1. Business planning training for social enterprise start-ups The Graduate Certificate in Social Enterprise Clifford Conway

2. 2 Introduction  Funded by BHCC (2004)  Partnered with BHBCP  Two cohorts 2005/6 21 students  Entry requirement Normally NVQ3 + 2 years relevant work experience  Teaching staff selected had some knowledge of the community & Voluntary Sector.  Guest speakers  The challenge: Avoid producing a generic programme

3. 3 Course content  Literature review  Other courses (NVQ/OCN)  BHBCP  Tutor expertise  Local social enterprises  University validation

4. 4 The Business Planning Literature  The typical social enterprise employs 10 people. 49% employ fewer than 10 people 38% employ between 10 and 49 11% have 50-249 employees and 2% employ more than 250 (IFF, 2005).

5. 5 The Small Firms Literature  Variable usage of business planning 83% Naffziger & Kuratko (1991) 40% Georgellis & Joyce (2000) ‘All decisions revolve around the entrepreneur with little reliance on formal planning…decisions can be swift, opportunistic, instinctive and bold and are rarely committed to paper’.

6. 6 Use of Planning Tools  At an ‘intuitive level’ only Stonehouse & Pemberton (2002)  Only 10% had heard of a PEST  Only 20% had heard of a SWOT Georgellis & Joyce (2000)

7. 7 Why write a Business Plan  Key reason: To attract investment or debt funding (Hodgetts and Kuratko, 2001; Tapinos et al., 2005; Burns, 2007)

8. 8 Barriers to planning  Lack of time  Lack of marketing expertise  Lack of financial skills  Not considered relevant Kirby (2003)

9. 9 Social Enterprise Planning  Findings very similar to the commercial sector: Smallbone et al (2001) Bull & Compton (2006) Bull (2007) Chapman (2007)

10. 10 Is Social Enterprise Planning Different?  Social enterprises may be 80-90% similar  10-20% that is different is often the make or break factor.  They have to meet both a financial and a social bottom line which can cause tensions and conflicts many mainstream businesses do not have to face…  The real difference is often found in the organisational culture (DTI, 2002).

11. 11 Is Social Enterprise Planning Different?  Pearce, (2003, p.9) : Social enterprises are not businesses; they are social enterprises. They require social enterprise plans, not business plans. They require support and financing mechanisms which reflect their values.

12. 12 Is Social Enterprise Planning Different?  a social enterprise plan must ‘not only demonstrate that its commercial plan is viable and achievable but also that its social aims are compatible with the business plan and also achievable.  A social enterprise plan will have social performance targets as well as business performance targets.’ Pearce, (2003)

13. 13 Benefits of Business Planning  Clarity of direction  Knowledge of the market place  Strong commitment from stakeholders  Attract investment Dees et al (2001)

14. 14 Distinctive features of social enterprise business plans  The Social Enterprise Value System  Financial Management  Human Resource Management  Legal Issues  Marketing

15. 15 The Social Enterprise Value System  Mission context  Democratic and inclusive decision making  Wide range of stakeholders

16. 16 Financial Management  Sources of funding  Social auditing  Social costs

17. 17 Raising funds?  ‘…where will that first cash injection come from when the business is a social enterprise and there are no personal savings and no property to offer as collateral?  Or if it is a social enterprise entering a new market?  Or doing the sort of business the commercial sector isn't interested in because the margins are too small or too risky?  Or with a client base or location or staff that's just too difficult?  Or because the business model is based on the foolish notion of offering goods or services to people who may have problems paying at all, let alone sufficiently over cost to allow for an attractive return on capital?’ (Phillips, 2006)

18. 18 Human Resource Management  Managing volunteers, part time staff, clients  Appointment of directors and trustees  Managing cultural tension

19. 19 Legal Issues  Legal structures  Ad hoc legal issues

20. 20 Marketing  Marketing the ‘mission’  Marketing and Vulnerable clients  Networking and cooperation

21. 21 Q&A