This is a presentation on social enterprise for nonprofits, to be given April 9th at "Marketing Strategies: Tools for Nonprofits and Social Enterprises," a free half-day workshop hosted by The NCCU Community Economic Development Initiative. Registration is free and more info is available at http://nccunonprofit.org/about.html

1. A talk by Jeff Stern for NC Central University’s Community Economic Development Initiative April 9, 2011 What isSocial Enterprise?

2. What is Social Enterprise? 1 3 2 Definition and Examples Getting Started Determining Readiness A framework to consider, plan and implement your social enterprise

3. 1 Social Enterprise: an organization or venture that achieves its primary social or environmental mission using business methods. Definition from the Social Enterprise Alliance

4. Social Enterprise is a subset of social entrepreneurship. Social Entrepreneurship includes: Social Innovation Corporate Social Responsibility (CSR) Socially Responsible Investing Triple Bottom Line Venture Philanthropy Cause-related Marketing Direct service and advocacy groups Blended value organizations in various legal structures

5. What we talk about when we talk about SE “We look for organizations or ventures who have a primary orientation or mission of achieving a measurable social benefitand a market-based approach toward generating revenue. Most often these organizations have a nonprofit status, a clear theory of change and a commitment to transparency.” - Social Enterprise Network of the Triangle more info available at http://www.se-triangle.org

7. Grant money

8. Gifts/donations

9. A “quick fix” in a time of a crisis

11. Income Related to Exempt Purposes

12. Must be substantially related to exempt purposes

13. No limit on amount of revenue

14. Income from Unrelated Activities

15. Not substantially related to exempt purposes

16. Produces unrelated business taxable income (UBTI)

17. If less than 10-15% of budget, okay

18. If more, consider moving activity outside of nonprofit entity

20. More examples, closer to home: TROSA runs several social enterprises (moving, lawn care, furniture and frame shop, grocery and more) in pursuit of its mission to enable substance abusers to be productive, recovering individuals by providing comprehensive treatment, work-based vocational training, education, and care. The Scrap Exchange runs a creative re-use store and education programs in pursuit of its mission to promote creativity, environmental awareness, and community through reuse. Extraordinary Venturesemploys young men and women with autism and other developmental disabilities. They create jobs through conference center rental and laundry services.

21. 2 Determining Readiness Is social enterprise is right for your organization? Are you ready to begin?

23. Four Areas for Risk/Reward Analysis Mission + Leverage core strengths in service of both mission and margin + New programming opportunities - Reputation could be compromised - Risk of mission drift from core social impact activities to enterprise +/- Potential impact on clients Financial + Diversifies revenue streams + Leverages existing assets + Creates unrestricted funds - Potential to lose money - Start-up costs often high - Opportunity cost +/- Current funder reactions? Phase 1 - Exploration Operational + Business tools utilized beyond SE + Enhances strategic thinking + Increases efficiency and agility - Management & staff attention split - Increases organizational complexity - New systems may be required +/- New staff may need to be hired Cultural + Fosters innovation and new ideas + Market orientation improves focus on costs, client needs and results. - Board and staff may be alienated by business culture (may leave) - Resistance to change may kill SE +/- Tension of “old” versus “new”

24. Characteristics of a successful social enterprise: Source: Community Wealth Ventures - Powering Social Change

25. First, Identify Your Assets… People: Who works for the organization? Who volunteers? Who do they know? Who is your audience? Who are your stakeholders? What special relationships to you have that might be valuable? Skills: What skills/expertise has the organization developed? What reputational assets have you built? Skills of individual people identified above? What programs are in demand? What content have you developed? Events you’ve planned? Tangible Assets/Facilities: What buildings do you own? Program-related equipment? Real estate? Patents or other intellectual property? Other tangible assets that you have access to? Phase 2 – Design and Development Brainstorm first – feasibility comes later!

26. Remember the old saying: “One man’s trash is another man’s treasure”

27. Now that you’ve listed assets…which are marketable? Evaluate the asset Is it unique? Is it easily copied? Is it sustainable over time? Evaluate the market Are there people who would pay for this? How many people? Is this number growing? How much would people pay? Is there competition to consider?

28. Are we ready to launch a social enterprise? 3 Readiness Factors

29. 3 Getting Started Getting Started Moving from idea to implementation

30. From your list of assets, choose the 3 best ideas Phase 3 – Feasibility Assessment

31. Determine feasibility before creating a business plan

33. Industry Associations and Reports: First Research, BizMiner

34. Federal government libraries and legislative websites

35. Philanthropic news and research organizations: Foundation Center, Charity Navigator, Chronicle of Philanthropy

36. Federal government statistics: Census data, SBA

37. Chamber of Commerce: Local

38. Academic library or other public information centers

39. Competitor/collaborators’ websites

41. Business Description

42. Industry & Market Analysis

43. Competitive Analysis

44. Marketing & Sales Plan

45. Operations Plan

46. Personnel & Management Plan

47. Financial Plan

48. Risk & Contingency PlanPhase 4– Business Plan Be sure to include milestones!

50. CASE (Center for the Advancement of Social Entrepreneurship): www.caseatduke.org

51. SocialEdge: www.socialedge.org

52. Social Enterprise Alliance: www.se-alliance.org

53. REDF: www.redf.org/learn-from-redf

54. Nonprofits Assistance Fund: www.nonprofitsassistancefund.org (business plan outline and template)