Succeeding at Social Enterprise E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 399

Veröffentlichungsjahr: 2010

Beschreibung

From the Social Enterprise Alliance, the organization dedicated to building a robust social enterprise field, comes Succeeding at Social Enterprise. This practical guide is filled with the best practices, tools, guidance, models and successful cases for leaders (and future leaders) of social ventures and enterprises. A groundbreaking work, it brings together the knowledge and experience of social enterprise pioneers in the field and some of today's most successful social entrepreneurs to show what it takes to implement and run an effective social venture or organization. Succeeding at Social Enterprise focuses on real life examples, lessons learned and the core competencies that are needed to run a social venture in a nonprofit, highlighting such skills as managing and leading, business planning, marketing and sales, and accounting. Praise for Succeeding at Social Enterprise "This is a must read for anyone starting or growing a social enterprise. The lessons learned offer valuable, practical and real insights from pioneers in the field. The frameworks and tools presented can be implemented immediately to help drive success and expand your social impact." --KRISS DEIGLMEIER, executive director, Center for Social Innovation, Stanford Graduate School of Business "By successfully weaving together the best thinking and advice from a diverse set of our field's leading experts and practitioners, Succeeding at Social Enterprise will be the new 'must have' handbook for Social Enterprise."--JED EMERSON, www.BlendedValue.org "This is a timely book needed for a movement that's taking off. The leading thinkers and top practitioners in this book make today's pressing issues clear to both the novice and the expe-rienced social entrepreneur."--KEVIN JONES, founding principal, Good Capital "Written by the nation's leading experts on starting, building and leading a successful social venture, this book is a profoundly important contribution to the growing body of literature on social entrepreneurship. No other book brings to bear this kind of business experience, practi- cal advice and wisdom on the challenges of creating and sustaining a social enterprise." --DAVID ROLL, founder, Lex Mundi Pro Bono Foundation The Social Enterprise Alliance is advocate for the field, hub of information and education, and builder of a vibrant and growing community of social enterprises.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Foreword

MAKING CHANGE THE PRODUCT YOU SELL

Introduction

PART ONE: STARTUP AND STRUCTURE

PART TWO: METHODS

PART THREE: LEADERSHIP

PREFACE

PART ONE - Start-Up and Structure

chapter ONE - Aligning Mission and a Social Venture

CASE STUDY: FROM $18,000 TO $10 MILLION IN FIFTEEN YEARS

CRITERIA FOR ALIGNING MISSION WITH BUSINESS IDEAS

CONCLUSION

ABOUT THE AUTHOR

chapter TWO - Doing Good Versus Doing Well

GUIDING PRINCIPLES

PRACTICALITIES BEYOND PRINCIPLES

MISSION LEVERAGE

ABOUT THE AUTHORS

chapter THREE - Business Planning for Enduring Social Impact

ITNAMERICA—USING BUSINESS PLANNING TO HELP REPLICATE A FLAGSHIP PROGRAM

THE PROCESS OF BUSINESS PLANNING

CONCLUSION: BUSINESS PLANNING ACCELERATES SOCIAL IMPACT

ABOUT THE AUTHOR

chapter FOUR - Aligning Staff and Board Around a Venture

RUNNING WITH AN IDEA

LESSONS LEARNED

HAVE FUN

ABOUT THE AUTHORS

chapter FIVE - The Life Cycle of Social Enterprise Financing

CONCLUSION

ABOUT THE AUTHORS

PART TWO - Methods

chapter SIX - Product or Service Development

WHAT’S DIFFERENT ABOUT PLANNING A SOCIAL ENTERPRISE?

CASE STUDY: GROWING A GREEN BUSINESS

LESSON LEARNED: FOLLOW A STRUCTURED PROCESS

LET MISSION DRIVE ENTERPRISE

ABOUT THE AUTHOR

chapter SEVEN - Image, Advertising, and Communications

AN IMAGE MUST BE GROUNDED IN REALITY

LESSONS LEARNED: LEARN ADVERTISING BY TRIAL AND ERROR

IMAGE BUILDING NEVER STOPS

ABOUT THE AUTHOR

chapter EIGHT - Generating Sales Through Great Customer Service

BUILDING A BUSINESS ON EXEMPLARY SERVICE

TWO CUSTOMER SERVICE LESSONS

SALES MAKE THE WORLD GO ROUND

ABOUT THE AUTHOR

chapter NINE - Advocacy and Social Enterprise

SOCIAL ENTERPRISE ADVOCACY: MORE THAN A FUNDING STREAM

ABOUT THE AUTHOR

chapter TEN - Innovation and Technology Strategies

LESSON 1: DON’T GO IT ALONE

LESSON 2: MAKE YOUR SERVICE CONVENIENT AND RELEVANT

LESSON 3: FOCUS ON “WHAT,” NOT “HOW”

LESSON 4: ASK YOUR CUSTOMERS WHAT THEY WANT

LESSON 5: TRUST THE DATA—AND MAKE THE CHANGE!

CONCLUSION

ABOUT THE AUTHORS

chapter ELEVEN - Building a Performance Measurement System: Using Data to ...

