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1. BVC Business Plan Template

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Company Information

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Executive Summary

XXXX is a Company Limited by xxxx We aim to xxxx xxxx is aimed at To gain a significant competitive advantage over existing services, xxx will be marketed as a xxx Revenue is generated by xxx Launched in xxx xxxx, xxx has achieved Over the next 3 years (until Aug ’18) we are aiming to xxx To achieve this target we have identified a capital requirement of xxxx, this will be in the form of xxx. This capital will enable us to xxxx

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Business Proposition and Revenue Model

The Issue We Solve xxx** Solution** Proof of Concept Revenue Streams Customers

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Social Impact

The social issue Theory of Change How we R****eport

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Performance to Date

Since incorporation in xxxx we have achieved a Financial Performance and Metrics **Social Performance and Metrics ** **Partners **

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Team

Operational Team **Governance / Board **

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Market Analysis

Market Opportunity Competitor Analysis

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Sales and Marketing Strategy

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Growth Plan and Financial Overview

By the end of xxxx we are aiming to xxxxxx Financial projections Year 1**: **xxx - xxx **Year 2: xxx – **xxx Years** 3 and 4****: xxx - xxx** **Social Impact Targets **

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Growth Capital Requirements

xxxx of external funding is required to support xxx The funding is split as follows:

• £xxx to
• £xxx to
• £xxx to

Investment Expenditure Breakdown

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Risk Analysis and Mitigation

Key risks and mitigating actions identified with this growth plan are as follows:

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2. Growth plan template

Summary List here 6 key facts in a short paragraph about you and your venture:

• What is your primary aim linked to the overall social impact you achieve.
• What market do you operate in?
• Who are your key customers (we work with ????)
• Who is your team and what is their experience?
• Some facts about past revenue
• What are your plans to scale?

A few more key facts about this document – make it your own, insert pictures, colours, make it read your story and make it reflect your brand. Social Value Proposition Repeat point 1 here from page 1 What do you do that is different that makes you unique that people should buy from you? This is where you talk through your theory of change. How your activities link to the outcomes that your interactions make. Positive news stories client testimonials. This is saying you can trust us to deliver impact we know what we are doing. You could insert your whole TOC and then talk about what you do and give some figures on the change that has happened so far. Example: Educational workshops: We have delivered workshops in partnership with??? To ??? people who have experienced long term unemployment. From these workshops 34% of people successfully went onto further education and training and 18% went directly into work. Give full information about what you think your future client should know about what you sell/ deliver. John who participated in the workshop said this “???” Also add here any learning from feedback. Market Repeat 2 from page 1 This is where you prove to us that you know the market that you operate in.

• Size of market – tell us about what you know in sector that you work in.
• Competitors – who are they, what do they do and how much do they charge? Use a table to display who they are, what they sell, and their cost structure compared to yours, why are they different?
• Insert comment from no 3 on page 1
• Customers – break it down for each of your trading areas:
• Workshops?
• Events?
• Wholesale
• Etc..
• Marketing - again break it down for each of your trading areas, really brainstorm who your customer groups are and how their socio economic group/ sector would find out about you.
• How do you plan to increase sales what key areas are you looking at to expand? Again split down into trading activities and link to marketing.

The Team Insert no 4 from page 1 What is your USP? Give a short bio of each of your key operations team, what are their roles in the organisation. Can we trust you? Do you have the right people in the right roles? Provide photographs, drawings, whatever best represents each of you. Partnerships: Who do you work in partnership with and what do they say about you (quotes or testimonials)? How does the partnership work? Who leads the partnership? Include logos and contact details to verify partnership. Customers: Who are your current customers and what do they say about you? Finances Insert point 5 from page 1

• Revenue achieved so far and where it has come from. If contracts give details i.e. 3 year SLA contract paid on outcomes etc.. GP% made etc…
• Funds generated – any grants achieved, when, who, how long?
• What finance do you need to scale and what will you spend it on (breakdown of spend)?
• Risks and contingencies – again you could insert a brief strategy here.
• Sales Strategy
• Insert no 6 from page 1 here.
• Tell us about the plan – again split down into trading areas and keep it simple:
• i.e. Having secured the credibility with these partners we have now identified that we can approach??
• New routes to market
• Focus on 3 to 5 key areas of growth and use outputs and financial growth as targets.
• Insert breakdown of financial targets in terms of sales and ??? (again a simple diagram, a more detailed forecast can be given upon request)
• Tell us about the increases in social impact that will happen as a result of you scaling your activities.
• End with a nice story:
• It is always good to finish reading with something that will inspire you, a real change story.

