Par2 of a 2-part panel on social enterprise for the NC AFP Conference. This session focused on examples of social enterprise, specifically the work of TROSA (a nonprofit social enterprise) and The Redwoods Group (a for-profit social enterprise).

2. How could we pursue Social Enterprise? Please have questions ready for the panel – your participation helps us! Reviewing terms and legal forms Examples of success Panel Discussion

10. These businesses are all related to TROSA ’s mission While not all of these training programs provide direct revenue, they all teach residents valuable skills. Every resident contributes to TROSA ’s success every day.

24. Jeff Stern http://www.jeffstern.org will have links to this presentation on slideshare plus my email, twitter, etc. Email me at TROSA using jstern@trosainc.org or see http://www.trosainc.org Thanks for your time today. If you want to get in touch: Marty Martin, JD MPA Martin Law Firm, Counsel for Nonprofit, Tax-exempt and Social Enterprise Organizations [email_address] www.martinlegalhelp.com Blog: thenonprofitmentor.com Dan Moore The Redwoods Group Chief Marketing Officer [email_address] http://www.redwoodsgroup.com/ Blog: http://blog.redwoodsgroup.com/ The Redwoods Group – Serve Others

25. Really? No more questions? In that case, we have some slides that talk about the business planning process for social enterprise in nonprofits…

27. Phase 1 - Exploration Four Areas for Risk/Reward Analysis 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” 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?

28. Phase 2 – Design and Development First, Identify Your Assets… Brainstorm first – feasibility comes later! 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?

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

31. Determine feasibility before creating a business plan

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