An intermediary is an organisation that acts as a go-between or facilitator in a process involving two or more parties. Intermediaries help connect, support, or coordinate resources, services, or relationships to enable others to achieve their goals.

In general, intermediaries don’t always directly provide the final product or service to the end user. Instead, they:

• Bridge gaps (e.g. between funders and service providers)

• Provide support (e.g. capacity-building, training)

• Offer infrastructure (e.g. legal, financial, or technological tools)

• Coordinate networks and knowledge-sharing

A social enterprise intermediary is a specific type of intermediary that focuses on supporting social enterprises—organisations that aim to achieve social or environmental goals through market-based approaches. Social enterprises spend much of their time working in the business; intermediaries step in with resources and structure to help them also work on the business, shaping strategy and long-term growth.

These intermediaries play a critical role in growing and strengthening the social enterprise ecosystem.

Key Functions of Social Enterprise Intermediaries:

1. Capacity Building

• Training, mentorship, or business development services and programs for social entrepreneurs.

• Helping with business design and modelling, strategic planning, impact measurement, and leadership skills.

2. Funding Support

• Helping social enterprises access capital (e.g. connecting them with impact investors, helping with grant applications).

• Sometimes offering seed funding or social finance directly.

3. Networking & Collaboration

• Building communities of practice.

• Facilitating peer-to-peer learning, partnerships, or collaborations.

• Connection to Professional Networks

4. Policy Advocacy

• Advocating for government policies or regulations that support social enterprises.

• Acting as a collective voice for the sector.

5. Research & Knowledge Sharing

• Producing reports, case studies, and toolkits to share insights and data.

• Supporting evidence-based decision-making in the field.

Social enterprise intermediaries help bridge the gap between ambition and execution. Many social enterprises face unique challenges balancing social impact and financial sustainability. Intermediaries ensure these organisations are not isolated and unsupported, especially in early or scaling stages.

Intermediaries play a critical role in growing and strengthening the social enterprise ecosystem.

Many of our members are place-based social enterprise intermediaries. In many cases, they have played a significant role in developing and strengthening their local social enterprise ecosystem by tailoring support to their community needs and fostering collaboration and connection among enterprises, funders, and stakeholders in their region. 

This approach drives inclusive local, regional and remote economic development, empowers communities, and creates sustainable, locally rooted impact.

The Council of Australian Social Enterprise Intermediaries (CASEI) is a collective of like-minded organisations from around Australia, all focused on the common goal of supporting social enterprises in their growth and development journey through increased capacity - ranging from capability building, investment readiness support to capital. 

By bringing our organisations together, we can stimulate productive discussions, forge stronger relationships and, most importantly, create greater impact. This belief is fuelled by the shared intention and willingness of the group's participants to collaborate for the benefit of our individual organisations and the social enterprise sector as a whole. 

Each meeting serves as a platform for open dialogue and active collaboration. All participants are encouraged to share their insights, experiences, and expertise, fostering a dynamic exchange of ideas that can fuel our collective growth. 

The aim is to harness the collective wisdom of the group to identify opportunities, overcome challenges, and drive forward the social enterprise sector by building the capacity and capabilities of individual social enterprises. By working together, we believe we can create a brighter, more sustainable future for the social enterprises we serve, and the communities they serve.

CASEI members have been part of the Australian social enterprise ecosystem for many years, with a combined 100+ years of experience in supporting thousands of social enterprises between them. Learn more about the current intermediary members of CASEI here.

Membership of CASEI is based on intermediary organisations who provide services for Australian social enterprises as their core focus; not just as part of a larger cohort (for example general not-for-profit or purpose-driven sector). Members must have been operating for at least 3 years and have a proven track record, stability, and understanding of the sector's dynamics. Some additional membership criteria also apply.

Support for social enterprises after the startup phase is critical, because many challenges actually intensify during growth and scale, rather than disappear. After startup, the support needs shift from creation to consolidation — from having a product to strengthening the organisation delivering that product sustainably, at scale, and without mission compromise.

