Market Research (week 5)

What is a social enterprise and how does it differ from other businesses and organisations?

A social enterprise has two goals: to achieve social, cultural, community economic and/or environmental outcomes; and, to earn revenue.

Dennis Young, a not for profit academic defines social enterprise as “activity intended to address social goals through the operation of private organizations in the marketplace” (Kerlin, 2009)

Examples of Social Enterprises-

NZ social enterprises

(Akina Foundation, 2015)

What gaps in the market need to be filled by a social enterprise?

There are many gaps that need to be filled, and the NZ government recognizes this as well.

“The Government is aware of the significant growth of the social enterprise sector internationally and wishes to support development of the sector in New Zealand. The Government acknowledges the innovation and entrepreneurship of this sector and the valuable contribution social enterprises can make to community strength and resilience.” (The Department of Internal Affairs, 2015)

Setting the Direction of the Social Enterprise (week 6)

Name of Organization-

Skills Exchange For Adult Refugees Association (SEFARA)

Aims of SEFARA-

To up-skill adult refugees in order to help them create a better life for themselves and their families

Create an exchange of information and culture between refugees and residents of the home countries

Mission Statement-

Our mission is to create a understanding world through education and respectful exchange of culture and skills between refugees and residents of the home country and matching companies to skilled workers that will bring cultural diversity to their organizations.

Implementing the Direction of SEFARA (week 7)

SEFARA will be a two part organization, that have different roles, and address different parts of the main goal of education and exchange of culture and skills.


This part of SEFARA is focused on partnering with organizations that teach English and cultural aspects to refugees in order for them to integrate smoothly into society. SEFARA would assist in assessing the skills of these refugees and immigrants in order to match them with volunteers who would teach business skills or set them up with upskilling organizations. Once a person is trained, they have the option to move into the Matching part of SEFARA.


This section of SEFARA would assist in matching corporate organization to these newly skilled workers. This aspect would act as a recruitment agency, and ideally NZ based organizations would request SEFARA’s services in order to diversify their company’s demographic and get a different cultural and individual perspective from their new hire.

 Feedback and Velocity Application (week 8)
Screen Shot 2016-05-10 at 5.26.03 PM

After creating the original idea, the SEFARA has developed and changed drastically.

The global refugee crisis has reinforced the importance of refugee integration organisations and the increasing demand for their services. These organisations are critical in integrating refugees into society, but have limited resources and scope of what they can effectively accomplish. SEFARA fills a gap between government, existing settlement organisations, refugees and their potential employers. Specifically, approximately half of working age refugees are unemployed or in insufficient part-time work years after they arrive in New Zealand. SEFARA seeks to address this weakness in the current settlement system by working with government and existing organisations to provide refugees with relevant business culture skills, then connect them with kiwi employers who could benefit from this hard-working, diverse group of people. SEFARA will initially start in Auckland and then expand its best case practices around New Zealand in line with refugee population growth and needs. In the long-term SEFARA hopes to expand internationally or offer support to similar organisations overseas.

Vision: Exchanging culture and skills for a more diverse and accepting New Zealand.

Mission: Achieving full refugee employment and integration through education and engaging employers and the community.

The Step By Step Process

1. Settlement System – Government and not-for- profits provide basic support in integrating into New Zealand society, including English language courses, health assessments, skills assessments and other basic settlement services. The Government and not-for- profits would refer and recommend SEFARA to refugees, particularly those in working age (18 to 60 year olds). It is critical for SEFARA to establish good relationships with the Government and not-for-profits to build trust between organisations and with refugees.

2. SEFARA Business Culture Workshops – Educate refugees on New Zealand working culture and the labour market.

3. SEFARA Networking Event – Business Culture Workshop Graduates, prospective employers and former refugees network with the aim of graduates attaining job opportunities or connecting with a mentor. Those who gain employment opportunities immediately begin work with ongoing support from SEFARA if needed, including periodic check-ins to assist in integration and address any issues. This relates to our secondary revenue stream where if potential employers find a refugee they want to employ, only then do they pay a recruitment fee. Attendance at event is free for potential employers to build trust and communication between refugees and other residents of New Zealand.

4. SEFARA Mentoring – Those who do not immediately gain employment opportunities will be matched with a mentor (either potential employer or former refugee) to help build skills, knowledge and confidence, as well as community integration. SEFARA will also facilitate short-term work experiences to address a lack of work experience and hopefully match refugees to long-term work opportunities.

5. SEFARA Alumni – Can come back as mentors and are encouraged to remain involved with SEFARA and the growing refugee community.

Social Problem Addressed by SEFARA

The New Zealand Refugee Resettlement Strategy has five key goals, the first of which is self-sufficiency. Self-sufficiency involves “all working-age refugees are in paid work or are supported by a family member in paid work”. It is measured using the proportion of refugees in paid employment and the proportion receiving unemployment-related benefits (Immigration NZ website).

Currently, many refugees are not achieving this goal. 12% to 53% of refugees were working 2 years after arrival. Many of these were working part-time and were supplementing with a government-funded unemployment benefit (Refugee Voices Study, NZIS, 2004).

Furthermore, kiwi organisations of all sizes are missing out on the benefits of refugee workers, including their high levels of motivation, conscientiousness, hard-working nature, reliability, unique skills and viewpoints, and potential to contribute to organisational knowledge.SEFARA provides refugees with the business skills and knowledge required to fully participate in the New Zealand workforce. It then connects skilled refugees with prospective employers.

