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Scaling for social change
1. āThe Big Idea: Scalingā
3/15/12
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Ā Social
Ā NTERPRISE
Ā CERTIFICATE
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SOCIAL
Ā E Sector
Ā Cer4ļ¬cate
Ā Program
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Ā
DRAFT
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2. About Me
ā¢āÆ Co-ĀāFounder
Ā and
Ā Execu4ve
Ā Director,
Ā Global
Ā Brigades
Ā
Associa4on
Ā and
Ā Empowered.org
Ā
ā¢āÆ Program
Ā Manager,
Ā Social
Ā Enterprise
Ā Leadership
Ā Cer4ļ¬cate
Ā at
Ā
University
Ā of
Ā Washington
Ā Bothell
Ā
SOCIAL
Ā ENTERPRISE
Ā Cer4ļ¬cate
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DRAFT
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3. What is a Social Enterprise?
CSR ā SOCIAL ENTERPRISE
SOCIAL
Ā ENTERPRISE
Ā Cer4ļ¬cate
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DRAFT
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4. What is a Social Enterprise?
An
Ā organiza4on
Ā that
Ā u4lizes
Ā market-Āābased
Ā
business
Ā principles
Ā to
Ā achieve
Ā pro-Āāsocial
Ā goals.
Ā
Examples:
Ā
Ā
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5. Todayās Agenda
1.āÆ Does
Ā nonproļ¬t
Ā mean
Ā you
Ā donāt
Ā get
Ā paid?
Ā
2.āÆ Dis4nguishing
Ā for-Āāproļ¬ts,
Ā social
Ā enterprises,
Ā and
Ā non-Āāproļ¬ts
Ā
3.āÆ The
Ā shareholder
Ā vs.
Ā stakeholder
Ā dilemma
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4.āÆ What
Ā is
Ā the
Ā best
Ā en4ty
Ā structure
Ā for
Ā your
Ā organiza4on?
Ā
Ā
Ā
5.āÆ Decentralized
Ā vs.
Ā centralize
Ā d
Ā organiza4ons
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6.āÆ Scaling
Ā for
Ā social
Ā impact
Ā
7.āÆ Q/A
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6. Does Nonprofit Mean No Money?
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7. For-profit vs. Non-profit vs. SE
FOR-PROFIT ADVANTAGES
ā¢āÆ Can sell equity to shareholders
āāÆ Can do an IPO
āāÆ Raise capital by conventional methods
ā¢āÆ Less government regulation / audits
ā¢āÆ More flexible business models (c-corp, LLCs, LLPs, etcā¦)
ā¢āÆ Easier to get loans
ā¢āÆ Profit-based culture
ā¢āÆ Higher compensation structures
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8. For-profit vs. Non-profit vs. SE
NON-PROFIT ADVANTAGES
ā¢āÆ Tax deductable receipts
ā¢āÆ Access to donors and grants
ā¢āÆ Access to volunteers
ā¢āÆ No taxes
ā¢āÆ Mission-based culture
ā¢āÆ No share-holders
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9. For-profit vs. Non-profit vs. SE
SOCIAL ENTERPRISES
ā¢āÆ Can either be for-profit or non-profit
ā¢āÆ Double or even triple bottom line
ā¢āÆ Element of charitable programming/mission driven
ā¢āÆ Can leverage mission-based culture to:
oāÆMarket your company
oāÆRetain and attract talent
ā¢āÆ Have a market-based revenue model that is more
sustainable than grants/donations alone
ā¢āÆ Ideally all profits are circulated back into mission without
shareholders.
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10. The Stake-holder/Share-holder Dilemma
WHAT COMES FIRST:
MISSION OR PROFIT?
If you have to appease shareholders, how do you
prioritize your beneficiaries of your programs?
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11. Whatās Right for your Organization?
DO THE ANALYSIS
ā¢āÆ Who are your stake-holders? Do they care about social
responsibility?
ā¢āÆ How compelling is your competitive advantage?
āāÆ Do you need grants or other donor based start-up capital?
āāÆ Do you need volunteers? Tax incentives?
ā¢āÆ Is it worth it to give up equity?
ā¢āÆ What is going to yield the MOST social impact?
ā¢āÆ Do you have relationships with influencers that could be a
impactful board of directors?
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12. Scale for Social Change
Global Brigadesā Vision: To improve equality of life, by igniting the
largest student-led social responsibility movement on the planet.
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14. Global Brigades Org Chart 2012
SOCIAL
Ā ENTERPRISE
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DRAFT
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15. Social Enterprise Certificate
Social Enterprise Leadership Certificate
June 17-September 11, 2012
Where: Bellevue, WA
http://www.uwb.edu/business/nondegree/socialenterprise
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16. Intāl Internship with Global Brigades
Sustainable Development Internship
July1-31, 2012
Where: Honduras, Panama and Ghana
www.globalbrigades.org
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17. Questions?
Feel free to contact me at:
Steve@globalbrigades.org
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