Once a social enterprise moves beyond early-stage ideation or launch, intermediaries can help with:

Growth Strategy and Scaling Support

Growth often reveals cracks in the foundation — intermediaries help enterprises evolve their strategy without losing their mission, including support with

• Strategic planning for growth

• Business model refinement

• Replication or franchising strategies

• Access to new markets (e.g. export or interstate expansion)

Investment Readiness and Access to Capital

Growth often requires a shift from grants to more sophisticated financing, which needs preparation and positioning.Support from intermediaries can include:

• Preparing for larger rounds of funding (debt, equity, blended)

• Financial modeling and projections

• Connecting to impact investors, lenders, and fund managers

• Support with due diligence processes

Operational Strengthening

A growing enterprise needs stronger systems and leadership structures to operate efficiently and ethically at scale, including:

• Governance and board development

• Hiring and HR system

• Systems implementation (e.g. CRM, financial tools)

• Risk management

Advanced Impact Measurement

Larger enterprises are under more scrutiny from funders, governments, and stakeholders. Intermediaries help prove impact without overburdening the enterprise:

• Setting up tailored impact measurement frameworks

• Embedding impact metrics into operations

• Data systems for ongoing monitoring

• Social Return on Investment (SROI) analysis

• Guidance on impact certification or reporting (e.g. B Corp, SDG alignment)

Market Development and Procurement Access

Social procurement is a major growth opportunity, but many social enterprises are not yet contract-ready. Intermediaries can bridge that gap.

• Helping win government or corporate contracts

• Support for supplier diversity programs

• Building partnerships with anchor institutions (e.g. hospitals, universities)

• Tendering and procurement coaching

Networks, Partnerships and Ecosystem Building

Growth isn't just internal. Intermediaries help social enterprises plug into ecosystems that amplify their reach and legitimacy, including:

• Facilitating partnerships with NGOs, corporates, or public sector

• Introducing peer collaborations (e.g. supply chain alliances)

• Representing the enterprise in ecosystem events and policy advocacy

Mission Alignment and Leadership Coaching

As organisations scale, they face new ethical, cultural, and leadership tensions. Intermediaries offer reflection space and support with:

• Helping navigate mission drift

• Succession planning or founder transition

• Executive coaching and burnout prevention

Policy Engagement and Systems Change

Scaling impact often means engaging with systems change — intermediaries help position enterprises to influence as well as operate within systems by:

• Supporting social enterprises to engage with public policy

• Building collective advocacy coalitions

• Providing access to policy platforms or working groups

Finding the right funders is critical for a social enterprise's success, especially because they need values-aligned capital — not just money, but money that understands impact.

1. Clarify Your Value Proposition

Funders need to see both your impact logic and your financial sustainability. Before looking for funders:

• Define your social/environmental mission clearly.

• Articulate your business model: how you make money and how you generate impact.

• Develop a theory of change or impact metrics that show how you help.

2. Identify the Type of Funding You Need

Different stages require different types of capital:

• Idea / Pilot = Grants, Competitions

• Early-stage = Seed funding, fellowships, convertible notes

• Growth = Equity investments, impact VC

• Scale = Blended finance, bank loans, revenue-based financing

3. Research Values-Aligned Funders

Look for funders who have a track record of funding social enterprises in your sector, geography, or impact area. Try researching:

• Databases and directories

• Accelerators/Incubators - Many come with seed funding or connections to funders.

• Pitch Events/Competitions:

• Philanthropy and impact investor networks

4. Leverage Intermediaries and Networks

Social enterprise intermediaries often broker relationships with funders.

• Join state/territory peak bodies and membership networks

• Participate in capacity-building programs that include funder introductions

• Use coworking spaces/incubators that host funders and social investors

5. Target Funders with Aligned Missions

Look for funders that explicitly state that they support your cause. Look at their:

• Websites for vision, mission and values

• Annual reports

• Environmental, Social & Governance (ESG) or Corporate Social Responsibility (CSR) statements

• Philanthropic activities

6. Customise Your Approach

Do not send generic proposals, instead:

• Study the funder's portfolio

• Align your language to their impact thesis

• Be clear about what you’re asking for (amount, purpose, outcomes)

7. Use Warm Introductions Whenever Possible

Impact funders often rely on trusted referrals. Ways to get introductions:

• Through intermediaries, mentors, or peers

• Attending relevant conferences or events

• Participating in funder-hosted events

8. Be Prepared

Funders may ask to see any of the following:

• Theory of change

• Impact measurement framework

• Pitch decks

• Due diligence materials (financials, impact data, legal docs, and governance info)

Intermediaries can help you develop these tools so that they are right for your impact and business model and ready to be provided to funders on request.

