The SCP Business Model August 2003

1. The SCP Business ModelAugust 2003

2. The Innovation of Social Enterprise How SCP Makes it Work Early Evidence of Success Next Steps for SCP

3. What is a Social Enterprise? • The term Social Enterprise can mean many different things. For SCP, a social enterprise is a businesses that balances a double bottom line: • The Financial Bottom Line • The business operates like a private sector enterprise by selling goods or services to its customers • The business strives for at least break even and, in some instances, for limited profitability • The Social Bottom Line • The enterprise balances its financial mission with a clearly defined social mission • For SCP, the social mission revolves around the creation of quality employment opportunities for members of disadvantaged or at-risk populations • These jobs must be provided in the context of a supportive environment that helps employees work towards personal and financial sustainability

4. Types of Social Enterprises • Historically, SCP has taken a narrow definition of Social Enterprise but going forward we will work with a broader range of Social Enterprises: • Our narrow definition of Social Enterprise includes: • Businesses that create employment in a supportive environment for identifiable at-risk populations in any geography (e.g. at-risk youth, psychiatric survivors) • These businesses employ groups who have significant employment barriers such as skills deficits, psychological issues, or substance issues • Our broader definition includes Community Economic Development (CED) Enterprises: • Businesses that create employment in geographically identifiable, economically depressed communities • Unemployment in these communities is considerably higher than the national average often as a result of the loss of primary industry which supplied the majority of employment in the area (e.g. forestry, fisheries) • The individuals in this community may not have inherent employment barriers beyond those created by their geographic location and their current training

5. Where is the Innovation? • What makes SCP’s social enterprise model innovative is not the individual strengths of the business model or the social service that is provided Business Mission Social Mission • SCP portfolio companies tend to operate in very traditional markets • Several examples of similar businesses exist in the regular private sector • In absence of a social mission and with good management these businesses could make profit and create a return for investors • On the surface, SCP Portfolio organizations may have no innate competitive advantage over other market players • SCP portfolio companies strive to create skill and job training opportunities • Several examples of programs that strive to create these opportunities exist in the nonprofit sector • With good management these nonprofits can help those who access the programs • Training capabilities of management in SCP Portfolio organizations are not inherently better than those running charitable programs

6. Where is the Innovation? • What makes the model innovative is the way that these two components of the social enterprise mutually reinforce one another Business Mission Social Mission • The business strengthens the organization’s ability to reach its social goals : • Provides individuals with a real income rather than a small stipend from a training program • Creates real-world working experience by giving a paying job with real responsibility so people can learn by doing • Provides work experience that can be put on a resume for future employers • Provides income to pay for the social mission so that dependence on external funding is reduced or eliminated • Provides the self-esteem and pride that most people get from having a “real” job rather than a handout • The social mission creates sources of potential competitive advantage for the business: • Provides access to preferential sales channels • Provides access to preferential terms from suppliers • Provides a strong marketing and branding opportunities with customers Reinforcement • The innovation is in the ability to create strong social outcomes for a disadvantaged population in the context of a sustainable, competitive business

7. The Innovation of Social Enterprise How SCP Makes it Work Early Evidence of Success Next Steps for SCP

8. Illustrative The Challenge of Social Enterprise • Typically, social enterprises in Canada are organized as training programs where grants cover the vast majority of the expenses and business revenue represents a small portion of the total receipts of the organization • Most businesses that SCP invests in could, under normal circumstances, be run profitably • There are hundreds of examples of renovations companies, packaging companies and retailers that generate returns for shareholders Pure Social Return Pure Financial Return Typical Social Enterprise Tendency Break Even Point Typical Private Enterprise • The stresses on the business as a result of employing members of a community who face significant employment barriers will naturally pull the business away from profitability • This phenomenon is particularly evident in many social enterprises that are run within charities to serve very challenged populations • We have investigated several such enterprises that cover 50% or less of their costs through revenue generation • The remaining funds are raised through grants (usually government)