CASE STUDY: HOW PERFORMANCE MEASUREMENT INCREASED SOCIAL IMPACT

THE ROLE OF THE PERFORMANCE MEASUREMENT SYSTEM

MAKING A COMMITMENT: WHAT TO CONSIDER BEFORE STARTING TO MEASURE

FIVE-STEP PROCESS TO BUILD A PERFORMANCE MEASUREMENT SYSTEM

REPORT CARDS: MAKING AN EXTERNAL COMMITMENT TO SELF-IMPROVEMENT

CONCLUSION: PERFORMANCE MEASUREMENT AS AN ESSENTIAL TOOL FOR ACCELERATING ...

ABOUT THE AUTHOR

chapter TWELVE - Value Versus Waste Leaning the Enterprise

ENTER LEAN

THE LEAN TOOL BELT

THE LEAN SOCIAL ENTERPRISE

ABOUT THE AUTHORS

PART THREE - Leadership

chapter THIRTEEN - Good Board Governance Is a Good Business Practice

A CAUTIONARY TALE

A TALE OF RECOVERY AND SUCCESS

BOARD EFFECTIVENESS ADDS VALUE

GOOD GOVERNANCE AND SOCIAL ENTERPRISE

ABOUT THE AUTHOR

chapter FOURTEEN - Leading Change

CASE STUDY: CONVERTING COSTS TO PROFITS

LESSONS LEARNED

LEADING CHANGE FROM THE INSIDE OUT

ABOUT THE AUTHOR

chapter FIFTEEN - Leadership Succession

CASE STUDY: LEADERSHIP SUCCESSION AT JUMA VENTURES

LESSONS LEARNED

CONCLUSION

ABOUT THE AUTHOR

chapter SIXTEEN - Scaling Back or Shutting Down the Venture

CASE STUDY: CLOSING A RESPECTED SOCIAL ENTERPRISE

CONCLUSION

ABOUT THE AUTHORS

INDEX

Praise for Succeeding at Social Enterprise

“This is a must read for anyone starting or growing a social enterprise. The lessons learned offer valuable, practical and real insights from pioneers in the field. The frameworks and tools presented can be implemented immediately to help drive success and expand your social impact.”

—Kriss Deiglmeier, Executive Director, Center for Social Innovation, Stanford Graduate School of Business

“By successfully weaving together the best thinking and advice from a diverse set of our field’s leading experts and practitioners, Succeeding at Social Enterprise will be the new ‘must have’ handbook for Social Enterprise.”

—Jed Emerson, www.BlendedValue.org

“This is a timely book needed for a movement that’s taking off. The leading thinkers and top practitioners in this book make today’s pressing issues clear to both the novice and the experienced social entrepreneur.”

—Kevin Jones, Founding Principal, Good Capital

“Written by the nation’s leading experts on starting, building and leading a successful social venture, this book is a profoundly important contribution to the growing body of literature on social entrepreneurship. No other book brings to bear this kind of business experience, practical advice and wisdom on the challenges of creating and sustaining a social enterprise.”

—David Roll, Founder, Lex Mundi Pro Bono Foundation

Copyright ⓒ2010 by Social Enterprise Alliance. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Includes index.

eISBN : 978-0-470-60875-3

1. Nonprofit organizations. 2. Nonprofit organizations-Management. I. Social Enterprise Alliance. HD62.6.S’48—dc22

2009054088

HB Printing

FOREWORD

MAKING CHANGE THE PRODUCT YOU SELL

I remember it as if it were yesterday.

I’m sure my father thought it was going to be a Hallmark moment—where he, a Marine Corps officer and jet pilot, offered sage advice to me, his wayward son. His tone contained the perfect mix of concern, sincerity, and love. His arms were dutifully draped over my shoulders. Our eyes connected as he delivered his message . . . no doubt intended to help me avoid the disappointment of the dead-end he assumed that pursuing my “life’s dream” would lead.

It didn’t quite work out that way.

That father-son moment took place at one of the crucial junctures of modern American life—the day before I was to graduate from high school. In my heart, I knew the old man was trying to guide me, but at that moment, in May of 1976, as I balanced between being a pseudo-hippie and a proto-punk, his comment stung like the first line of a hurtful haiku.

“Son, you should be a salesman.”

My response was instantaneous, and as if completing the poem, I retorted;

“Old man, are you nuts? I’m going to change the world!”

You see, changing the world had been my life’s ambition since I was twelve, when my mother and I watched the movie Casablanca together. From the moment I first saw Rick’s American Café, it was ordained—I told everyone who would listen that I was going to open the greatest nightclub in the world.

What my father didn’t understand was that I was not interested in selling liquor for my keep or clumsily challenging authority with dangerously loud rock and roll music: my vision was to build a stage, and then use that stage to produce shows that would act like a beacon and guide my prodigal peers to the Promised Land.

This idea may have crystallized when I saw Rick’s, but the vision had been percolating during the course of growing up in the 1960s.

I had turned ten in June of 1968, just a week before Bobby Kennedy was murdered and just two months after an assassin’s bullet had taken Dr. King’s life in Memphis. In the weeks and months that followed, I watched as those terribly turbulent times were tempered by the power of music. I witnessed how Kennedy and King’s shared dream of an America unencumbered by racial, generational, or gender divides was made manifest, briefly, yet gloriously . . .at high school gym dances, on TV shows like American Bandstand and Soul Train, and in my own home.