Many social enterprises fail not from a lack of capital, but from unmet needs in other areas. 

Here are some of the key types of support that social enterprises typically require beyond funding:

Capacity Building

Social entrepreneurs often have strong social missions but limited business experience. Without solid operations and planning, the enterprise can’t sustain impact. Capacity building often includes:

• Testing and Validating Business and Impact Models

• Business development support

• Strategic planning

• Financial modeling

• Scaling strategies

Leadership and Development

Founders can burn out or hit growth ceilings. Talent gaps — especially in tech, finance, and operations — are common and hard to fill affordably. Founders can benefit significantly from:

• Coaching and mentorship

• Leadership training

• Building strong teams and boards

• Hiring and retaining skilled staff

Impact Measurement and Evaluation

Funders and partners need proof of impact. Clear metrics also help improve programs internally and justify decisions. This could include:

• Tools to measure, manage, and communicate social/environmental impact

• Support in defining meaningful KPIs

• Systems for data collection and reporting

Networks and Peer Support

Isolation is a real challenge. Networks provide not just support but access to partnerships, shared resources, and best practices that can come through:

• Access to peer learning groups

• Connections with other social entrepreneurs

• Exposure to funders, customers, and media

Legal and Regulatory Support

Choosing the wrong legal structure or failing to meet compliance standards can block growth or funding opportunities. Social enterprise can benefit for support with:

• Understanding legal structures (nonprofit, for-profit, hybrid)

• Navigating local laws and tax compliance

• Intellectual property protection

• Effective governance

Marketing, Storytelling and Branding

Social enterprises need to reach customers, partners, and funders. Many struggle to tell a compelling, balanced story of impact and sustainability, and require support to develop:

• Clear messaging that conveys both impact and value

• Digital marketing skills

• Credible brand positioning

Infrastructure and Technology

Manual systems break down as enterprises scale. Tech enables efficiency, better service delivery, and impact tracking through:

• Access to affordable tools (e.g., CRM, accounting, inventory systems)

• Building or using digital platforms

• IT support and cybersecurity

Market Access and Sales Channels

Even impactful social enterprises can fail if they can’t consistently sell their products or services. Supports can include:

• Access to customers and procurement opportunities

• Help entering new markets (domestic or international)

• Partnerships with corporates or governments

• Connections to Professional Networks

Strategic Clarity and Vision

Balancing social impact with financial sustainability is complex. Without a clear north star, the enterprise can lose its way. Clarity can be gained by and with:

• Clarity on long-term goals and theory of change

• Navigating mission drift

• Decision-making frameworks

Connecting with bigger buyers (corporates, governments, institutions) is one of the most powerful ways social enterprises can scale their impact sustainably.

Get Certified as a Social Enterprise

Many large buyers have social procurement targets or responsible sourcing goals. Certification:

• Makes it easier for them to find and trust you.

• Validates your impact model

• Gets you listed in buyer directories

• Gives you access to procurement-focused events and platforms

In Australia: Social Traders offers the Australian social enterprise certification.

Globally: Consider People and Planet First Verification and/or B Corp accreditation.

Target the Right Buyer Segments

Focus on buyers who:

• Have social procurement policies (e.g. government departments, councils, universities)

• Are part of impact-focused supply chains (e.g. construction, cleaning, catering)

• Are seeking supplier diversity (e.g. Indigenous, disability-inclusive, women-led)

Join Social Procurement Platforms

These platforms help social enterprises and buyers connect by allowing you to create searchable profiles, accessing notifications for tenders or projects, and increasing your visibility to business and government buyers. 

Some examples of social procurement platforms are:

• Social Traders Social Enterprise Finder: connects certified social enterprises with procurement teams in business and government

• Supply Nation (if you're Indigenous-owned): focuses on supplier diversity

• WeConnect International: focuses on women-led businesses

• ICN Gateway: infrastructure & construction procurement

Research your local state or territory procurement platforms and get registered.