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3. Business Plan Key Headings Template

1. Executive Summary
2. Problem and background
3. Solution
4. Progress to date
5. Social impact
6. Revenue model
7. The market
   • Size
   • Target market
   • Competition
   • Competitive advantage
8. Marketing plan
9. Sales plan
10. Operations
11. Technology
12. Team
    • Management team
    • Organisational chart
    • Partners
13. Growth
    • Short, medium, long terms
    • Capital sought
14. Key Milestones
15. Finances
    • Key assumptions
16. Appendices a. Competitive landscape/additional detail b. SWOT c. Strategic document d. Pipeline e. Release timeline f. Impact reports

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5. Goldman Sachs Business Growth Template

Business Growth Plan SECTION 1 **GROWTH **** **EXECUTIVE SUMMARY SECTION 1 BUSINESS OVERVIEW HISTORY AND BACKGROUND S****ECTION 2 THE VISION FOR THE BUSINESS OUR CORE VALUES GROWTH GOALS FOR THE BUSINESS S****ECTION 3 GROWTH METRICS ** **SCENARIOS S****ECTION 3 KEY GROWTH FACTORS FOR MY BUSINESS EXIT STRATEGY **SECTION **4 OPPORTUNITIES** FOR GROWTH**** – Customers/Consumers** OPPORTUNITIES** FOR GROWTH**** – ****SERVICES/**PRODUCTS **S****ECTION **4 SALES & MARKETING **** FOR GROWTH The Customer Value Proposition Market Growth Forecast Your Pricing Strategy The Sales & Marketing Plan Actions to Implement the Plan **SECTION **5 COMPETITOR MAP HOW OUR PRODUCTS ARE DIFFERENTIATED FROM OUR COMPETITORS **SECTION **6 FINANCING GROWTH **CURRENT ****SOURCES OF **FINANCING FUNDING REQUIRED FOR GROWTH ** / REQUIRED RETURN OF FUNDING** **SECTION **7 RISK A****T FOR THE BUSINESS **SECTION **8 RESOURCE MAP **SECTION **9 ORGANISATION CHART FOR GROWTH **SECTION **10 OPERATIONAL PROCESSES **SECTION **11 LEADING THE BUSINESS WHAT IS FULFILLING ABOUT LEADING THIS BUSINESS: MY ROLE AS A LEADER MY PERSONAL GROWTH ASPIRATIONS **SECTION **11 HOW I SPEND MY TIME: **SECTION **12 ACTIONS TO IMPLE** THE **BUSINESS GROWTH PLAN . . . . . **APPENDIX **1 THREE YEAR CASHFLOW FORECAST APPENDIX 2 NEW BUSINESS CONCEPT FBTY CHECKLIST APPENDIX 3 OPERATIONAL AUDIT APPENDIX 4 **How does your company measure on being a Sustainable ****? ** (Social OR Commercial)

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Directions: For each item that can be checked, you will find a number in brackets (e.g. (0), (1), etc. Enter that number on the blank next to the item that applies. At the end of the questionnaire, you will add the number of points and see how your venture does!