Through the music of the Beatles, the Temptations, Marvin Gaye, the Jackson 5, and the Rolling Stones, I found common ground with my classmates and my parents as we, for the first time, began to share a musical culture. From the rollicking, reckless abandon of Little Richard, which my father, a Vietnam vet adored, to the powerful life stories that Johnny Cash, the Man in Black, sang to men locked up in San Quentin, to Simon and Garfunkel . . .music would help my family, and millions of others, come together and cross that bridge over the decade’s troubled waters.

Six years later, following that conversation with my father, I lay in bed and dreamed of how a purposeful nightclub in the nation’s capital might use the medicinal power of music to reexplore those ideals and guide people to important conversations that seemed to have been left behind in the 1960s.

The next day, my formal education ended and my life’s work began.

Soon afterward, I got my first job in the “biz” and I followed my nightclub dream for over ten years, learning everything I could about how to run a business that I would use to stage shows that would integrate music, theater, satire, and dance with subtle, yet powerful social messages of equality, opportunity, and unity. I worked from one side of the coin to the other, from sweaty, seedy punk clubs and sophisticated, swanky supper clubs . . .and during that run, I was lucky enough to meet some of music’s greatest performers. From the Ramones to Mel Tormé, from Prince to Sarah Vaughn, I saw all the rebellious heroes of my youth as well as the giants of jazz. All the while, I was fashioning a business plan that would show that you could connect music with mission, merge profit and purpose, and change the world by the way you ran a business. I wanted my nightclub to prove a point and counter the canard that my generation had to choose between two seemingly divergent career paths—either making money or making a difference. I wanted both.

Then I made a fateful mistake: I volunteered one night to serve on a truck that served meals to the homeless on the streets of Washington.

I’ll behonest with you. . . .I didn’t really want to do it. I was infact, quite the hypocrite. I could sure talk a pretty good game about peace, love, and understanding . . .but in truth, I had to be dragged kicking and screaming to do something in my own backyard . . .and in doing so, my life was changed.

Not in that I looked into the eyes of a homeless person that night and, like the biblical Paul, had to heed a spiritual call to abandon the wanton life. Rather, I made the mistake of asking how the group managed the business of “feeding the poor.”

I found that the group I was reluctantly volunteering with had purchased all the food they served that night from one of D.C.’s priciest grocery stores. That got me thinking about the food-service industry I had grown up in, and how we collectively threw out countless tons of good food each night . . .not out of avarice, but for the lack of a health-code-approved alternative.

But what really caught my attention was when we pulled up to our first stop that night, across the street from the State Department, and I saw a line of men and women standing in the rain, waiting for us to arrive.

As we took to the task, my initial fears were quickly mitigated and I felt the warm sensation volunteers get when they try to help. But something else happened. As we served the line, I kept hearing the refrain “see you tomorrow night” repeated over and over to men and women who then faded into the mist of our Capitol City, juggling the sandwiches, fruits, and cookies we had handed them. Although feeding folks was right, I realized that we hadn’t done anything to help them off the streets and out of the rain. It was at that moment that I became aware that we had, with love in our hearts, set these men and women upon an endless loop. This model was designed to redeem us, the givers, not liberate the receivers. Therefore, nobody was truly being served. We had all become stuck in a cycle that would be repeated the next night and the next night, and the next.

That’s when I felt compelled to be part of changing that system.

By the time my wife, Claudia, and I had arrived home that night, I had the rudiments of a business plan worked out. And as crazy as this might sound, my idea was pretty darn simple—to use the same business model as FedEx, only use it for food.

The only problem was selling the idea.

A week or so later, I called together the very groups that had been taking turns buying food, cooking, and serving it, and I proposed my idea—if they collected food from the restaurants, hotels, and caterers and brought it to a central kitchen, then they could feed more people better food for less money. But more important, if you offered the same people being served a chance to enter a culinary training program, the line could be shortened by the very way the food was prepared and served while also “repaying” the food donors with access to qualified, entry-level employees. Everybody wins. BINGO.

To be honest, I kind of half expected to be offered the “Volunteer of the Year” award. But to my surprise, the very people who I’d assumed would flock to my idea actively tried to shoot it down.

“It’s illegal for restaurants to donate food—the health department won’t allow it,” one said. It wasn’t—they would.

“Even if it isn’t illegal, restaurants or hotels won’t do it,” chimed another. I already had thirty high-profile food businesses signed up.

Then I heard the kicker.

“We know you mean well, but you can’t train the homeless.”

I was shocked. And when the shock wore off, I got angry. Then I decided to do something about it.

As if triple-dog-dared, I set my nightclub dream aside temporarily to show them that not only could this idea work, but it could work in a way that would challenge and ultimately change the entire way we thought about serving our community.

And it did. I used every trick I had learned from running nightclubs and applied it to feeding the “homeless.” Little did I know that what I had learned about staging shows could be applied to the nonprofit sector, so much so, in fact, that when I launched my budding social enterprise, I never looked back.