Learn How to Sell to Larger Buyers

Larger buyers have specific procurement processes. Intermediaries or mentors can help you:

• Understand tendering language and compliance

• Align your offer with buyer needs (e.g. volume, timelines, insurance)

• Build relationships with procurement teams (not just pitch to them cold)

Tip: Think about how your impact adds value to their brand, culture, or ESG commitments. You’re not asking for charity — you're offering a solution with added benefits.

Use Procurement-Focused Events and Networks

Being visible to business and government buyers is critical for social enterprises, as is the need to build relationships early.

• Get into rooms where buyers are present:

• Meet the Buyer events (often run by Social Traders or local councils)

• Industry associations with procurement arms (e.g. Local Government Procurement)

• Corporate volunteering / mentoring programs that lead to partnerships

Start Small, Build Trust

Once a buyer trusts you, they’re more likely to bring you into larger supply chains or recommend you internally. Build the relationship by:

• Offering pilot projects or one-off services

• Being responsive, reliable, and professional

• Showing that you can meet basic compliance (insurance, policies, delivery timelines)

• Being prepared - know your numbers

Partner with Other Social Enterprises

Sometimes, smaller social enterprises can band together to bid for larger contracts to spread the risk for buyers and increase the chances of winning the work. This can look like:

• Pooling resources and capabilities

• Using a lead partner model

• Expanding your reach without overstretching

Most intermediaries can help to coordinate these partnerships through introductions, events and more formal arrangements.

Despite the clear potential of social enterprises to solve public problems in sustainable and inclusive ways, governments often hesitate to fully support the sector. The reasons are complex, political, and structural, but they can be unpacked. Governments in Australia do support social enterprises, but often in limited, inconsistent, or cautious ways. Here's a clear look at why that hesitancy exists, from policy, political, and structural perspectives.

Social enterprises don't fit neatly into existing boxes

Government systems typically sort things into one of three categories:

• Public sector - Government delivers services.

• Private sector - Business generates profit.

• Non-profit/Charity - Delivers social value, often through grants/donations.

Social enterprises break this frame — they:

• Generate revenue and deliver social outcomes.

• Don’t always want or need charity, but also don’t chase profit as a goal.

• Are often small, local, or bespoke — which doesn’t scale easily or align with procurement systems built for big suppliers.

As a result, bureaucrats often don’t know how to classify or fund them. Are they business? Are they welfare? Should they get grants or contracts? Are they trustworthy suppliers?

Government risk aversion and procurement culture

• Governments tend to prefer to work with large, established providers (e.g. the Big4, NGOs with long track records) or entities that can absorb risk, deliver at scale, and tick all the compliance boxes.

But social enterprises:

• Are often small, new, or community-based

• May not meet traditional procurement requirements (e.g. insurance levels, financials, tender-writing capacity)

• Are perceived as “risky” or “too niche” despite delivering strong outcomes

So even when policy supports them (e.g. social procurement frameworks), actual implementation falls short — because the machinery of government isn’t always built for flexibility or trust in small actors.

Short-term political cycles vs. long-term social investment

Social enterprises often create slow-burn outcomes — like reducing recidivism, increasing employment pathways, or breaking cycles of intergenerational poverty. These outcomes are hard to measure in 12-month funding cycles or election timelines. Politicians prefer announcements and “wins” they can point to quickly — often delivered by large NGOs or corporate consultancie

As a result of this political cycle, social enterprise support becomes piecemeal, underfunded, and not systemically embedded.

• Measurement and accountability complexity

Social enterprises often tackle complex social problems (e.g. trauma, exclusion, marginalisation). Measuring impact is harder than counting outputs. What’s the ROI of giving someone their dignity back? Government funders often want “hard data” — even if the real value is relational, place-based, or cultural.

This can result in sidelining programs that work but don’t generate the “right kind” of metrics.

• Competing stakeholders and entrenched interests

Large NGOs and commercial contractors have built strong relationships with government funders. These players can lobby effectively, deliver at scale, and promise compliance — even if their social impact is less innovative or transformational. There can be resistance to redirecting funds to smaller, local social enterprises.

Social enterprise remain marginalised in favour of “usual suspects” who already dominate the system.

