1. Presented by Mark Arnold

2.  Who We Are  Definitions of social enterprise  Spectrum of enterprises  Differences in the various models and how that will affect the bottom line  Steps and stages to maximizing success  Challenges  Opportunities / benefits

3. There are several definitions found in the literature 1) Combines the heart and commitment of the voluntary world, the scale and support of government and the discipline and dynamic nature of the business sector. 2) An organization or venture that advances its social mission through entrepreneurial earned-income strategies

4. 3) Social entrepreneurship is an innovative, social value-creating activity that can occur within or across the non-profit, business or government sector. 4) A social enterprise sells goods or provides services in the market for the purpose of creating a blended return on investment, financial and social and profits are returned to the business or to a social purpose, rather than maximizing profits to shareholders.

5.  Community economic development initiatives provide local jobs.  CED projects may have efficacy in terms of policy development at all levels of government.  Often CED provides jobs to people who may not otherwise have the opportunity to work.  Provides sector development, cooperative models and social enterprises are all examples of CED.  Encourages the private and public sector to work together.  Provides awareness of challenges from both sectors.  Provides both a social and financial return on investment.

6. I________________I______________I sroi sroi roi roi roi sroi

7.  No sustainable funding.  OCH wanted to provide leadership in illustrating a “best practice” model of service delivery nationally.  Why is social enterprise considered “best practice”.  Wanted to have the ability to provide youth with “real jobs”.  Wanted the business sector to look at OCH differently.  Wanted to provide a good example of corporate social responsibility.  Wanted to prove that business and social can work well together.

8. 1. Does it support our mission? 2. Does it fit in with our values? 3. Does it fit in with our strategic plan? 4. Do we have the capacity and infrastructure? 5. Can we invest money up front?

9. 6. Do we have the talent / the right skills? 7. Is there a demand in the market place? 8. Is the Board on board? 9. Do we have outcome financial and social measures in place? 10. Entrepreneurial view within the organization.

10. 11. Business and social work staff to operate the enterprise. 12. Solid business plan that has financial and social milestones annually. 13. Private sector partners that are interested in supporting the enterprise in some way. 14. Build human resources for the business side into the applications. 15. Population that will be employed-assess employability levels and skills (may vary depending on clients).

11. 16. Know you value proposition and ensure your marketing strategy adopts that proposition. 17. Diversify your customer base and have strategies to break into other markets. 18. Stay out of politics. 19. Flexibility. The final word – PLANNING, PLANNING AND MORE PLANNING

12. Challenges:  Time factor.  Lack of business expertise.  Creating a business culture.  Culture clash / mission drift.  Juggling investment in agency vs. re-investment in the business.  Rescuing clients as there is a deadline to produce and the clients don’t show up, don’t do a good enough job, don’t remember how to do the job…

13. Challenges: (cont’d)  Demonstrating “success” / sustainability in a short time period.  The population you employ or serve may slow down growth.  Finding enough money for start-up, maintenance and growth phases.  Demonstration of value on social return.

14.  A marketing advantage in current climate.  The staff employed in the enterprise having an understanding of how corporate social responsibility can assist in marketing your product or service.  Understanding that the enterprise has a unique selling point - 2 nd and 3 rd bottom lines.  Client population getting jobs.

15.  Business skills are transferred to other parts of your agency or organization.  Free P.R.  Can further the mission  Attract a different type of volunteer

16.  Bottleworks  BeadWorks  FSEAP Ottawa

17. Commercial recycling and bottle pick up service. Partnerships (BIA’s, Beau’s). Role of the youth. Business outcomes: $41,250 by the end of first year, projections of $50,000 by the end of 2010 and $55,000 by the end of 2011.

18.  In 2009, 30 youth worked full time for BottleWorks.  Of the 30 youth, 10 found safe, affordable housing, 15 found jobs of their own, and 4 returned to further their education.  The qualitative outcomes are difficult to measure in that they are things like: significant increase in self esteem; ability to communicate more effectively; harm reduction; improvement in physical and mental health.

19.  There was a demand in the marketplace for the business.  Beau’s, our private sector partner had a need for our services.  The community was looking for a way to support homeless youth without making $ donations.  The downtown core needed a “good news” story about homelessness.  The community wants BottleWorks to succeed.

20.  More than 120+ youth have worked on a casual basis in BeadWorks.  Of those 120, 20 have found jobs of their own, 8 have gone back to school, 3 of whom have started their own businesses.  The qualitative outcomes are things like: health and wellness due to the ability to gain access to a creative outlet; increase in self esteem when a piece of their jewelry sells; decrease in harm; increase in meaningful activities other than BeadWorks; and an increase in socialization.

21.  Both enterprises support our vision and mission.  OCH has the capacity to deliver social enterprises.  OCH has the expertise.  OCH has the right social and business skill sets.  There is a demand in the marketplace for BottleWorks.  There is a social demand for BeadWorks.  The Board of Directors at OCH is supportive.  OCH has both the financial and social indicators in place to measure success.

22.  OCH has an entrepreneurial view.  Solid business plans for both enterprises that are updated annually.  Private sector partners that are interested in supporting both businesses.  Population that OCH serves has the motivation and ability to work.  The ability to diversify our products and services for an emerging / changing market.  Flexibility.

23.  OCH provides programs designed to assist youth in becoming contributing members of our community.  Jobs and education prevent homeless youth from becoming homeless adults.  Providing youth with the ability to earn money gives them the ability to find safe, affordable housing.  Social enterprises provide homeless youth with jobs and social supports at the same time.  They provide homeless youth with the ability to address challenges that have prevented them from keeping a job and finishing school.

24.  fseap services are owned and provided by a network of 50 Family Service partner agencies across Canada with historic roots in each community  We provide services to over half a million employees and their families in 1,000 locations across Canada across every sector

25.  We have over 30 years experience providing EAP services in Canada  We believe that real change happens face-to- face and that good counselling is important  We are accredited by the international social service accreditor COA  Our revenue directly supports counselling programs in your community