For the past twenty years, the DC Central Kitchen has safely collected tons of diverse food donations each and every day, which is brought back to our kitchen (in the basement of the biggest homeless shelter in America), where we produce and then distribute forty-five hundred balanced meals to partner agencies. Men and women out of prison, addiction programs, or homeless shelters, who are enrolled in our twelve-week culinary arts training program, do the cooking while also managing volunteers. Since we opened on Inauguration Day in 1989 (George Bush Sr. was our first donor), we have distributed twenty-two million meals (which have saved partner agencies and the city tens of millions of dollars) and helped over seven hundred men and women find full-time work (where they have contributed millions in taxes). More importantly, close to twelve thousand people volunteer at the Kitchen annually, and then take our mantra that “Waste is wrong, whether it be people, food, or money” out the door with them and back home, where they can reinterpret it in their own communities. Now there are community kitchens like ours in cities across America, multiplying its effect and boldly challenging the status quo.

But that is only 49 percent of what we do. Our real job—how we spend 51 percent of our time—we want to sell an even bigger theory: one that defies recessions and could even help restore our ailing country’s economy. We want to challenge the very concept of charity in America. We want to usher in a new economic era. We want Capitalism 2.0.

Which brings me back to my father.

Turns out the old man was right. I am a salesman. In fact, I am one of the best.

For twenty years, I have used the Kitchen as a front for my real work—to sell people a higher level of freedom.

Sure, it is about freedom from hunger and unemployment . . .but why stop there? I wanted to take that notion even higher and propose a way in which we could free ourselves from the need for traditional charity—to make charity an antiquated concept.

To do that we have launched numerous social enterprises—from frozen meals we sell in grocery stores, to a full-service catering company, to a sustainable produce distribution business, to street food carts. These businesses take our message outside of our four walls. And whether they are frequented by loyal friends or visiting tourists, or profiled on Oprah or in the Financial Times, they are showing people, in the simplest terms, that in the smallest forms of commerce, lie the keys to economic freedom.

Take our newest social venture: Capital Carts. When you buy one of our signature sandwiches down at the corner of Ninth and F Streets, right across from the Spy Museum, you are affecting change in five powerful ways. You support a new gradate who is working toward owning the cart. You support other graduates who work at Fresh Start, our catering company, where employees prep the food sold on the cart and start at $13 an hour with full benefits. Any profit that Fresh Start makes goes back into the very training programs that prepare millions of meals while helping the next class of trainees get the skills they need to own their own futures. And because we purchase most of our ingredients locally, you also support local farmers. And all you had to do was buy a delicious, healthy, affordable lunch!!!

But here’s the catch . . .our version of success isn’t more carts, although that would be cool. No, we use this strategically located cart to generate press, which elevates that five-star idea and model for change. THAT is the goal. We want people to read about this effort or see it on the news and say to themselves, “Wow, can a nonprofit do that . . .and if they can, how can I help . . .and if this keeps a person out of jail and paying taxes, there should be more . . .and if I can get results like that by buying lunch, why can’t ALL my purchases do the same thing?!?”

And that offers intellectual freedom, which is what I really seek to sell. I want to break down the barriers people have, so that they see powerful new ideas, and realize the role they can play in making them a reality.

To cut to the chase—my Pop was right about me, but there is a huge difference between a salesperson and a social entrepreneur.

When I go to work, I’m not selling the Kitchen, even though I think it rocks.

When I ask for money, my goal isn’t to build a bigger Kitchen, even though it could be a nice alternative to the cramped quarters we’ve long called home.

Nor is my goal in attaining media attention to take the Kitchen “to scale,” even though we’ve helped those other cities develop a similar model.

No, I’m a social entrepreneur. I’m not selling the Kitchen. I’m selling an idea. I’m selling freedom. I’m selling the future. The Kitchen is but one example of a business model that can take us there.

Some of you who bought this book are like me, born entrepreneurs. Some will have already opened one or more social enterprises. Others may have recently retired from a life of running traditional businesses, and may be considering opening a social enterprise as an encore career. Others will just be entering the workforce, looking for a way to make money, while not only doing no harm, but making your community, our country, this shared world a better place. Right ON. That’s a powerful, game-changing idea. Follow it with audacity, innovation, and passion.

But what I hope you will take from this book is the knowledge you will need to help create a moment in the collective conscious of our communities, this country—and indeed the world—a moment when people clamor not for a few successful products, but when they realize that the most sustainable and effective philanthropy of all will be in how they choose spend their money every day. This is the 14K gold lining of our movement—the alchemy happens when pennies become power, and money and meaning generate sustainable social change.

Mahatma Gandhi, Dr. King, and César Chávez showed, through the boycott, that mere pennies had power. They offered conclusive proof that if the poorest people didn’t buy salt in India, ride the bus in Montgomery, or buy table grapes in stores—the power, no matter how big in outward appearance, would shift.

Social enterprise takes that idea a step further, creating, if you will, a twenty-first-century alternative—the boycott—which rewards businesses that put community interest above individual gain, and incentivizes others to follow suit.