Section 1. CONSUMERS AND CONSUMER BENEFIT MODELS

• Beneficial Products or Services
• The following questions refer to the impact of the actual product or service itself on customers, not the impact of the method by which it was produced or delivered.
• What is the impact of your product or service on your CUSTOMERS? Please select ONE impact area below that is most applicable:

1.1.1**. It promotes** economic equality for individuals: as a direct impact (e.g. job training, education, products that directly address economic inequalities for the socially disadvantaged) (1) no inherent product impact in this area (0) 1.1.2 It promotes economic equality for communities as a direct impact (e.g. low-income housing, access for underserved communities to water, internet, utilities, etc.) (2) as in indirect impact (e.g. local sports clubs, local summer camps) (1) no inherent product impact in this area (0) 1.1.3 It preserves the environment as a direct impact (e.g. renewable energy, recycling technology, green building design and b development, sustainable technologies) (2) as an indirect impact (e.g. products made from recycled or sustainable input materials) (1) no inherent product impact in this area (0) 1.1.4** It** improves health as a direct impact (e.g. disease prevention or cure, such as AIDS or other vaccines, cancer clinics, etc) (2) as an indirect impact (e.g. products promoting healthy living – organic food, mountain bikes, etc.) (1) no inherent product benefit in this area (0) 1.1.5 It promotes the arts, sciences or the advancement of knowledge As direct impact (e.g. museums, photographers/artists, independent media publishing, research labs) (2) As indirect impact (e.g. international travel agent, book stores, sound equipment, fine jewellery) (1) no inherent product benefit in this area (0) 1.1.6 Other: please specify** – Mental Health** creates direct impact in this area (2) creates indirect impact in this area (1) Section 2: C****OMMUNITY AND COMMUNITY IMPACT Suppliers 2.1 When evaluating the social and environmental performance of Significant Suppliers, which of the following apply? visited all significant suppliers (1) specific environmental criteria required (1) specific social criteria required (1) third party social or environmental metrics screen applied (1) evaluated at least annually (1) give preference to local suppliers (1) none of the above (0) 2.2 Are full-time employees explicitly allowed any of the following paid or non-paid time-off hours for community service? non-paid time off (1)
up to 19 hours of paid time off a year (2) more than 20 hours a year of paid time off (3) do not offer paid or non-paid time off for community service (0) 2.3 What % of employees took paid or unpaid time off for community service last year? 0% (0) 1-24% (1) 25-49% (2) over 50% (3) 75-100% (4) don’t know (0) Consumer Benefit sub-section Does your company target its beneficial products to socially excluded populations? Socially excluded populations, or those in need, are defined as 1) low-income households 2) women and ethnic minorities and 3) people with disabilities. If your company serves another population in need, please select “other” and specify in the space below.
NOTE: Simply because the consumers of a product or service are predominantly or even exclusively low income households, women, ethnic minorities or people with disabilities does not credit the company with targeting socially excluded populations. In order to be classified as such, the product or service delivered must provide tangible benefit to people in need. Serving those in need 2.4 Which socially excluded population does your product or service target that directly addresses inequalities? low income households in the UK (1)
low income households outside the (1) ethnic minorities (1)
people with disabilities (1)
none (0) others (please specify) (1) People with mental health problems Local 2.5 Is your company a community based local business focused on serving your local community? Yes (1) No (0) 2.6 If yes, please indicate which of the following statements below are true. More than 75% of the company’s ownership is held within the community in which the business resides (1) More than 50% of the company’s primary suppliers are independent and local (1) More than 50% of the company’s customers are local (1) The company contributes 5%of profits or more to community based charities (1) Not applicable (0) 2.7 Is the company’s business model designed to benefit socially excluded communities through its hiring policies and employee support programmes? Yes (1) No (0) 2.8 What % of your employees are hired from socially excluded communities? 0-20% (1) 21-40% (2) 41-60% (3) 61-80% (4) over 80% of employees (5) Section 3. ACCOUNTABILITY

• This section focuses on Governance and Transparency Issues
• Has the company explicitly integrated the following into its mission? A commitment to social impact (1) A commitment to environmental stewardship (1) None of the above (0)
• Does the company have a staff person or employee working group to oversee the company’s social or environmental performance

Yes (1) No (0) Governance

• Does the company have a Board of Directors, Trustees or other governing or advisory body that: Meets at least twice annually (1) Includes at least one independent member (1) Company has no governing body (0)

Accountability – Other

• Please describe how your company engages its external stakeholders Annual stakeholder meetings (1) Stakeholder forum on company website (1) Other (specify) (1) **Service User Forum meets monthly and all service users can attend – this elects 2 service user directors. ** No formal stakeholder engagement (0)

Transparency and Reporting

• Does the company produce financials that are reviewed by the Trustees or other governing body or independent third party?