9. SCP’s Model: What We Bring to the Table • SCP tries to change the traditional model by bringing resources and expertise to help overcome some of the key challenges inherent in a social enterprise • Management team has 30 years of combined experience in the private sector in a variety of sectors • Founder brings extensive experience as an entrepreneur and CEO • Operational experience with 3 portfolio organizations and strategy work with several other social enterprises not in the portfolio • Partnership with International strategy consulting firm The Monitor Group to provide case teams and expertise to work with portfolio organizations • Business Experience/Expertise • Extensive research into social enterprises in both Canada and the United States • One of only a small group of organizations in Canada with hands-on experience in the field of social enterprise development • Management team has direct experience in the areas of social mission strategy, social entrepreneurship, and community economic development • Hands-on experience developing social support infrastructure for various target populations within working social enterprises • One of only a few organizations in Canada adapting the Social Return on Investment framework for tracking social outcomes • Social Enterprise Experience/Expertise • Appropriate Capital • One of only a few organizations in Canada providing risk capital for social initiatives • One of only a few organizations in Canada providing non-grant financing through program related investments in a foundation • Backed by C$10MM in initial funding through the Bealight Foundation and significant additional commitments made by the founder for a social venture fund • Close relationships with regional co-funders such as Community Ownership Solutions (COS) in Winnipeg

10. Illustrative SCP’s Model: Results of SCP’s Involvement • The result is that with the help of SCP, portfolio organizations can strive for financial self sufficiency while still accomplishing the social mission • SCP will only work with organizations committed to reaching this goal Typical Social Enterprise SCP Counterbalance SCP Portfolio Org Typical Private Enterprise Break Even Point Pure Social Return Pure Financial Return • By adding expertise and appropriate capital SCP can help its portfolio companies overcome the natural effects of the social mission on the financial sustainability of the business • Further benefit is created by strategically leveraging the social mission to generate competitive advantages for the business either through improved channel access, improved cost structures or enhancements to marketing • Even with these aspects of added value we understand that the business may still not reach the level of profitability that could be gained in a more traditional for-profit business in the same sector • Our belief is that these businesses can at least break-even and, in some instances, generate small (<10%) returns to investors

11. The Innovation of Social Enterprise How SCP Makes it Work Early Evidence of Success Next Steps for SCP

12. Real Life Examples • SCP has put its business model to work with its initial investments and is beginning to see results that indicate that the concept can work Inner City Renovations Pivotal Services • Contract packaging company located in London Ontario • Began as a government sponsored workshop program within a psychiatric hospital but was taken independent by the current CEO in the early 1990s • Was successful in bringing on several private sector clients and reducing government dependency however remained financially unstable • Employs a variety of low income individuals from the London area • Start-up home renovations company in Winnipeg Manitoba • Inspired by a workshop program run by a local nonprofit • Created as a joint venture of several nonprofit housing corporations to renovate run-down housing stocks in the inner city • Employs low-income inner city residents, most of whom are Aboriginal Canadians • Goal is to become employee owned over time Description • $200,000 loan • Funded mostly working capital needs and small capital investments • Allowed for the recruitment of professional management and improvements in operating efficiency • $30,000 in grant equity and $50,000 in loans • Co-invested with local organization called Community Ownership Solutions • Funded all start-up costs and operating losses during the first year of operations SCP Investment • Access to a Monitor case team which provided advice around customer segmentation and marketing, cost accounting, pricing and growth opportunities • Strategic advice around the creation of social support infrastructure and outcome measurement • Advice and research around leveraging the social mission within customer organizations • Provide significant support in the area of financial planning and cash flow management • Assisted in recrafting the business plan for the organization • Strategic advice and active participation in the creation of social support infrastructure and outcome measurement SCP Value Added

13. Initial Results: Pivotal Services • One year after our initial investment, preliminary evidence suggests that SCP’s approach has been effective in helping to create a financially viable social enterprise Prior to SCP Involvement With SCP Involvement • Continues to employ individuals from a variety of low income backgrounds including psychiatric survivors • Now employs approximately 55 full time target employees and up to 70 during times of high demand • Management remains committed to creating a supportive environment, however, the social support infrastructure and training has become more sophisticated and consistent • Employed individuals from a variety of low income backgrounds, many with psychological challenges • Employed approx 30 full time target employees and up to 70 during times of high demand • Management committed to providing supportive and flexible work environment • Social support infrastructure ad hoc and lacked goals or direction • Social Outcomes • 2002 revenue of approx. $1.4MM with 25% growth • Enterprise is near the break-even point • Management has begun to re-invest in the business and has fewer cash-flow challenges • New, professional operations management has been added and skills re-aligned • 2001 revenue of approximately $1.1MM with less than 15% growth • Organization came close to breakeven some years but experienced significant cash flow problems and had made few reinvestments in the business • Inexperienced management team with significant skills mismatches • Financial Outcomes • Little or no use of the social mission to create competitive advantage for the company • Has now identified and is actively pursuing leads that have been generated through the use of the social mission Leveraging Social Mission

