Jay Rayford of Social Sushi catches us up on all of the changes in his social enterprise. He and his bigger team of four have been the champions of proving out your product through pop-ups! You will hear how they really built a large following before even opening their restaurant. And, after our interview, Social Sushi went on to win $150,000 toward their restaurant because the community was so inspired! And, as usual, we have a great song and Detroit artist for you to close out the show.
This episode has a lot to do with building, construction, restoration and the skilled trades. Jacob walks us through a large part of his journey, how he arrived in Detroit from Los Angeles and how he was inspired to hire men from the neighborhood for the transformation of homes.
Bamboo Detroit Update with Amanda Lewan
Romy catches up with co-founder, Amanda Lewan to hear about the most recent expansion of one of Detroit's hottest hippest co-working spaces. Listen in to some of the secrets of the success including the special nature of the diversity in members and programming.
Detroit Horse Power lifts, heals, and empowers!
David Silver shares an update on all of their expansion in the hearts and minds of the Detroit Youth!
Community partners make his organization strong and talent-rich. Great song by a Detroit artist!
Kids and horses are a great match.
Kresse Wesling updates us on up-cycling used fire hoses and discarded leather for luxury use!
Romy catches up with Kresse Wesling. Kresse shares intimate insights on thoughtful expansion and overcoming those times when other's minimize your work. Great new product line and authentic conversations on social enterprise.
Song included by Detroit artist at end. Fun Fuel by Reece Robertson in Traverse City, Michigan
Amy McIntire joins Romy for an update on the goat farm. Amy shares how the business has evolved from just making soaps and lotions to conservation 'scaping'. Join in to learn how she is putting 'Kids on the Bus' in this great catch up. Great music from another Detroit artist at the end.
Michelle Smart of Bags to Butterflies in Detroit!
Romy interviews Michelle Smart, founder and creator of Bags to Butterflies. Learn how Michelle is empowering women returning from the prison systems to be all that they can be. Transformation and incredible business ideas are moving this social enterprise into possibility.
Listen in to the powerful testimony of a great leader, his overcoming a poor education and his will to push for experiences for the kids in the neighborhoods of Detroit. Hear why Khali has adopted the phrase 'books before boxing.'
This is an incredible story of a true change maker!
The full transcript is available on the site show notes- Use the button 'Full Transcript'
Season 3 kicks of with a great social enterprise out of Chicago's South Loop. Get to know owners Amanda and Brandon Neely and listen how they overcame fears, built community, and decided that free is no good! As they sourced ethical coffee, they built a business and even took on a PRI!
Head over now for full transcript and a great story by clicking HERE
LISTEN HERE to the interview with Henry Le in Hanoi, Vietnam. Henry and team employ the disabled in their photo editing social enterprise.
The music artist at the end is Grace Elizabeth Lee with her song 'Like A Bird.'
Incredible interview with Chris Lambert. Featured artist is Grace Elizabeth Lee with her song, Darling, at the end of the episode. Prepare to be inspired!
Click HERE to head over to the episode and listen to this incredible episode!
Natalie Hazen is excited about her new fund launch that will provide investment capital to skilled trade organizations in Michigan.
Natalie is a resident of Midland, Michigan and plans to oversee the operations in partnership with Impact T3 and Gingras Global. Hazen's inspiration took root when helping to assess organizations such as the Welding Artisan Center in Detroit and Detroit Sewn in Pontiac. As she discovered the capital gap for skilled trade organizations, she began to search for capital pools friendly to this type of manufacturing.
"The reality is that these are not sexy technology companies that can scale and become the next venture capital dream, these are skilled trades such as welding, auto mechanics, industrial sewing, and types of farming and construction. The Michigan employers need the basic and intermediate labor pools but have to outsource to other states. We need to create jobs and I decided I needed to step-up and see if I could help."
Hazen pointedly decided that the potential portfolio companies would need to have three characteristics to apply for investment from the fund:
1) they have to teach and employ a skilled trade
2) the skilled trade must fill a current labor pool gap for Michigan employers
3) the employees must be provided with a time for innovation during their work month
The fund will open in January of 2017 for investor contributions and will be regulated as a 506(b) offering which is only available to accredited investors. The investment ask will be a minimum of $20,000 and will have the option to spread that out over a 4 year period.