Yes (1) No (0)

• Does the company have a formal process to share financial information (except salary information) with its full time employees?

Yes (1) No (0) – Employee representative on Board

• Does the company produce an annual external report detailing its mission-oriented performance which includes an y of the following (check all that apply): Clear statements of your mission, its goals and the change you seek (1) Clear descriptions of your mission-related activities (1) Quantifiable targets related to your mission (1) Quantifiable results from your mission (e.g. carbon offset) (1) Consistent variables of measurement which allow comparisons to previous years (1) Third-party validation of any part of your company’s mission performance (1) We do not produce a mission related annual report (0)

**Section 4. **ENVIRONMENT Accountability 4.1 Has the company formally engaged with suppliers, business partners or customers to reduce the environmental impact of their activities on a regular basis? Yes (1) No (0) – West Midlands Green Leader – West Midlands Sustainability Network 4.2 Has the company conducted an environmental audit or review of company activities in the last three years? Yes (1) No (0) 4.3 Does the company have a written environmental policy (beyond its mission statement)? Yes (1) No (0) 4.4 Does he company use an office wide recovery and recycling programme that includes the following (please check all that apply) cardboard (1) plastic (1) glass and metal (1) paper (1) composting (1)
none (0) 4.5 What % of materials used for office operations (e.g. office supplies, furniture, catering supplies, cleaning supplies, etc.) come from recycled/sustainable input materials? none (0) some (less than 40%)(1) most (more than 50%) (2) all (3) (0) don’t know 4.6 Are incentives in place to encourage carpooling or the use of public transportation? Yes (1) No (0) Water usage 4.7 Which of the following water conservation methods have been implemented in your office(s)? low-flow toilets (1) low flow taps or showerheads (1) low volume irrigation (1) harvest rainwater (1) other (please specify) (1) none (0) 4.8 What % of your company’s printed material use recycled paper content? 0% (0) 1-24% (1) 25-49% (2) 50-74% (3) more than 75% (4) don’t know (0) Energy usage 4.9 By what % has your carbon footprint been reduced on a per capita basis over the last 12 months? 0% (0) less than 10% (1) 10-19% (2) 20-30% (3) don’t know (0) 4.10 What % of energy is used from renewable sources at your office**?** 0% (0) 1-4% (1) 5-24% (2) 25-50% (3) over 60% (4) don’t know (0) 4.11 For which of the following activities does your company purchase carbon offsets for? Travel (1) Commuting (1) Office Operations (1) Other (1) None (0) Section 5: EMPLOYEES

• This section focuses on how the company treats its employees through compensation practices, benefits, employee ownership and work environment

Wages/salaries 5.1 How does your company’s wage structure compare with the market? Below market (0) At market (1) Above market (2) don’t know (0) 5.2 Is a living wage paid to all full-time and part-time employees (excluding interns)? Note: In the UK, a living wage means that a person working forty hours a week, with no additional income, should be able to afford a specified quality or quantity of housing, food, utilities, transport, health care and recreation. Yes (1) No (0) Employee Ownership 5.3 What % of full time employees and management (excluding founders/executives) owns shares in the company? 0% (0) 1-24% (1) 25-49% (2) (3) Over 50% don’t know (0) Work Environment*** – ***Communication **5.4 Is there an established, formal, consistent process for providing performance feedback to all employees? **(check all that apply) Is conducted on at least an annual basis (1) Includes peer and subordinate input (1) Provides written guidance for career development (1) Includes social and environmental goals (1) None of the above (0) 5.5 Is there a formal method by which employees can raise complaints/issues without fear of reprisals? Yes (1) No (0) Job Flexibility/Company Culture 5.6 Does the company offer, whenever feasible: (check all that apply) Part-time work schedules (1) Flex-time work schedules (allowing freedom to vary start and stop times) (1) Telecommuting (working from home one or more days per week) (1) Job-sharing (1) None of the above (0) **TOTAL SCORE **** ** ** **69 If you scored between: 40 and 50 points - You are on your way to being a sustainable venture! 30 and 40 points - You are moving in the right direction - But where can the venture do better? Below 30 - Room for lots of improvement and hopefully this guide can pinpoint where to get started APPENDIX 5 FINANCIAL DOCUMENTS Income Statement Balance Sheet Cash Flow Statement | Current Competitors | What do I know about them? | What do I know about them? | What do I know about them? | What do I need to learn about them? | How will I learn more? | | --- | --- | --- | --- | --- | --- | | | General Info | Market Share | Uniqueness | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Aspirational Competitors | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

