This workshop aims to explore social enterprises as tools for sustainable community building. Participants will have the opportunity to discuss ideas with social enterprise practitioners and learn from those who have established successful social enterprises. The agenda includes presentations on bringing strength through social enterprise concepts, building awareness of social enterprises, and what makes social enterprises successful. A panel discussion will follow with representatives from social enterprises and organizations. Upcoming support for social enterprises in Sydney is also announced, including workshops, mentoring, peer networks in various industries, coaching, and pro bono legal services.

1. Bringing Strength to Social Enterprise
Tuesday, 24 April 2012

2. Today
This workshop will explore social enterprise as a sustainable
community building tool and share information on how they
operate. Participants will have the opportunity to discuss ideas
with a panel of social enterprise practitioners and hear from
colleagues who have established successful social enterprises.

3. Today’s Speakers
• Joanne McNeill, Parramatta City Council (NSW)
– Bringing strength thru concepts
• Mark Daniels, Social Traders (VIC)
– Building awareness
• Matt Gideon, Street University & Gideon Shoes (NSW)
– What makes a Social Enterprise tick

4. Liverpool Council
Strengthening their Community
Rebekah Richards
Community Worker

5. Bringing strength – today’s agenda
• Bringing strength thru concepts – Joanne McNeill
• Building awareness of social enterprises – Mark Daniels
• What makes them tick – Matt Noffs
• The Entrepreneur’s Pledge – Jodie Mitchell
• Panel discussion

6. Bringing strength thru concepts
Joanne McNeill
Community Capacity Building Officer Social Enterprise
Parramatta City Council

7. . . . what is ?
social enterprises are businesses that trade for a
social, environmental or cultural purpose . . .
• generate a substantial portion of their income through trading
• reinvest the majority of their profit / surplus (non-distributing)
• include an asset lock
Social enterprise is about practice

8. . . . the difference . . .
. . between a social enterprise, a social
entrepreneur and social innovation . . .

9. broad spectrum . . .
Diverse on three levels:
• Form
• Purpose
• Markets

10. legal forms . . .
• Cooperatives, Associations and Mutuals
• Fair Trade Organisations
• Intermediate Labour Market Companies
• Charitable Business Ventures
• Social Firms
• Community Enterprise
• Community Development Finance Institutions
• Australian Disability Enterprises
• Hybrid
• Important consideration – any relationship with parent nonprofit?

11. purpose . . .
Common motivations
• employment - provide employment, training and
support for marginalised groups; two types
• service delivery - create or retain services in
response to social or economic needs
• income generation - generate profits to support
other community or not for profit activities

12. . . . social impact . . .
• legitimacy
• greater scrutiny
• clear link between model & change want
to see - Theory of Change
• evolving field
• no one approach
• what does success look like

13. markets . . .
Example
Salvo’s legal - http://salvos.org.au/salvoslegal/
• full-time, self-sustaining legal practice specialising in property and
transactional commercial law
• difference is that fees paid by clients fund the operation of another
firm, Salvos Legal Humanitarian - which operates to provide free
legal advice and assistance to those most in need without any fee
• first class commercial legal services are provided at a market
competitive fee
• aims to use its compassionate dedication, creativity, ingenuity and
skill to fight against social injustices
• means each procurement dollar delivers an additional benefit,
beyond the service purchased

14. . . . not business as usual . . .
• blended inputs, blended returns
• different types of markets – eg. BoP, not
end user
• different viability scenarios – balance of
returns; reserves
• social vs business costs

15. so ….
a strategy – nexus point
not a program … what will you sell, who
will pay for it?
not a business … who are the
beneficiaries, how will you know?
. . . an AND approach… not about replacing

16. Building awareness
Mark Daniels
Learning and Development Manager, Social Traders

17. www.socialtraders.com.au
© Social Traders Limited 2012

18. What can we cover in 25 mins?
How to test social enterprise ideas.
The role of market

19. A TALE OF TWO SOCIAL ENTERPRISES
Social Enterprise A Social Enterprise B
Need There is long term A DES provider is finding it
unemployment and social difficult to place people with
issues in a neighbourhood mental health issues in
area. employment

20. MISSION
Social Enterprise A Social Enterprise B
Want to create a business that Want to create a tailored
will create opportunities for the business that will create
community to get training and pathways to mainstream
employment opportunities. employment for people with a
mental illness

21. IDEA GENERATION
Social Enterprise A Social Enterprise B
Lead person identifies that a Lead person asks people from
café would be a great idea business backgrounds the
because people in the question. What business will
community as it would be a allow us to achieve the mission
meeting place and provide and allow us to run a successful
employment opportunities. Business long term?
They conclude that a café would
be the best because of the
growing demand for hospitality
staff and the sociable nature of
the work.