Hazen says this will be patient capital meaning that the investors will be unlikely to see any financial returns for the first 5 or 6 years but intends to target a 4% annual average for the member investors.
For more information on this fund, please contact Natalie Hazen at firstname.lastname@example.org
Listen to a great new episode with Ivan Gonzalez on Cross Sector collaboration in social enterprise and impact investing. Ivan discusses how his faith anchors and directs his path as a coach and mentor.
Social Impact Goals!
Part 4 of 8: Hot Spot Quarterly Goal Setting for Social Enterprise
Social Impact Goals!
If you have been following this series, you know that we are hitting four main areas and two subareas within each one. For review, they are:
Today, we tackle Part 4 of 8: Social Impact- Setting the Goals
Setting the Goals for Social Impact
You will need to complete Step Six in Part 3 of 8 to complete this next session of goal setting. Jump back and do it quickly if you haven't yet had a chance.
Pull up your chart from Step Six. Here is an example of one for reference.
In this example, Walking Web Head has all three types of possible and desired social impact. You can see that type organizes it and a unit of measurement is assigned. It is almost impossible to set the goals unless the impact has a type and unit because you must be able to measure and execute. You also have a rough idea of the cost of execution to your organization by assigning a dollar value to the units.
Remembering our process of setting very short term goals in Part 1 of 8, we must select something very small that can be accomplished within the next 90 days. Attempt to consider this goal in the context of how much time and effort it will take alongside the resources needed to deliver it.
Social Impact Goals are the only goals in your organization that will directly oppose your profit.
It is also the area of the goal setting that can quickly become larger than life because it is fun and exciting! We understand that this is the reason you probably started your organization!
So, keeping this in mind, set ONLY ONE goal in this area. Why only one? Because you have seven other short-term goals to accomplish for your overall organization! Yup, this is where almost everyone slides off course. The temptation is strong to 'do more.'
Remind yourself that you will do more if you stay balanced as an organization and you stay open!
Let's look at our example with Walking Web Head. Here were the short term goals selected over the past several quarters:
- -Interview four candidates for employment with learning disabilities
- -Hire one candidate for employment
- -Send ten patches to Ghana children's home
- -Pilot a patch program with one high school freshman at Brain's High School
Are the sample goals measurable? Will they know if they hit them after 90 days? Yes.
Given their target of thousands of patches to send to children, a short-term-goal of sending only ten can seem minuscule, right? What if I told you Walking Web Head likely has already sent over 1900 patches? Now, Walking Web Head is a fictitious company. However, this is how this process happens. Small steps over and over again lead to significant results!
Are you ready to try setting measurable short-term goals for your organizations' social impact? Write them down, and you are now half-way home on your discovery of stepped building blocks for sustainability!
Next Up in the series...
Part 5 of 8: Operations: Staffing
Part 6 of 8: Operations: Processes
Part 7 of 8: Marketing: Promotion
Part 8 of 8: Marketing: Sales
See you next time!
Gingras Global ~ Speaking Truth. Demonstrating Impact. Declaring Life~
Part 3 of 8: Hot Spot Quarterly Goals for Social Enterprise
In this series, we have been tackling four area hot spots in short-term quarterly reporting. As we mentioned, you have to do more than the average bear as a social enterprise. You must be an Olympic athlete to pull off this type of business.
Our focus is on these four areas:
Business: Your Product/Service and Your Customer/Client
Social Impact: Your Measurement Options and Your Related Goals
Operations: Your Staffing and Your Processes
Marketing: Your Promotion and Your Sales
Today, we dive into the vast subject of Social Impact!
Your Measurement Options of Social Impact
For brevity, we will avoid participation in the vast arguments about social impact reporting. There are just as many theories as the millennial. Please keep in mind that everything Gingras Global reports out is from the 'field' or 'street' observations. Therefore, what we are about to suggest is a working model for social impact measurement as of the date of this article.
One more frame to consider. The strategy is set up to further the growth of your social enterprise but also communicate effectively with an impact funder. Goal setting and reporting through only one of the two will prove limited in the long-run.
Social Impact is about tracking and reporting. It is about building credibility for your organization with practical measurement tools.
The great news for you is that there are not a lot of options!