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BCorp Notes

B-Corp Workshop Attendees:

• Shayla – Junxion – Course Leader
• Jonathan Hanbury – Atlas Respite and Therapy Care
• Max Pownall – CareCalls
• Babs Rousenvell – CHAOS Group
• Tim Lages – UnLtd Notes** 18.02.19**
• Responsible business theory
• Jump the economy from “old economy” to “new economy” (social responsibility)
• “90% of Americans say they care about the business is beneficial not just the product or service” – Cone Communications
• “73% of conscious consumers care about the company, not just the product” + “<1% of conscious consumers trust company ads or packaging statements when assessing whether a company does what it says” BBMG research
• Policy questions are only 0.25/0.5 points per answer, but some other questions have a much heavier weighting too them NEED TO FIND EXAMPLES
• ESG performance tied to cost of capital with Danone. (credit facility)
• “Just move in” B-Corp to look up
• “32% of consumers will pay more for products or services that are committed to positive social or environmental impact” Nielsen (2014)
• What are the beneficts of certification?
• Trade with like-minded businesses
• Collective voice
• Mission lock
• Tools – you can’t manage what you don’t measure
• KPIs are basically outputs, how do you make KPIs relevant to outcomes? Do you make a business diary and set targets of what you want to achieve the next day?
• Global community
• Margret Mead – Macphie
• “Set a goal” & “Mark to revisit” are key features to questioning to help us improve B-impact scores
• 5 Pillars:
• Governance
• Workers
• Community
• Environment
• Customers
• Idea is to make an excel page that monitors the questions you answers and what areas for improvement you have (and the score differential that’s available)

Notes 19.02.19

• Employment practices in socially-minded businesses really varies. Employment practices learning paper?
• Babs have a churn rate of 10%
• Review calls Babs:
• Write down names, graduation programmes of employment, employee handbooks, payment rates and staff practices
• SEs are finding it really helpful to do this a group because they are getting competitive with each other over the practices of their businesses