22. FROM THOUGHT TO ACTION
Social Enterprise A Social Enterprise B
A café site in a local library becomes They enlist expertise from a former
available and they apply for the lease. franchise operator to help them to
It will be a peppercorn rent and it is in develop a business plan and follow a
a retail area of town. model of locating in a westfield mall.
They win the tender process and begin They scope out opportunities in a
the business growing centre in the SE of Melbourne.
They write their business plan after They do foot traffic counts, they taste
they secure the lease. the coffee in every café in the
Then they go hunting for money to supermarket, they taste and rate the
operate the business. food, record the price and the client
group.
They identify who there market will be
and they seek out the funding to realise
their idea.

23. WHO DO YOU THINK SUCCEEDED AND WHY?

24. OPPORTUNITIES FOR THE DEVELOPMENT OF BUSINESS
Plugging the leaks
Accessible contracts
Gaps in the market
Commercialising what you do
Value Add
Acquisition
Replicate

25. ONCE YOU HAVE SOME IDEAS YOU NEED TO SCREEN THEM AND
GET AN UNDERSTANDING OF THE MARKET

26. CUSTOMER ANALYSIS
Customer Group (you may have more than
one)
Who are they
How many?
Where are they?
Is this group growing or shrinking?
How much money do they have to
spend?
What are the things that affect their
purchasing decision?
Who do they buy from at the
moment?
How much do they currently pay?
Why would they switch to you?

27. INCOME - COMPETITORS
• Competitors are anyone or anything that potentially takes
revenue away from you
• This includes people providing the same product/service as
you as well as substitutes
• What do I need to know about the competitors

28. COMPETITOR ANALYSIS
Competitor (there will be more than one – do this for
each)
Name
What are the key products/services they
provide to the customer?
Where are they? (geographically ,web?)
How much do they charge?
Why do people buy from them?
Do they focus on a target market? If so,
describe it.
Estimate what percentage of the total
market you think they have at the moment
Is their market share growing, shrinking or
steady?
How do they attract and win customers?
What are their weaknesses and what can
you do better than them

29. DOES MARKET ANALYSIS EVER END?

30. INCOME
Your estimated volume of customers multiplied by their average payment will give
you your estimated income.
# customers ____________
x
what each of them will pay $_____________
=
$___________ income (weekly/monthly/yearly)
Page 30

31. THE PLANNER

32. THE SOCIAL ENTERPRISE BUILDER
www.socialtraders.com.au

33. www.socialenterprisefinder.com.au

34. Thank You
Mark.daniels@socialtraders.com.au
www.socialtraders.com.au

35. What makes them tick – Matt Noffs
Gideon Shoes & Street University

36. The social entrepreneur’s pledge
• I am a social entrepreneur.
• I am following a dream, pursuing an opportunity, taking charge of my own
destiny.
• I am bringing something of value to society, making a job for myself and
for others, and creating wealth that benefits my family, my community,
my country, my world.
• I am one of a movement of millions of (social) entrepreneurs and
innovators who made Australia great, and who will continue to keep our
economy going … and growing and innovative.
• I am what I am because many people have helped me along on this
journey.

37. The Entrepreneur’s Pledge
Therefore:

38. The social entrepreneur’s pledge
• I will tell my story, sharing my successes and failures, so that
others taking the entrepreneurial path can learn.
• I will strive to mentor an aspiring entrepreneur.
• I will make my voice heard by those who make policy
decisions that affect me and my business.
• I will appreciate and celebrate my accomplishments, and the
accomplishments of all my fellow social entrepreneurs.
• I will give back to the society that helped me to be successful.
• I will Build a Stronger Australia.

39. BREAK for lunch

40. Panel discussion
• Joanne McNeill, Parramatta City Council (NSW)
– Bringing strength thru concepts
• Mark Daniels, Social Traders (VIC)
– Building awareness
• Matt Gideon, Street University & Gideon Shoes (NSW)
– What makes a Social Enterprise tick

41. Upcoming Development in Sydney
Social Enterprises Sydney
• Workshops
• Mentoring
• Peer2Peer Networks
– Food & Food Service (Paddock to Plate)
– Environmental -> reduce, re-use, recycle
• Coaching
• Pro Bono Legal Panel

42. Thank you