If your social enterprise can show everyday people, from the richest to the poorest, that every purchase has the power to liberate, then you will join the ranks of those great leaders who dared us to dream.

People will tell you it can’t be done. It can. Others will say it’s naive to try to change the world. Believe that you can. Step up to the plate. Be bold. Spread the word. We need you. The time is NOW.

Robert Egger President, DC Central Kitchen/V3 Campaign November 2009

INTRODUCTION

Social enterprises may seem like a new beast, but they aren’t. From Goodwill Industries to newspapers written, printed, and sold by homeless people, to vocational services for people with disabilities, the notion that one can produce a social benefit, produce good products, and earn some income is not new. What is new is a systematic body of literature to help nonprofits explore and develop social ventures. Succeeding at Social Enterprise: Hard-Won Lessons for Nonprofits and Social Entrepreneurs is an important step in that direction. Some twenty authors contributed to this book—all of them social entrepreneurs willing to reflect on their successes and failures, extract lessons learned, and share those with you in the hope that you might benefit from their experience, gaining from the good and the bad. It’s yet another contribution to social good produced by their generous hard work.

Social enterprises are at least partly businesses, and one would think that standard business practices would help them succeed. In some cases that is true. Yet social enterprises are most often hybrid animals. Some use volunteers. Some are accountable to volunteer boards whose members bring diverse business acumen—from zero experience to Fortune 500 experience. Social enterprises push themselves to operate in an entrepreneurial fashion while accomplishing the charitable goals of the organizations that house them. They are embedded in organizational cultures born of a covenant to deliver a public benefit, often at personal sacrifice. These dynamic tensions make social enterprises wily beasts that require special care. The authors who contributed to this book have deep and lengthy experience in tending these unpredictable beasts; more than one author here has been bitten and has the scars to show for it!

The chapters in this book move gradually from the issues surrounding the start-up and structuring of a nonprofit social venture, through the techniques of creating, marketing, and selling services and products, to some of the managerial issues such as technology and performance management, through leadership issues from change leadership to the painful questions surrounding service reduction or shut down. Hence, the book is structured in three parts—Part One: Startup and Structure; Part Two: Methods; and Part Three: Leadership. Most chapters include one or more case examples, from which the authors derive lessons to help readers in their own nonprofit business venture. You may start at the beginning and read through the end, or start with the chapter that promises to answer your most pressing questions.

Here is what you can expect to gain from each chapter.

PART ONE: STARTUP AND STRUCTURE

Chapter One: Aligning Mission and a Social Venture

Mission is the heart of a nonprofit. Unless a nonprofit’s social venture is truly aligned with its mission, the venture is just another business, albeit one owned and operated by a nonprofit entity. True social ventures aim to do more with their fee-based services than generate profit. They aim to generate a social return on their investment. And that’s what author Keith Artin teaches in this chapter. Artin is chief operating officer of TROSA, an innovative, multiyear residential program that helps substance abusers become productive, recovering individuals by providing comprehensive treatment, work-based vocational training, education, and continuing care. Founded in 1994, TROSA generates revenue through several businesses, including lawn care, moving, catering, furniture, custom framing, and holiday sales. TROSA’s client-workers are involved in all levels of the business, learning valuable and transferable work skills even as they improve their recovery skills and help TROSA continue its operations. This chapter helps you see how the alignment of mission, the organization’s unmatched understanding of its clients’ needs, and carefully selected business opportunities can create win-win-win results.

Chapter Two: Doing Good Versus Doing Well: Balancing Impact and Profit

A social enterprise needs both mission and margin to be successful. Of course, those two drivers are often in conflict. Authors Kevin Lynch and Julius Walls, Jr., argue that this tension is valuable: it pushes you, your staff, and your organization to work to your very best while grappling with numerous paradoxes. The authors offer a template for developing guiding principles that help you continually rebalance this tension, and show you how these principles have been applied in real life to the great benefit of clients and consumers. Lynch is president of Rebuild Resources, a $2 million nonprofit that serves chronic addicts in St. Paul, Minnesota. Walls is chief of staff for Greater Centennial AME Zion Church in Mount Vernon, New York, CEO of Greyston Bakery (a social enterprise), and a professor at New York University (NYU).

Chapter Three: Business Planning for Enduring Social Impact

How does one write a business plan that shows both financial and social impact? How does a social enterprise show its funders that there will be an enduring positive outcome as well as an enduring organization? Author Andrew Wolk consults with nonprofits, businesses, and government agencies to help them find innovative solutions to social problems. In this chapter, he presents a four-step planning process to help your organization accelerate its social impact. The process addresses concerns such as financial sustainability, organizational capacity to implement social impact strategies, and risk mitigation. This chapter will be especially useful for organizations considering whether and how to embark on a social impact business.