Follow the seven steps below and quickly determine your best measurement options.
Step One: Write down your social mission. This time, instead of keeping it short, let yourself ramble to include as many details and images of the outcome impact you would like to produce. Freethink.
Write down the profile of your social impact beneficiary.
Step Two: Make a list of those details and images of your desired impact outcome. This exercise is re-establishing and anchoring you to your mission. If you have not been challenged by outsiders already, you will be. It is critical that you and your team are firmly rooted in your WHY about social impact. These items in this list of Step Two will be your goal feeder in the next blog.
One last note in this step: Do this every quarter. Don't skip it. If you are transparent with yourself, these may change or tweak slightly over time and it is good! If you do not update them with your exact truth, you will be likely to bend or give yourself permission to not meet them.
Step Three: Run the social impact beneficiary and outcome list by your team. Obtain agreement and make changes before moving on to Step Four.
Step Four: Review the list in Step Two in the context of disagreement. What if a funder or other critical partner does not agree with items on your list? Are you grounded enough not to change them? This is a major factor in your social impact and the place where many bend.
Social Impact, like philanthropy and art, is in the eye of the beholder. You must understand that these details are important to you and your team and may hold little value to another. Or, they may only value a few items on your list and tell you to scrap the rest. Don't do it!
Once you feel comfortable that you and your teammates will stand on your desired outcome list, we now move on to Step Five.
Step Five: Take your agreed upon list of desired impact outcomes. Group them into one of three categories: Resource Sharing, Social Staffing, or Product/Service Impact. Let's break this down:
(a) Did the impact outcome that your organization provided happen because you provided something out of your organization such as money, products, or time? Did you give the beneficiaries a percentage of your revenue or profit? Did you offer a product or service from a buy-one-give-one model? Did you or your team serve your recipient with time? An important note here: Do NOT include any volunteering. ONLY include volunteering or serving that is unique to your social impact beneficiary.
(b) Did the impact outcome generated happen from hiring your intended social impact beneficiary? If yes, then this is social staffing.
(c) Did the impact outcome generate because your product or service has impact embedded within it? Does your product or service generate impact as it is purchased and used?
In general, products or services that have to do with improving health or environmental conditions fall into this category. If this is where your impact is generated, then you must answer one more set of questions:
(i) Is the impact generated upon product production? or
(ii) Is the impact generated upon product purchase? or
(iii) Is the impact generated upon product use?
Review all of the items in your intended social impact outcome list and place them in a grid/table with a category for all three types: Resource Sharing, Social Staffing, Product Impact. In Step Six we will place more items next to each one.
Step Six: Let's do this! Place the possible unit of measurement next to each list item in the grid/table made in Step Five. There is a way to grab a unit of measurement for each list item. Here are some examples:
(a) Resource Sharing Category: units can be dollars and units of products -easy to track. This needs to be tracked from within your organization.
(b) Social Staffing: units can be hours on the payroll, dollars on payroll, dollars paid over a living wage, dollars paid for additional services such as GED classes, etc. Again, this data needs to be tracked within your organization
(c) Product Impact: The first and most important item to track here is the product or service unit. Is it one wheel/sweater/muffin/hour? What is your product or service unit? Write it down here. Again, this information should be tracked within your organization.
All of the items written here so far are your Natural Data. This is data that comes from within your organization; this data is generated from the ordinary processes of running your organization. Knowledge of your Natural Data will be a major key in establishing your credibility. We created a podcast in 2015 on Natural Data. To listen to the podcast, click here.
This new list of natural data is the epicenter of your best social impact reporting and goal setting. You will use this list for many strategies.
-The next area of this blog is attaching a monetary value to your units of measurement. You may not need this for goal setting. We only suggest you tackle it while your pen and paper are out! -
Step Seven: Now we place a monetary value, if available, to the units of measurement. If you have items in the Resource Sharing or Social Staffing areas, go back and place a dollar value per unit item in next to each unit item. It is easy.
The tricky category is the Product/Service Impact category. This dollar valuation often depends on outside information- which is dangerous!
Let's side step for a moment to discuss formulas. A formula is a combination of data to express a relationship. 2 + 4 = 6 or red plus blue equals purple. Both statements are formulas whether they are numerical or text, right? They are both expressing what happens when you put different items together.