14. Initial Results: Inner City Renovations • While it is still very early going at ICR, results here are also beginning to improve Prior to SCP Involvement With SCP Involvement • Continues to employ low income individuals from inner-city Winnipeg, the majority of whom are aboriginal • Employs approximately 25 full time staff of which approximately 19 are target employees • Social worker has been hired to assist workers with issues unrelated to the job • Training being provided that will lay the groundwork for future employee ownership • ICR was a start-up • Small home building programs employed individuals from low income, inner city neighbourhoods • Programs that were the precursor to ICR employed fewer than 10 individuals each • Programs were run by a local nonprofits as charitable work • Social Outcomes • 2003 revenue of approx. C$1MM • Lost money in its first several months of operations but is expected to be breaking-even month over month by the end of 2003 • New, professional production management has been added and skills re-aligned • ICR as a business did not exist • Programs existed to create training opportunities and revenue figures were irrelevant • Organizations relied on ongoing support from the nonprofit and other funders • Financial Outcomes • Social mission was the only major value proposition and therefore the organization worked almost exclusively with the nonprofits • Continues revenue generating partnership with nonprofit housing corporations • Leveraging social mission to secure contracts with the government and the private sector • Made connections with the Manitoba Government to provide technical training to employees Leveraging Social Mission

15. The Innovation of Social Enterprise How SCP Makes it Work Early Evidence of Success Next Steps for SCP

16. Where we Would Like to Go: Making New Investments • Social Capital Partners believes in the concept of learning by doing and therefore feels that it is important to be actively investing • We would like to do between 5 and 10 more deals over the course of the next 5 years • We are interested in investing in both for-profit CED businesses and non-profit social enterprises • We believe it is important to be active investors for several reasons • We would like to test the model with different types populations • We would like to test the model with different types of businesses • We would like to create sufficient evidence of the potential synergy between a business and social mission • We would like to create sufficient expertise around our business model such that we can consistently add value and improve the chances for success in a social enterprise

17. Where we Would Like to Go: Growing Current Portfolio Companies • We also believe that a key to making this model truly successful will be to see our businesses expand well beyond their initial markets • While we continue to make new investments we would also like to scale our current portfolio • We think that in order to employ hundreds, or even thousands of people we will have to create strategies to significantly grow our portfolio organizations • We see opportunities to expand some of our existing portfolio into new markets where similar social and business opportunities exist • We see opportunities to expand each of our portfolio organizations within its current market • We believe that we have invested in businesses that are conducive to growth • We see opportunities for each of our current portfolio organizations in markets beyond their own • In each case we believe that there are other communities where the business conditions and social need exist to create similar enterprises

18. Our Challenges: Finding Qualified Deals • Challenges remain around finding good qualified deals while using limited organizational resources, therefore, SCP will focus much of its effort on creating regional partnerships for deal sourcing Deal Source Examples Level of Investment Likely Quality of Deals • Local CED or financial institutions • VanCity Capital Corp • Aboriginal Financial Institutions • ACOA • Western Economic Diversification • High • Requires face-to-face meetings and coordination • High • Regional partner can pre-qualify deals to ensure alignment • Regional Partnerships • Medium/Low • May require investment in travel and takes up significant time • Medium/Low • May get alignment if events chosen correctly • No pre-qualification of deals • Conferences • Speaking engagements • Referrals • Networking Opportunities • National Press • Local press in areas of interest • Targeted publications • Entrepreneur focused magazines • Economic development publications • Medium • Can outsource media planning and execution • Requires significant financial resources • Medium/Low • Difficult to get alignment • Potential for misunderstanding of criteria and mission • No pre-qualification of deals • However, significant deal flow created • Media

19. Our Challenges: Financing Vehicles • The biggest challenge to our ability to invest in and scale more enterprises is that current methods of financing are insufficient Private Sector Vehicles Philanthropic Vehicles • The quality and depth of data around the financial success of social enterprises is limited but: • Our hypothesis is that these businesses will be unable to generate returns that would be required by typical venture capital financing vehicles • However, the risk profile of these businesses is likely to be too great for typical bank financing • Therefore, the opportunities are very limited for most social enterprises to receive private sector venture financing • Foundations and philanthropists are limited in terms of the types of organizations that they can support • Through grants they can only support charitable organizations • Only a few venture investments can be made using the capital in a foundation (PRIs) • Therefore, foundations and individual philanthropists have virtually no facility to fund social enterprises that are not charities • Many of the most attractive social enterprises could never be registered as charities by the CCRA • Even when registration is possible, the limitations that come with being a charity does not always facilitate the needs of a double bottom line business