Chapter Four: Aligning Staff and Board Around a Venture:Sometimes It’s Best to Ask for Forgiveness Rather Than Permission

Wendy Baumann and Julann Jatczak founded Coffee With A Conscience in 1996. It began as a coffee kiosk at the Milwaukee Public Library, and now has two locations, caters events, and sells whole beans. Its full-time manager and six staff deliver impacts of global awareness, economic sustainability, and environmentalism while serving up fair trade organic coffee, purchased from women-owned microbusinesses. Coffee With A Conscience is housed within Wisconsin Women’s Business Initiative Corporation (WWBIC), a statewide microcredit organization, and an important part of the story is how the authors generated the energy for an upstart start-up within a larger organization. Baumann and Jatczak credit their success to several aspects: seeking unexpected opportunities, ensuring that the core business is in order, asking for forgiveness rather than permission, finding board champions, and having fun with the business. Nonprofits interested in starting a microbusiness within a larger agency will find excellent advice in this chapter.

Chapter Five: The Life Cycle of Social Enterprise Financing

A nonprofit venture can’t go anywhere without access to capital. Moreover, it needs different kinds of capital from different sources at different points in its life. Typically, ventures move through four stages: start-up, establishment, expansion, and maturity. Authors Jeannine Jacokes and Jennifer Pryce explain these stages, the challenges at each, and how the right kind of funding can help the venture succeed but the wrong kind can threaten survival. Just as important, they explain where to find the right kind of capital to succeed at any given phase. They argue persuasively that success or failure in social enterprise depends on your ability to manage these ever-changing life cycles. Jacokes is CEO of Partners for the Common Good, which works with Community Development financial institutions to finance a variety of projects. Jennifer Pryce is senior investment officer at Calvert Foundation, where she oversees its social enterprise portfolio and other social investments.

PART TWO: METHODS

Chapter Six: Product or Service Development

Any start-up—for-profit or nonprofit—is risky. The same goes for the development of new products or service lines within a nonprofit. The reality is that many will fail; hence the need for good planning processes that mitigate risk and help you sort and pick the most feasible business ideas. Author Mark Loranger profiles his own experience as president and CEO of Chrysalis, a Los Angeles workforce development agency that helps homeless and economically disadvantaged people become self-sufficient through employment services and opportunities. The five-step process he describes here ties the organization’s mission to possible earned income strategies and then helps the organization pick the best candidates for development.

Chapter Seven: Image, Advertising, and Communications

“If you build it, they will come,” may have sounded great in Field of Dreams, but nonprofits often learn the hard way that the advice was offered by a writer, not a business builder. In this chapter, Martin Schwartz, president, Vehicles for Change, shows how his organization created a strong brand image by offering great products and customer service. He followed that up with an advertising and media campaign to bring in more customers. A great and needed product, excellent promotion, and top-notch service is still the best formula for business expansion. Schwartz has initiated half a dozen social ventures, including Freedom Wheels, which provides reliable, affordable used cars to customers and worthy families, generating more than $2 million in revenue.

Chapter Eight: Generating Sales Through Great Customer Service

Generating sales revenue while generating good work is the holy grail of social enterprise. In this chapter, you learn how great customer service leads to both outcomes. Author Martin Schwartz (who also wrote Chapter Seven) shows how his organization built great customer service via an in-depth examination of the competition, price, the target market, analysis of cost of goods sold, and a deep understanding of the market. For his organization, this means delivering a good quality car at the right price with a great warranty in a way that always leaves the customer happy—even when the car doesn’t work out quite right. The great lesson of this chapter is that when you treat customers well and address inevitable problems with good cheer and honesty, you build the kinds of relationships that generate an ever-growing customer base.

Chapter Nine: Advocacy and Social Enterprise

This chapter makes the case that social enterprise is about social change. Lasting social change often requires a comprehensive shift in the systems that create the problems that nonprofits arise to treat. Because a network of laws, regulation, and enforcement create maintain systems, advocacy is the way to change them. Author Charles King is founder and president of Housing Works, Inc., which provides housing, health care, mental health services, chemical dependency services, legal advocacy, and job training and placement for homeless men, women, and children living with HIV/AIDS. The organization operates on a $45 million budget, one-third of which is earned income. King argues persuasively that advocacy must be a part of social enterprise efforts.

Chapter Ten: Innovation and Technology Strategies

MissionFish, now more than a decade old, launched itself as the solution to the challenge of in-kind donations. The organization developed an online environment where donors could offer in-kind services and goods to nonprofits and where the nonprofits could auction the donation and convert it to a cash one. But any technology-based enterprise faces the reality of rapidly changing platforms, methods, and improvements. In this chapter, MissionFish leaders Sean Milliken, Clam Lorenz, Oktay Dogramaci, and Nannan Chen share five strategies that have helped them stay on top of the best benefits of ever-changing technology: (1) don’t go it alone; (2) make your service relevant and convenient; (3) focus on “what,” not “how”; (4) ask your customers what they want; and (5) trust the data and make the change. Though every enterprise differs, the strategies make sense whether yours is a low-tech, high-touch one or, like MissionFish, enabled by the newest online and database technologies.

Chapter Eleven: Building a Performance Measurement System: Using Data to Accelerate Social Impact

Social impact organizations need to know whether they are really making a difference. This chapter shows how a performance measurement system can help an organization get a clear picture of its progress toward goals and mission, understand how to analyze its data for organizational strengths and challenges, use data to fuel continuous improvement, demonstrate performance improvements, and show funders why they should continue to invest in the organization. Andrew Wolk (who also wrote Chapter Three) is founder of Root Cause, an organization focused on advancing innovation in the nonprofit sector. The five-step process presented in this chapter, in combination with the case study, will help your organization understand how to accelerate social impact.