Ideally, we only want to use formulas with your own natural data. Why? Because you can always have access to it and it belongs only to your organization which increases the value of your work.
However, when your product or service has embedded impact, you often must rely on someone else's data in addition to your natural data. Furthermore, whenever your are reducing something (air pollution, etc.), you will always rely on some outside data to express relationships.
To assign a dollar value, you may need to source another entities' data. Here is an example: You make a product that keeps people from overheating in the extremely high temperatures, and your target social impact beneficiary is the elderly. Your natural data is how many products you produced. You will need to contact either a group of users for testimony data or an organization that is performing research on this issue. Assume you located a university hospital that has documented the cost of health care/health care related issues due to overheating with this population group. Assume they know that the health care system is burdened by $40,000 of costs per patient that has a body temp over 100 degrees Fahrenheit. Assume they know 1000 patients per year overheat. Assume your product keeps temperatures down below 95 degrees. You see where we are going here?
This is the only way to place a dollar figure on the Product Impact. The most important point here is that you must differentiate between your natural data and outside data and formulas. Obviously, document the source of your outside data/formulas if you are required to report such things.
Now that we have discussed your measurement options, you will be ready to set goals around these choices. In the next blog 4 of 8: Quarterly Goal setting for Social Impact, we will easily set the goals for social impact!
Gingras Global ~ Speak Truth. Demonstrate Impact. Declare Life ~
Part 2 of 8: Hot Spot Quarterly Goals for Social Enterprise
Remembering that your customer is the ultimate investor and promoter!
In Part 1 of 8: Four Hot Spots of Quarterly Goals for Social Enterprise, we covered the four broad areas for short term goal setting the corresponding sub-categories. Use the link to refresh yourself if needed.
Part 1 of 8 addressed the goal setting for Business Enterprise specific to the Product or Service.
Part 2 of 8 covers the second part of Business Enterprise goal setting specific to The Customer.
Before we select the from the possible categories around The Customer, let us take a moment to review the...
Ten steps we will use to set up this short term goal:
Step One: Pick one of the categories above
Step Two: Write a description in no more than two sentences what you want to tackle during the next three months.
Step Three: Ask yourself if it is measurable (i.e. how will you know if you have accomplished this 3-month goal). If not, go back to Step Two.
Step Four: Decide on your Key Metric. What will you use to understand if the goal has been met? Observation? A Report? Your Team? Be specific.
Step Five: Ask yourself if it is a small enough goal that can be done (we mean completed) during the next three months. Ask yourself how much time it will take to accomplish this goal and what resources it will require. Remember: you are setting yourself up with 8 of these at the same time. We are firmly encouraging something small so that you can build a pattern of success, not failure, for your reporting.
Step Six: Write down the benefits of accomplishing this goal to your social enterprise. What will this mean to your organization?
Step Seven: What strategy will you use to make the goal? Write this down in no more than two sentences.
Step Eight: Decide where you will record your activity, strategy, key metrics; decide where the team can visually feel accountable.
Step Nine: Communicate this goal with your team, be in agreement.
Step Ten: Calendar a time NOW in 90 days that you will review this goal. REPEAT!
Now that we remember the process of evaluation, let's pick a category specific to the customer. Whether you name your buyer a customer, a client, or a purchaser, the game is the same. We want the customer to be happy, have a good experience, and purchase our product and service over and over again. Actually, we really want them to become an advocate! We want them to market our products for us, don't we!
Which one of the following categories would you like to set a short term goal in for the next three months specific to your customer?
1) Improving the Customer Purchasing Experience
2) Understanding your Customer Needs
3) Improving Customer Service
4) Delivery and Distribution- Improving Customer Access
Please remember that all four areas are important as your customer is the ultimate investor and promoter. And, unfortunately, the best at producing negative commentary if not attended.
While it is easy to select all four (because they are all important), the exercise here is to discipline yourself to select only one and perform it with excellence for three months! Three months feels like a minute when you have 7 other short term goals you are managing all while running your organization.
Keep the goal small, doable, and measurable and watch your organization gain strength and wisdom.
Stay tuned for the next 6 pieces released weekly in to complete the series.
Speak Truth. Demonstrate Impact. Declare Life