1. Social Enterprise
Are you ready to
take the leap?

3. Objectives
Understand the characteristics of a successful social enterprise
Understand the traditional phases of development
Understand the connection between mission and success
All while exploring examples of Social Enterprises

4. What is Social Enterprise?
“A social enterprise is a business that trades to tackle social problems, improve communities, people’s life chances, or the environment.”
Definition provided by Social Enterprise UK

5. Social Enterprise Alliance
What is Social Enterprise?
...a revenue-generating business with primarily social objectives whose surpluses are reinvested for that purpose in the business or in the community, rather than being driven by the need to deliver profit to shareholders and owners.
…organizations that address a basic unmet need or solve a social problem through a market-drive approach.
Social Enterprise Alliance
…an organization that applies commercial strategies to maximize improvements in human and environmental well-being—this may include maximizing social impact alongside profits for external shareholders.
Wikipedia

6. Impact of Social Enterprise
Social Enterprise is one of the fastest growing movements in this country and across the world.
It’s the combination of DOING BUSINESS AND DOING GOOD that makes it exciting!

7. Rise of Social Enterprise
Growing desire of charities to be more sustainable in the future
Growing consumer awareness of spending and how it affects others
Businesses looking for new opportunities to use their power for good

8. What Social Enterprise Does
Social Enterprise DOES NOT…
Result in a quick fix
Rely on traditional fundraising
Require volunteers, grants or donations to stay afloat
Work for everyone
Social Enterprise DOES…
Generate sustainable resources
Engage market forces
Leverage assets in new ways
Offer greater flexibility
Decrease dependence

9. Catholic Charities Fort Worth
Social Enterprises
A CCFW Social Enterprise must:
Be aligned with CCFW services
Provide support or employment opportunities for our clients
Operate a double or triple bottom line supportive of our mission
Be a business with a potential for profit
Provide a source of unrestricted funds to put back into the agency to support poverty ending programs

10. Basic Considerations
Do you have an existing program within your agency that would meet the social enterprise criteria?
Analyze how the program would change to meet the requirements of a social enterprise.
Approach your start-up out of a need in your community and use your agency support of social enterprise to solve it.
The key is to use the agency for the start up, not an individual effort.

11. Social Enterprise Success
Translation & Interpretation Network
(TIN)
1999 – TIN created using grant funding from the Texas Department of Health and Human Services to provide language services to Limited English Proficiency (LEP) clients
2006 – TIN converted to for-profit business

12. TIN SERVICES INTERPRETATION TRANSLATION TRAININGS Face to Face
24/7 On Demand Phone Interpreting over 200 languages
24/7 On Demand Video Interpreting
TRANSLATION
Document, website, books, marketing materials
Over 200 languages
TRAININGS
New interpreters
Continuing education
Training of Trainers

13. TIN Triple Bottom Line Social Goals
Provide language access to the community at large
Provide employment to refugees
Advocate within the community for universal language
access
Agency Goals
# of people we employ
# of people we help
Pay a living wage
Financial Goals
Operate as a profitable business
Send profits back to CCFW to fund the fight against poverty

14. TIN Success Story Over 50,000 interpretation hours a year
Over 20,000 appointments annually
Employs 270 interpreters
Trains over 300 interpreters annually

15. Stages of Development

17. Stage 1: Preparation
Preparation: Review the organization’s mission, objectives and potential market
Questions to Ask
What is your mission, vision, goal?
What is your organizational culture?
Who is your leadership?
What is the support for a social enterprise?

18. Organization is prepared for social enterprise
Are you Prepared?
What is the mission?
What is the culture?
Who is the leadership?
Organization is prepared for social enterprise

19. Stages of Development Preparation
Review the organizations mission, objectives and potential market
2. Generate Ideas
Gather input on potential needs and establish criteria

20. Stage 2: Generate Ideas Input from internal staff Think Tank Committee
Social Enterprise Advisory Board
Basic research
Work with other non-profits:
replicate vs. start-up of new idea

21. Stages of Development 1. Preparation
Review the organization’s mission, objectives and potential market
2. Generate Ideas
Gather input on potential needs and establish criteria
3. Idea Screening
Work through ideas to find the one or two magical concepts

22. Stage 3: Idea Screening
1. Find the patterns, themes and larger relationships
2. Ask “How might we…” questions
3. Identify the product or service that addresses the social challenge
4. Take an idea to solution and make it tangible
5. Determine if the solution is a new offering or an existing offering
6. Get feedback

23. Stages of Development 1. Preparation
Review the organization’s mission, objectives and potential market
2. Generate Ideas
Gather input on potential needs and establish criteria
3. Idea Screening
Work through ideas to find the one or two magical concept
4. Feasibility Study
Determine the elements necessary to make the idea successful – high level overview

24. Components the Feasibility Study
Stage 4: Feasibility Study
Components the Feasibility Study
Business Description – overview of service, business model and market
Competitive Analysis – who is already providing service
Market Analysis – what is needed in our market
Financial Overview – high level of the return on investment
Risk Assessment – evaluation of internal and external
risks

25. Stage 4: Feasibility Study
Is the solution financially viable?
Is the solution a product, service or both?
What is the value to the end customer?
How much is it worth?
What are the obstacles, challenges or disincentives?
What are the capabilities needed to deliver the solution?
Ask “Where, When, How, and Why”
How will you reach the customers? Is there more
than one way to deliver the solutions?
What resources are needed to deliver the solution (human, manufacturing, financial, technological)?

26. Stages of Development Preparation
Review the organization’s mission, objectives and potential market
2. Generate Ideas
Gather input on potential needs and establish criteria
3. Idea Screening
Work through ideas to find the one or two magical concepts
Feasibility Study
Determine the elements necessary to make the idea successful
Business Plan
How will the business operate, who will be involved, what is their role, what skills are needed, what resources are required

27. Components of Business Plan
Feasibility Study = High Level
Business Plan = Detail Level
Build business plan using feasibility study as the base
Additional elements include
Marketing Plan
Operations Plan
Management/Personnel Plan
Detailed Financial Review

28. WORN

29. Developing WORN 3. Idea Screening Preparation Generate Ideas
Success of TIN resulted in an environment ripe for future social enterprise at CCFW
Generate Ideas
CCFW case manager suggested social enterprise idea that utilizes the skill of knitting after observing refugee clients
3. Idea Screening
How might CCFW utilize the traditional skill of knitting in a social enterprise?
4. Feasibility Study
Middle to upper class women age are willing to pay a premium for social conscious goods

30. WORN Lessons Hire enough firepower on Day 1
Do NOT cut corners on branding
Define social objectives early
Do NOT underestimate or forget the strength of the parent organization
Acknowledge the balance between mission and business is critical

31. Mission-Driven Services
Challenges of
Mission-Driven Services
Social enterprise tackles the most difficult problems, not the most lucrative
Drive to serve a social good can lead to higher costs or price disadvantages
What is the definition of IMPACT or SUCCESS?

32. Measuring Success
Social Enterprise can fail simply because the organization does not define success and measure it appropriately!
How does CCFW measure success?
1. Social Impact
2. Agency Impact
3. Financial Impact

33. Success of Social Enterprise
Social Enterprise should strive to introduce the most innovative, sustainable options
Success comes when others replicate their efforts to achieve the maximum impact

34. Vice President of Social Enterprises Catholic Charities Fort Worth
CONTACT:
Marianne Woerner
Vice President of Social Enterprises
Catholic Charities Fort Worth