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The Right Stuff: Transforming a Social Enterprise for Success

This social enterprise collates flyers into daily papers for distribution, facing operational challenges and financial goals. Despite setbacks, it aims to improve client skills and overcome organizational divides by balancing social and financial objectives.

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The Right Stuff: Transforming a Social Enterprise for Success

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  1. THE RIGHT STUFF A Social Enterprise

  2. BACKGROUND • A service contract with the local newspaper. Monday-Friday • Collate flyers into the daily paper and distribute to the carrier pick up points. • 5,500 papers/day • 8,340 supplements/week • 200,000 flyers/week

  3. OPERATIONAL SITUATION • Heavy volumes with short turn around times • Volume of flyers is cyclical through the week and the year • Work is very physical and repetitive with numerous set up changes in a shift

  4. PERSONNEL • On site • 6 – 8 Collators • Frontline Supervisor • 4 Delivery Drivers • Skills Centre • Employment and Life Skills Counsellor • Project Manager

  5. COLLATING • Paper sections and flyers are collated • Papers are bundled with top sheets for distribution

  6. DISTRIBUTION • Drivers pick up paper bundles and deliver to drops • Routes total 245 km per day, within the Greater Trail area

  7. FLYER DELIVERIES • A forklift and a pallet jack are used to help with the unloading and positioning of flyer pallets on site

  8. INITIAL SOCIAL OBJECTIVES • Clients to achieve after one year of employment: Self-management Develop team skills Improved social skills Seek treatment if required Move on to new work or more schooling

  9. INITIAL FINANCIAL OBJECTIVES • To replace start up costs borrowed from the Skills Centre • Cover all operating expenses • Retain a surplus of $35k/year

  10. REALITY VS. VISION • The Social Reality • The Financial Reality • Turning a Losing Operation Around

  11. THE SOCIAL REALITY • Shortcomings of a social blueprint • Disappointments • A cultural divide in the organization

  12. SHORTCOMINGS OF A SOCIAL BLUEPRINT • Support vs. Enabling • Defining success • Imposing independence deadlines

  13. DISAPPOINTMENTS • Social Enterprise is not popular with everyone • Previous contract holder • Neighbouring Businesses • M.L.A.

  14. CULTURAL DIVIDE IN THE ORGANIZATION • Balancing social and financial objectives • Making a profit • Managing risk • Client vs. Co-worker

  15. THE FINANCIAL REALITY • Start up funding • Deviations from the business plan • Turning a losing operation around

  16. START UP FUNDING • Approximately $22,000 • Capital Assets - $12,000 • Site preparation -$10,000

  17. DEVIATIONS FROM THE BUSINESS PLAN • Revenues were lower than projected • Expenses were higher than revenues • Collating speeds were too slow

  18. FIRST SIX MONTHS • Start up $20,000 • October (1,680) • November (4,390) • December (2,574) • January (6,608) • February (586) • March (1,040) ($32,133)

  19. TURNING A LOSING OPERATION AROUND • Do we have the time to figure this out? • How do we fix the operational problems? • How do we address the rift in the organization?

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