Chapter Twelve: Value Versus Waste: Leaning the Enterprise

Successful social enterprises need to learn to function leanly—to get the right things done with a minimum of waste. This chapter shows that lean operations contribute to social good. Various tools can help the organization become more efficient—so long as those tools are customized by the organization for its specific environment. This chapter introduces three techniques to help the organization become more lean in ways that fit the organization’s unique profile: value-stream mapping, which looks at the processes of the organization; Kaizen, a Japanese method that emphasizes a continuous stream of incremental improvements; and 5S, which is a systematic method for removing clutter and thus exposing areas where waste may occur. Authors Kevin Lynch and Julius Walls, Jr. (also authors of Chapter Two) have extensive experience with these methods.

PART THREE: LEADERSHIP

Chapter Thirteen: Good Board Governance Is a Good Business Practice

When a traditional nonprofit starts a social enterprise, the board has to grapple with how to create a culture that maintains the organization’s strong, mission-centered core, that minimizes risk, and that still encourages the entrepreneurism that marks a successful enterprise. Author Sonia Pouyat has more than twenty-six years’ experience as an executive director, fifteen of them with kidsLINK. Her cautionary tale of the failure of IMPACS, a social enterprise, focuses on the board’s role and five key mistakes it made. Her story of board success at the Canadian charity Notre Dame of St. Agatha helps illuminate the factors that contribute to board effectiveness. Readers of this chapter who lead social enterprises will want to be sure their board members study both stories carefully.

Chapter Fourteen: Leading Change

Goodwill Industries of San Francisco, San Mateo, and Marin Counties had a problem: people were dumping their old computers at their pickup sites. Goodwill had to dispose of the computers, a costly endeavor. But the organization found a way to convert the cost center into a profit center—certainly a dream for any self-respecting social entrepreneur. Author Deborah Alvarez-Rodriguez tells the story of how she facilitated this change and the lessons she learned about budgeting time to think and plan, changing the organizational culture, prioritizing internal communications, and about the leader’s role in staying out of the way of creative staff. The lessons learned will benefit the executive wishing to lead her organization toward a new enterprise. Of course, the story of the conversion of a cost center to a profit center is an inspiration for any social entrepreneur.

Chapter Fifteen: Leadership Succession

Unless handled carefully, leadership succession puts an organization at risk. This is especially true in social enterprises, which often rely heavily on the leader’s energy and a small cadre of talented staff. The loss of such a leader can rob the enterprise of knowledge and competitive advantage. In this chapter, Jim Schorr profiles cases of leader succession at Juma Ventures, a prominent social enterprise organization in San Francisco. Schorr, professor of management at Vanderbilt University Owen School of Management, succeeded the founder at Juma and then paved the way for his own successor. He shares lessons learned about managing the time line of leadership succession, mining the opportunities in transition, maintaining continuity during transition, the role of the departing executive, and how to communicate during a transition.

Chapter Sixteen: Scaling Back or Shutting Down the Venture

Many start-up businesses fail in their first years; it is expected. But what does this mean for a nonprofit that enters a social enterprise? Nonprofits are notoriously risk averse, and the idea of accepting program reduction or shutdown flies in the face of nonprofit culture. This chapter covers the high-profile closure of a respected United Kingdom charity, One Plus: One Parent Families. Authors Gerry Higgins and James Finnies of CEiS, a social enterprise business support agency, explain how the shutdown occurred and how impacts on service recipients, staff, and others were minimized. Their case study reveals lessons about mistakes made at the governance level, by staff, and by One Plus’s commissioners and funders. Though the lessons are painful, the story of successful transfer and maintenance of mission-oriented services is one that all organizations looking at reductions need to consider.

Readers who have been part of the nonprofit world for some time—as well as their colleagues in the private sector—may be excused if they have some doubts about the use of words such as “enterprise,” “venture,” and “entrepreneur” in the same sentence as “nonprofit.” In this book, they’ll find ample evidence that the nonprofit sector, and private, for that matter, are filled with highly creative and energetic entrepreneurs, willing to place time, treasure, and talent in the service of social good and nonprofit profit. Enjoy the stories.

PREFACE

Different periods in human history have given rise to new innovations that then became incorporated into the fabric of society. Business is one such institution that began to emerge several thousand years ago starting with barter and trading, and has evolved to its current position of driving the global economy and providing us with an ever-expanding array of goods and services that have elevated our standard of living. Government is another innovation that has progressed through various iterations to the form we’re familiar with here in the United States that provides for many social needs, from national parks to Social Security and many more. Nonprofits as corporations set up to advance social good emerged more recently in the grand scheme of things. Together with government and philanthropy, the nonprofit sector has played a huge role in addressing social needs and challenges, including stewarding the common good and assisting populations on the margin of society. Yet, despite the growth of all these institutions, social challenges have by and large become larger or more entrenched over the past fifty years. To name just a couple of indicators, the United States ranks low among developed nations on scores of educational excellence, we have the highest incarceration rate in the world, and social and economic mobility has remained stubbornly out of reach for a growing underclass in America.