• Lack of national policy leadership

Australia has no national social enterprise strategy, unlike countries like Scotland. Some states (like VIC and WA) have social procurement frameworks — but these vary in strength and consistency. Without national policy backing, it’s hard to scale or systematise support.

This means that sector has to push from the outside for recognition — instead of being baked into policy architecture.

• Misunderstanding of the model

Some policymakers still:

• Think social enterprise = charity with a side hustle

• See it as “too small” to matter at scale

• Assume social enterprise is just trendy jargon

This lack of sector-wide understanding leads to underinvestment and underutilisation.

So what would “true support” from the Government look like?

To overcome this hesitancy, social enterprise leaders often call for:

• A National Social Enterprise Strategy — with long-term funding and measurable outcomes

• Social procurement reform — that lowers barriers for small, social-first businesses

• Fit-for-purpose funding mechanisms — blending grants, procurement, and impact investment

• Capacity building at scale — to help social enterprises grow without diluting their mission

• Genuine co-design — with social enterprises and intermediaries at the table when policies affecting them are developed

Getting decision-makers to support social enterprises involves influence, evidence, relationships, and timing. Whether in government, business, or institutions, decision-makers often won’t act unless they see a clear value case and minimal risk.

Frame the Case in Their Language

Don’t lead with “we’re a social enterprise” — lead with:

• What problem you solve for them

• How it helps them meet their goals (cost, risk, ESG, reputation, innovation)

• Why it's low risk and high value

• Speak to their KPIs, not your impact story.

Use Evidence and Data

Decision-makers need to justify their choices. Give them:

• Quantifiable social impact data

• Case studies of successful social procurement

• Benchmarking (cost, quality, value)

• Testimonials from trusted sources

• Show that social enterprises don’t just do good — they do good business.

Build Relationships, Not Just Pitches

Support rarely comes from one-off pitches — it comes from ongoing relationships.

• Attend the same events

• Join working groups or roundtables

• Ask for advice or feedback (not just sales)

• Keep in touch with useful updates (not just asks)

• People support what they help shape. Involve them early.

Find Champions Inside the Organisation

In every organisation, there are allies who care about impact, these might be:

• Sustainability managers

• Social procurement leads

• DEI officers

• Innovation teams

• Progressive executives

Focus on these people first. Help them to:

• Make the internal case

• Look good by backing you

• Reduce their workload (e.g. provide ready-to-go materials)

Leverage Policy, Mandates or Trends

Decision-makers are more likely to act when there is:

• A policy driver (e.g. social procurement targets, ESG reporting rules)

• A movement or pressure (e.g. SDGs, Indigenous inclusion, net-zero targets)

• Their peers are doing it (competitive pressure)

Your strategy:

• Reference policies that align with your work

• Highlight how other leaders are supporting social enterprises

• Offer an easy on-ramp: “Here’s how you can act now.”

Make It Easy to Say Yes

Reduce potential friction - The less work you create for them, the more likely they are to support you. You can do this by offering:

• A low-risk pilot

• Simple procurement options

• Clear pricing and timelines

• Pre-prepared communications or impact reports they can use internally

Mobilise Collective Voice(where appropriate)

Sometimes one enterprise alone won’t shift the dial and collective action is needed to increase visibility and legitimacy. Work through:

• Networks or coalitions (e.g. CASEI)

• Peak bodies to lobby or engage jointly

• Joint letters, reports, or events showing sector-wide support

If the social enterprise sector wants to change the narrative around profit — especially in a way that makes purpose and profit compatible, not contradictory — it needs to be strategic, united, and unapologetic.

Reclaim and Redefine "Profit"

Many people (especially in the social sector) still associate profit with greed, exploitation, or inequality. The sector needs to reframe profit as a tool — not the problem.

Profit is not the enemy — extractive profit is.

Some messaging to promote can be:

• “Profit is fuel for impact.”

• “Surplus with purpose.”

• “Profit is what allows us to grow, employ, and stay independent.”

Educate Stakeholders (Funders, Public, Policymakers)

There’s a lot of confusion around what social enterprises are — and what they’re allowed to be. The sector must educate audiences, which could be government, media, schools and universities,philanthropists and consumers on:

• The difference between purpose-led profit and profit maximisation at any cost

• Why financial sustainability matters

• How social enterprises reinvest profits for good

Tip: Use plain language. Tell stories. Show outcomes.