Resources Existing and Required

Current Resources

– Existing charity and corporate contacts

– Relevant training and education for SEFARA core activities

Resources Required

– Initial funding through Government Grants
– Government permission and cooperation in working with refugees Specifically, we require further information on refugees from the Government. Publicly available information lacks the cost of settling refugees and ongoing costs for refugees on partial or full unemployment benefits, limiting our ability to identify exactly where SEFARA can add the most value.
– Establish formal relationships with charity and corporate contacts
– Social presence in the community and digital sphere
– Passionate volunteers

Target Market Research (week 9)

SEFARA targets incoming and existing refugees and their potential employers (mostly small-to-medium sized businesses). 4,048 refugees aged between 18 and 60 have entered New Zealand in the last 10 years alone. This market is steadily growing with an allocated 750 refugee annual quota for all ages. Furthermore, increasing political pressure may see this quota increase in the coming years. New Zealand is dominated by small-to- medium-sized businesses that could benefit from this diverse pool of employees.

Current Organizations and their Activities

ChangeMakers Refugee Forum: Refugees in Business (RiB)

Support refugees to become self-employed, create a start-up or expand their existing business, through mentoring and advisory panel advice

Red Cross: Pathways to Employment

Help refugees plan their employment, training and career goals and ultimately find work through connecting refugees with employers

ESOL, Workbase, Literacy Aotearoa, English Language Partners NZ, etc.

Provide English language support services for refugees

While the Government and various not-for- profits provide basic settlement and English support, there is a lack of services directly helping refugees gain employment. The Red Cross offers its Pathways to Employment Programme, but their resources and scope are limited due to the wide range of services they provide to New Zealand communities. SEFARA fills this gap as a specialized organisation with the primary focus of connecting refugees to employers through integration into the community and organisations.

Impact on Target Market

Refugees – a quicker and simpler integration into New Zealand business culture and society.

Government – more effectively integration of refugees into New Zealand society, as well as decrease the proportion on unemployment benefits.

“The Pitch” (Week 10)

Meet the Team

Ander Alrutz-Stierna – Ander has experience in marketing and intercultural competence training, in teaching business skills to migrant workers in Singapore and has developed training programmes for both not-for- profit and for-profit organisations. She would be primarily responsible for creating SEFARA Business Culture Workshops and co-organising SEFARA Networking Events.

Jade Crawford – Jade combines financial management skills with her experience in academic and holistic Maori and Pacific student development. She would leverage her experience in participating and facilitating mentoring programmes to run the SEFARA Mentoring Programme. She would also use her business development experience to build relationships with potential employers.

Both Jade and Ander have travelled and volunteered extensively, driving their passion for community development as a sustainable business goal.

Elevator Speech for Velocity Prize-giving-

Hello, my name is Ander, this is Jade and we’d like to start off by thanking you for inviting us to be here tonight. Our organization, SEFARA, connects former refugees and kiwi employers to form mutually beneficial relationships and build intercultural understanding. Our goal is to work with government and other organisations to better integrate refugees into communities, creating a better New Zealand.

What makes SEFARA different is that we provide a unique platform which streamlines the refugee settlement process from the initial programme into a fulfilling job. This creates value for businesses and refugees alike, and brings together people from all walks of life to create a better and more diverse New Zealand. Thank you. 

Acceptance Speech Draft-

Ten-nah kow-toe kah-toe-ah, nga mi-hi mahana kee-ah kow-toe, ee ten-ay paw. Kow Jade Crawford ah-hoe. Naw Kerikeri ah-hoe.

Tena koutou katoa, nga mihi mahana kia koutou, I tenei po. Ko Jade Crawford ahau. No Kerikeri ahau.

Hi I’m Jade and this is Ander, we’d like to start off by thanking you for inviting us here tonight. We are humbled to receive this award for our organisation, SEFARA. SEFARA connects former refugees and kiwi employers to form mutually beneficial relationships and build intercultural understanding. Our goal is to work with government and other organisations to better integrate refugees into communities.

What makes SEFARA different is that we provide a unique platform which streamlines the refugee settlement process from the initial programme into a fulfilling job. This creates value for businesses and refugees alike, and brings together people from all walks of life to create a better and more diverse New Zealand. Thank you.


Creating the Final Product (Week 11-12)

SEFARA Final Pitch

SEFARA Letter of Consideration








6 thoughts on “Portfolio

  1. Ander its interesting we did a report last week on this very fact that there is a lack of cultural awareness on most host countries who offer resettlement programmes for refugees therefore sometimes prolong their adjustment period!!! I can absolutely see SAFARA as a relevant project to go for !!!

    Liked by 1 person

    • Really? I haven’t been able to find any of those reports, could you send that to me? I think I could use that report as a reference for my investor report!!! (: Thank you for your encouraging feedback!!!


  2. Great idea including “MENTORING and NETWORKING EVENT” in your step by step process!! Very important to check out reality stats from Labour and Immigration Research center if you wana make your project more realistic, only a very low % of former refugees ever get to professional occupation even after 10 years of being here the rest are just labour, trades hardly business owners very rare. Quick fix is not always the necessary approach to integrate them so I gues you are looking at a long term goal right??? Maybe consider their challenges both long term and short term! Your project reflects your courage!!! You are brave Ander!! lol (: good on you!


  3. Another side note with the New Zealand quota that it is generally aimed at the “high risk” category like women with children, elderlies and medical needs so not sure if it is something that SAFARA needs to consider!!!! In other words, with the debate of doubling the quota in the future perhaps increase the number potential employees like other coutries. Hope it makes sense!!!


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