4.3 Social Enterprise Planning

• Components of a social enterprise plan
• Developing a social enterprise plan for an identified opportunity
• Critiquing a social enterprise plan for refinement
• Challenges in applying a social enterprise plan

• evaluate the social enterprise planning process
• develop a social enterprise plan for the opportunity identified
• critique a social enterprise plan for refinement
• value planning for social enterprise in the community

“What must a plan answer before anyone should commit money to it?”

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1. Writing the plan
   40 min · 2 practice tasks · quiz
   The questions a plan must answer, and the arithmetic that decides whether it works.
2. Critiquing and refining a plan
   40 min · 2 practice tasks · quiz
   Finding the weak points in a plan before reality does, and fixing them.
3. Who the customer is
   40 min · 1 practice tasks · quiz
   A plan must name who uses the offer, who pays for it, and how many of those payers you have actually counted.
4. The offer you actually sell
   40 min · 1 practice tasks · quiz
   Write the offer in one sentence: what the customer gets, at what price, where and when - not a dream of changing lives.
5. Revenue that arrives
   40 min · 1 practice tasks · quiz
   Revenue is price times people who pay - for a youth group that usually means sales, pre-orders and member shares, not a grant first.
6. Community benefit you can check
   40 min · 1 practice tasks · quiz
   The social objective is a number with a date - otherwise the plan is only a shop.
7. Operations, people and the calendar
   40 min · 1 practice tasks · quiz
   Who does the work, where, and what happens in April, August and exam week - operations is a rota, not a paragraph.
8. Drafting the one-page plan
   40 min · 1 practice tasks · quiz
   Put problem, offer, customers, benefit, operations, money, risks and people on one page so the hard answers cannot hide.
9. Youth groups that plan
   40 min · 1 practice tasks · quiz
   Chamas, 4K clubs, church youth and school clubs can run an enterprise if roles are named and customers live outside the group.
10. Challenges when the plan meets term two
    40 min · 1 practice tasks · quiz
    Holidays, exams, theft, delayed permission, members leaving and unpaid credit - name the breaks before they name you.
11. Holding the money
    40 min · 1 practice tasks · quiz
    Two signatories, a written book and a patron who does not own the cashbox - governance is what lets a plan be trusted.
12. Evaluating the planning process
    40 min · 1 practice tasks · quiz
    A plan was useful if it changed a decision before money moved - valuing planning means keeping the page beside the cashbox.