Showcase Success Stories That Blend Profit and Impact

People believe what they see and stories are powerful. The sector needs to amplify examples of social enterprises that:

• Are financially sustainable or profitable

• Create measurable social or environmental impact

• Treat workers and communities ethically

Tip: Celebrate profit as a proof of value, not a compromise of values.

Share these stories through:

• Social media campaigns

• Impact reports

• Government inquiries

• Podcasts, op-eds, and panel discussions

Shift the Internal Language of the Sector

Ironically, some of the stigma around profit comes from within — from social enterprises or intermediaries that fear being seen as “too commercial.” The sector should:

• Encourage open conversations about business viability

• Stop equating being under-resourced with being mission-driven

• Use terms like revenue, growth, and financial health confidently

• Stop apologising for making money. Start owning it as a sign of resilience and relevance.

Build Bridges with the Private Sector

Many mainstream businesses are moving toward purpose and ESG. Partnering with business shifts perceptions — and changes who's telling the story. Social enterprises should:

• Engage with corporates as peers, not just partners

• Show how their models complement and challenge the private sector

• Push for value-aligned investment, not just donations

Influence Policy and Procurement

The narrative changes faster when systems change supports it.Showing up in economic conversations makes the sector visible, credible, and investable.

The sector can:

• Advocate for social procurement that rewards impact and financial performance

• Push for legal recognition of for-purpose models (e.g. benefit corporations)

• Engage in economic policy debates — not just social ones

Embrace Transparency and Accountability

Profit becomes a “dirty word” when people think it’s hidden or misused.

The sector must:

• Be clear about where profits go

• Show how profits are used to grow impact, not enrich owners unfairly

• Use certifications, impact audits, or charters to reinforce trust

Profit with transparency = integrity.

Profit with secrecy = suspicion.

Here are some strategies and levers that could be used to redirect consulting spend (from government, Big4 clients, corporations) into the social enterprise sector:

Including social enterprise partners in consulting scopes

When large consulting contracts (public or private) are scoped, embed requirements or incentives for subcontracting to social enterprises. E.g. require that a certain percentage of work be done by social enterprise or that training / employment outcomes be delivered via social enterprises.

Social procurement clauses in tenders & contracts

Government procurement frameworks may require or favor bids that include social benefit suppliers, or social value outcomes. For Big4-like firms bidding, they’d need to partner with social enterprises to meet those criteria.

Capacity building and collaboration

Help social enterprises build the capability to participate in high-end consulting/subcontracted work (e.g. impact measurement, data analytics, strategy). This can make them credible partners for Big4 or corporates.

Certification and visibility

Certified social enterprises (e.g. via Social Traders) are easier to find and evaluate. More awareness in procurement units of who these are.

Policy / regulation

More robust and enforceable national-level social procurement policies; targets; mandatory disclosure of how contracts deliver social value. Government could make it a condition for Big4 firms’ eligibility for some types of contracts.

Incentivising through funding and grants

Grants or subsidy programs from government to social enterprises to enable them to participate in consulting projects (e.g. matching funds, seed funds, innovation funds). Also, the government can incentivise Big4 to partner or subcontract by offering bonus / differential payments or preference.

Public pressure / reputational incentives

Big4 and corporate firms are sensitive to reputation. Highlighting social impact, and holding them accountable (e.g. via media, civil society, research) can encourage them to redirect some of their spend or subcontract to social enterprises.

Marketplace platforms

Provide platforms / marketplaces that match consulting opportunities (from government or corporates) to social enterprises with the right skills.

The cost of support from social enterprise intermediaries varies widely depending on the type of support, the stage of the enterprise, the intermediary's funding model, and the region that they operate in. 

Each CASEI member is an independent entity and sets their own revenue and fee structure; however, all CASEI members work hard to keep costs to their supports and programs as affordable and accessible as possible for social enterprises, offering low cost or free access through grants from government, philanthropy, or corporate sponsors.

Many intermediaries want to support impact-first organisations and will:

• Offer flexible payment terms

• Help you access grants, scholarships, fellowships or subsidies

• Provide in-kind support if you're aligned with their mission