20. Our Challenges: Financing Vehicles • The fact that many social enterprises fall between the regulatory and financial cracks is extremely important and relevant for SCP • Social Capital Partners invests money that is currently within a foundation started by Bill Young (the Bealight Foundation) • Therefore, Social Capital Partners is limited in terms of the types of organizations it can fund and has very limited facilities for investing in non-charitable social enterprises. • Through its work, SCP has learned that many, if not most, of the strongest social enterprises are nonprofits or for-profits, not charities • To date the process of getting funds into these non-charities has proven to be very difficult and has required significant investment of time and money • Initial investigation into the most fertile sources of new deals has indicated that there will be an ongoing need to invest in non-charities • Based on our experience to date, it would be improbable that the CCRA would register these business as charitable • Moreover, in many cases the entrepreneurs would see such registration as highly undesirable

21. Overcoming the Challenges: New Value Propositions for Investors • In our view, one of the most crucial ways to create risk capital for social enterprises is to demonstrate potential new value propositions to philanthropists and other would-be social investors Current Value Proposition Alternative Value Proposition • A grant for a specific program of a registered charity • Perhaps some ongoing intellectual support • Money to be provided as loans or equity investments in social enterprises • Perhaps some ongoing intellectual support Investor Provides Investor Receives • A tax receipt that amounts to $.46 or less on the dollar • Recognition by the charity of the donation • Anecdotal reports on how the money is being used • Requests for further money to sustain the program • The principle is returned within 5-7 years • In addition to the principle a modest return may be provided (perhaps 3-5%) • Specific social and financial return on investment reports • Recognition by the social enterprise of the investment • The Ability to re-invest the money in other social initiatives • A self-sustaining social enterprise

22. Illustrative Overcoming Challenges: New Financing Options for Social Enterprises • With access to new sources of venture funding, SCP can expand its ability to provide appropriate forms of capital to the various forms of social enterprises Growth Required SCP Investment Capability Equity / Enhanced Equity Subordinated / Enhanced Debt Stage Early/ Mid Current SCP Investment Capability Low Interest Loans Grants Start-up Social Enterprise (50% – 103%) CED Enterprise (103% plus) Enterprise Type / PotentialReturn

23. Overcoming Challenges: SCP’s Structure • SCP may restructure itself to create a range of venture financing vehicles for social enterprise in Canada. Social Venture Foundation Social Venture Fund SCP: Fund Manager Deal Characteristics • C$2M fund • Social enterprises started by charitable organizations (qualified donees) • Funding in the form of grants or very low interest loans • Enterprises strive for break-even • ROI in the form of a tax return • SROI measured around employment and sustainable livelihoods Deal Characteristics • C$5M fund • For profit or nonprofit social enterprises (non-qualified donees) • Funding in the form of equity or subordinated debt instruments • Enterprises strive for limited profits • ROI in the 3-5% range for investors • SROI measured around employment and sustainable livelihoods

24. Necessary Conditions for Going Forward • Before SCP moves ahead with a strategy to expand its work with social enterprises and CED businesses, the following conditions will have to be in place • Lead Deals • SCP will have identified 2 – 3 lead deals that could be shown to potential investors in a fund as examples of good CED investments • These companies would have a demonstrable ability to generate returns in the 3 – 10% range while creating employment in an community that has experienced some form of economic dislocation • Aligned Investor Group • SCP will have identified a group of investors who are aligned with the objectives of the fund and willing to be involved in a pilot fund • These investors would have to be willing to invest a combined total of at least C$3M • Regional Partners • In order to effectively invest in multiple geographies across multiple industries SCP will have to create a network of strong co-investors and partners • Partners will help create deal flow in specific geographies and perform some on-the-ground management duties for mutual investments

25. Questions That SCP Will Answer With the First Fund • Through our work with social enterprises SCP hopes to answer questions that will help lead the way forward to creating more social capital vehicles • Can investors be convinced that there may be advantage to viewing some investments through both a social and financial lens? • Under what conditions and using what value propositions? • What types of investors are most likely to be interested? • What types of investment vehicles should be created to allow investors to consider investment in social initiatives as a viable use of capital? • Are there specific investment characteristics that make the most sense for these types of vehicles from a risk/return standpoint? • Assuming that Social Enterprises and CED businesses are the best investment types, what are some of the key success factors for making these organizations work effectively?