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Business Plan One Pager

[COMPANY NAME] BUSINESS OBJECTIVES OVERVIEW What do you want to achieve for SEs and the communities they serve over the next 3-5 years? Why do we need to act? How will the UK health and care system, economy, communities and society be different as a result? Where will the impact team and UnLtd have made the greatest difference (and why)? What resources can we commit to this? What further resources and partnerships do we need? Key result 1 Key result 2 Key result 3 | 1. LAUNCH PRODUCT BY DECEMBER 2023? Key result 1 Key result 2 Key result 3 | 1. LAUNCH PRODUCT BY DECEMBER 2023? Key result 1 Key result 2 Key result 3 | 1. LAUNCH PRODUCT BY DECEMBER 2023? Key result 1 Key result 2 Key result 3 | 2. INVESTMENT BY MARCH 2024? Key result 1 Key result 2 Key result 3 | 2. INVESTMENT BY MARCH 2024? Key result 1 Key result 2 Key result 3 | 3. TEN ESTABLISHED B2B RELATIONSHIPS. BY DECEMBER 2024? Key result 1 Key result 2 Key result 3 | 3. TEN ESTABLISHED B2B RELATIONSHIPS. BY DECEMBER 2024? Key result 1 Key result 2 Key result 3 | 3. TEN ESTABLISHED B2B RELATIONSHIPS. BY DECEMBER 2024? Key result 1 Key result 2 Key result 3 | | OBJECTIVES 1-2 years | USAGE: TBC People using app: TBC Impact stats: TBC Evidence gathering | USAGE: TBC People using app: TBC Impact stats: TBC Evidence gathering | USAGE: TBC People using app: TBC Impact stats: TBC Evidence gathering | USAGE: TBC People using app: TBC Impact stats: TBC Evidence gathering | INVESTMENT: TBC Staffing: Brand awareness Product Development | INVESTMENT: TBC Staffing: Brand awareness Product Development | B2B Offering TBC Goal 1 3 GPs | B2B Offering TBC Goal 1 3 GPs | B2B Offering TBC Goal 1 3 GPs | | OBJECTIVES 3 years+ | USAGE: TBC People using app: TBC Impact stats: TBC | USAGE: TBC People using app: TBC Impact stats: TBC | USAGE: TBC People using app: TBC Impact stats: TBC | USAGE: TBC People using app: TBC Impact stats: TBC | PRODUCT DEVELOPMENT: TBC Feature 1 Feature 2 Feature 3 | PRODUCT DEVELOPMENT: TBC Feature 1 Feature 2 Feature 3 | B2B Offering TBC Goal 1 Goal 2 | B2B Offering TBC Goal 1 Goal 2 | B2B Offering TBC Goal 1 Goal 2 | | ENABLERS | Investment | Investment | Market need | Strategic Partnerships | Strategic Partnerships | TBC | TBC | TBC | TBC |

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~$ BVC Business Plan Template

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~$ BVC Development Canvas

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~$ Growth plan template

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Mission-Led Business Advice for TrainerRoad

Hi Nate, Thanks for getting back to me. Really pleased that you said yes and I can share some of my thinking with you – even if it turns out to be irrelevant – as I think cycling and TrainerRoad has some great potential in being a mission-led business or social enterprise. Just to explain something real quick before I dive into some potential business models or initiatives you could start and ways of embedding this social purpose into the heart of what you do I thought it worth mentioning I’ll interchange between a lot of terms “social business”, “mission-led”, “social enterprise” etc etc but they are all much of a muchness. One useful way of explaining what I’m talking about is with this continuum: It’s basically saying that you don’t have to put yourself solidly in one camp and say “we are a business so only try to make a profit” but actually shows there’s a potential to incorporate more social purpose into your business activities. (NB: some of these terms are a little Britain-centric so don’t worry about the detail too much) I’m obviously not completely versed on where TrainerRoad is on this spectrum above or where it is with it’s thinking of how it could do more as a company but I’m going to assume you are in the “traditional business category”. With that in mind I’ve made a few bullet points of the type of work you could incorporate into TrainerRoad that could help incorporate some of your social aspirations. Potential “Social Business” Models:

• 1-for-1 model: For one item purchased, an item (or it’s equivalent value) is donated to a particular cause. For instance, every time you get a subscriber you donate a months’ worth of subscription to a cause. Some examples of businesses operating in this way:
• Tom’s Shoes (book by the founder), Bomba’s (even do cycling socks), melon optics glasses company.
• Revenue % donation: this is explained really well in the example but it’s essentially committing to some sort of charitable giving through your pre-tax profit (based on the assumption that the donation won’t be taxed and it won’t cost you that much money to donate it as you would have lost some of it in tax anyway)
• 1% for the planet
• Specific products with a specific cause: I’ll explain this one with a suggestion…you could great an additional product-line or subscription offer that creates some sort of social value. So you could, for instance, replicate your existing offer, add on a few extra $’s to the product’s cost and say “the additional cost of this subscription fee will go towards TrainerRoads social objects of X, Y and Z” and you could decide to match the donation or something as well if you wanted.
• VisionSpring, Patagonia (Sure there are some better examples but both companies are creating social or environmental value with each product sale)
• Training, sponsoring and employing staff from disadvantaged backgrounds: this could take SO many different forms but you have the opportunity to do some really unique things here. For instance, everything from proactive recruitment or internships, all the way to thinking about how you could use initiatives (like the ones mentioned in the first three models) to support the next generation of cyclists/triatheletes. Again, to lead with an example, you could potentially offer a higher priced package or ask people if they’d want to “donate/sponsor” a rider for an additional bit of money and in return you’ll provide your product for free to people that wouldn’t normally have access to such a high quality training tool due to their background, lack of role models etc.
• Corporate Social Responsibility (CSR Scheme) or Philanthropic Giving: these are more google-able terms so if you want to find out more I’d suggest having a look around!
• Trek Bikes CSR or specific schemes like One Tree Planted – Morvelo (UK cycling clothing company) use this scheme.
• Starting up a charity or foundation (or team that has specific social objectives?) which is supported by TrainerRoad/the industry Ways of embedding this:
• Become a B-Corp “Certified B Corporations are a new kind of business that balances purpose and profit. They are legally required to consider the impact of their decisions on their workers, customers, suppliers, community, and the environment. This is a community of leaders, driving a global movement of people using business as a force for good.”
• Another option is to amend your “Articles of Association” (not sure what the US term is) and include a responsibility for your organisation to conduct itself in a centre manner. This will already be standard practice for things like voting rights etc so why not include a social mission or objective in them to state what you want to achieve alongside generating profit.
• Highly publicised social commitment either through branding or adopting something like a CSR. Hope those options are of some help and provide food for thought. If they’ve provided some sort of stimulation or useful challenge then I’d consider that a job well done (even if you put it in the “not for right now” category) Anyway, this email is plenty long enough and I’ve got an early ride in the morning (first time in a small group since early-March!) Let me know if you want to discuss anything in particular further and all the best Tim

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Theory of Change Explainer

Theory of Change Explainer – Simplified Overview A theory of change is like a roadmap for a social venture that aims to make a positive impact. It explains how you plan to go from your starting point to your desired goal. Imagine you are planning a trip: you decide where you want to go (your goal), the steps you need to take to get there (your activities), and what you hope to see along the way (your results). Here are the key parts of a theory of change: 1. Inputs These are the resources you need to start your journey. Think of inputs as the fuel for your trip. Inputs can include things like:

• Money (funding or budget)
• People (staff, volunteers)
• Materials and tools (computers, books, supplies)
• Time (hours needed to complete tasks) 2. Outputs Outputs are the immediate results of your activities, like the things you produce or deliver. They are often easy to measure. If you’re on a trip, outputs might be the miles you travel each day or the photos you take. Examples of outputs are:
• Number of workshops held
• Number of people trained
• Amount of food distributed
• Reports or publications produced 3. Outcomes Outcomes are the changes or benefits that happen because of your outputs. They are the positive effects you see as a result of your work. On your trip, outcomes might be reaching your destination, making new friends, or learning something new. Outcomes can be short-term or long-term:
• Short-term outcomes: Immediate changes, like participants gaining new skills after a workshop.
• Long-term outcomes (impact): Lasting impact, like increased job opportunities for participants because of their new skills. Putting It All Together Here’s a simple example:
• Goal: Improve literacy rates in a community.
• Inputs: Books, trained teachers, funding for educational programs.
• Activities: Hold reading classes and distribute books.
• Outputs: Number of reading classes held, number of books given out.
• Outcomes: Increased reading skills among children (short-term), higher literacy rates in the community (long-term).

A theory of change helps everyone involved understand how their efforts contribute to the overall goal and what they need to achieve at each step. It’s a clear plan that shows how change will happen and what you need to make it happen. Note: The source of this document was ChatGPT. However, it has been reviewed, and parts corrected, by Tim Lages an employee of UnLtd – The Foundation for Social Entrepreneurs to ensure its accuracy and use for social entrepreneurs needing an introduction to the topic. Template Theory of Change (sometimes called a logic model) Another version, and arguably simpler, is:

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Downloadable Resources

• [1. Business Model Canvas Introduction](/legal-structure/assets/1. Business Model Canvas Introduction.pptx) PowerPoint
• [1. Business Planning guide](/legal-structure/assets/1. Business Planning guide.pdf) PDF
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