What has become increasingly clear by reflecting on the past couple of decades of growth in the nonprofit sector is that the traditional nonprofit approach to social and environmental challenges is not adequate for resolving those challenges. The scale and scope of the challenges require something different. If we want to go beyond responding to these challenges to actually tackling and reducing their root causes, we must employ a different approach. For example, a homeless shelter and kitchen responds to hunger in a community, but is not designed to reduce the number of people needing food assistance.

Fortunately, courageous and creative people have innovated new approaches to social challenges, approaches that combine a nonprofit mission with the power of business for greater impact and sustainability. These new approaches are represented in established social enterprises that have broken new ground that others may follow. In many cases, these leaders, working in all mission areas and sectors from human services to education, from community development to the arts and everything in between, have honed their innovative approaches for two or three decades now. This book brings you the best learning and advice from these innovators. In the following chapters you’ll benefit from their mentoring on all aspects of operating a social enterprise.

The lessons learned, the tips and advice provided, can help existing or new social enterprises be more successful. The hard-earned knowledge shared by our contributing authors, selected from social enterprises across the country, will help speed the uptake of best practices, so that more social enterprises can successfully tackle and fully address more of our social challenges. The social enterprise approach goes beyond helping mission-based organizations to be more financially sustainable. The mission-based purpose of these enterprises, whether it is social or environmental or a combination, complemented with powerful business techniques, represents a new way of organizing and building communities that is much needed to help generate a society that works better for more people. Social enterprise is an innovation that is destined to grow and evolve into a powerful sector, and this book makes an important contribution to the establishment and maturation of this relatively new discipline. I hope you enjoy and benefit from the wisdom offered in the following chapters.

The wisdom contained in the following chapters was generously contributed by Social Enterprise Alliance members, and I’d like to thank all of these leaders for sharing their expertise. Thanks also to Vince Hyman, who played an invaluable role in coaching the contributors and shaping the final manuscript.

Kris Prendergast President and CEO Social Enterprise Alliance Washington, D.C.

PART ONE

Start-Up and Structure

chapter ONE

Aligning Mission and a Social Venture

By Keith B. Artin, Chief Operating Officer, TROSA, Inc.

For some, the idea of starting a social venture may seem like an exciting new frontier, something that energizes an organization and brings with it the promise of greater social impact or financial freedom. For other people, it is something they feel pressure to pursue—they see others realizing success with social ventures and don’t want to be left behind. And then there are those who simply view it as part of doing business. But regardless of the perspective, the alignment of a social venture to an organization’s mission must be considered. In the case of nonprofit organizations, there may be legal and tax reasons for this, but it goes beyond that. Getting swept up in a business opportunity that is inconsistent with your mission can take you away from your main purpose. A new venture can absorb a lot of resources, financial and otherwise, and the organization needs to consider what it hopes to gain and at what cost.

Before we continue, perhaps it is important to clearly define the terms mission and social venture. Merriam-Webster defines mission as, among other things, “a preestablished and often self-imposed objective or purpose.” For the purposes of this chapter, we will assume that the objective or purpose is to have some type of social impact on individuals, communities, or society. A social venture is a business enterprise that also has, as one of its goals, some type of social impact on individuals, communities, or society.

In effect, a social venture is the combination of mission and venture, in varying degrees. The importance and emphasis applied to the different goals of a social venture affect how integrated it should be with mission. Though some ventures may focus primarily on profit, while placing some emphasis on mission, we will be looking at lessons learned and conclusions drawn from ventures where, without ignoring basic business viability, the emphasis is skewed more toward mission. On the surface, it may seem that all organizations would strive for this type of social venture, but striking this balance isn’t always realistic. In some cases, mission or profit may need to be compromised. Deciding what compromises need to be made (and when) is often the challenge.

According to a survey conducted by Community Wealth Ventures in 2003, nearly 90 percent of nonprofits operating social ventures reported their ventures related strongly with their mission.1 The insights that follow will be most relevant to those “high mission” ventures. The goal of this chapter is to help you understand what it means to align the concepts of mission and venture in a way that achieves social good and makes money. But first, let’s look at the journey of one organization—Triangle Residential Options for Substance Abusers (TROSA)—that has consistently achieved such alignment in more than a decade of operations.

CASE STUDY: FROM $18,000 TO $10 MILLION IN FIFTEEN YEARS

My perspective on social ventures is shaped by my experiences over the past seven years with Triangle Residential Options for Substance Abusers. TROSA is an innovative, multiyear residential program that helps substance abusers to become productive, recovering individuals by providing comprehensive treatment, work-based vocational training, education, and continuing care. Founded in 1994 by Kevin McDonald and located in Durham, North Carolina, TROSA has become the largest residential therapeutic community in the state. The program gives individuals an opportunity to rebuild their lives in a structured and supportive environment where they can overcome their addiction, learn new behaviors, and become productive members of society. A 501c3 corporation with all business operations run through a nonprofit corporate structure, TROSA’s revenue in the fiscal year ending June 30, 2008 (including in-kind donations and other philanthropic support) was just over $9.8 million, and the organization has close to fifty staff members.