is a shared strategic framework to which all the separate parts of the Community Enterprise can contribute.

The relationship between the Community Enterprise and the autonomous projects and businesses is through the provision of training, advice, loans, rent of property or equipment and will most likely have been supported in its initial stages by the Community Enterprise. Over time the projects and businesses may move away from the Community Enterprise and become fully independent.