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Scaling Social Impact


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  • 1. Scaling Social Impact: Making the YMCA case for the new philanthropy
    2011 AYP Conference
  • 2.
  • 3. “There will be no interruption of our permanent prosperity.”
  • 4.
  • 5.
  • 6. “There will be no interruption of our permanent prosperity.”- Myron E. Forbes, President Pierce Arrow Motor Car Co, 1928
  • 7. Texas Graduation rate: 61%
  • 8. Texas Poverty Rate: #2 in US
  • 9. Angelo Mozillo, CEO, Countrywide
  • 10. Beverly Hall, APS Superintendant
  • 11.
  • 12. Anthony Weiner
  • 13. Where Do We Turn For Moral Leadership?
  • 14.
  • 15.
  • 16. What is “Social Responsibility”?
    Youth Development & Healthy Living are what we do.
    Social Responsibility is where, how and for whom we do it.
    Premise: The model Y is a Social Enterprise:
    • We solve important social problems
    • 17. Our model is robust and sustainable
    • 18. Our model is scalable
  • Doing Well by Doing Good:The Social Enterprise
  • 19. What is Social Enterprise?
    Bill Drayton, Ashoka: A social entrepreneur is not content just to give a fish or teach how to fish; [instead] will not rest until they have revolutionized the fishing industry.
    David Bornstein, author “How to Change the World”: What business entrepreneurs are to the economy, social entrepreneurs are to social change. They are the driven, creative individuals who question the status quo, exploit new opportunities, refuse to give up, and remake the world for the better.
    so•cialen•tre•pre•neur: n.,1. Society’s change agent: pioneer of innovations that benefit humanity. (Skoll Foundation)
  • 20. Two Streams Of Practice
    Better Ways to Create Social Value
    GeneratingEarned Incomefor Social Purpose
  • 21. Commonalities
    Advocates recognize need for sustainable, scalable financial models
    Advocates recognize need for innovation, risks of not linking income to impact
    Both increasingly intrigued by innovative ways to use business methods and markets to serve social good
  • 22. Is the Y a Social Enterprise?
    Social Entrepreneurs:
    Create and sustain social value
    Pursue opportunities to serve this mission
    Continuously innovate, adapt, and learn
    Are not constrained by resourcesin hand
    Hold themselves accountable for
    achieving the social mission and
    using resources wisely
  • 23. Venture, Growth & Smart Philanthropy
  • 24. The New Philanthropist
    “Philanthropic families are looking to scale demonstrable solutions so they can reach millions of people, but they need a reliable way to do it. The need for scaling is painfully clear.  But we need a mechanism and a solution.”
    Doug Bauer, senior vice president of Rockefeller Philanthropy Advisors
  • 25. What attracts new philanthropists?
    Growing indifference to non- or for-profit status
    Growth philanthropists seek:
    Solutions to important social problems
    Sound, sustainable business models
  • 26. Is the Y a Social Enterprise?
  • 27. “The Best of Times… The Worst of Times”
    At our worst: A fitness club, teen drop-in center
    At our best: Transforming lives
  • 28. “The Best of Times… The Worst of Times”
    At our worst: High turnover of part-time, temporary workers
    At our best: Career professionals, nurtured in the Y, committed to the mission
  • 29. “The Best of Times… The Worst of Times”
    At our worst: Over-using debt, driving membership units, focusing on bricks & mortar, serving the advantaged
    At our best: Identifying and engaging friends of the Y, solving important social problems
  • 30. The Practices of Socially Responsible Ys
  • 31. Socially Responsible Ys: 4 Key Practices
    1. Constant focus on mission
    Engage the community
    Use role to drive values-consistent constituent behavior
    Reach out to, advocate for those without a voice
    Educate & engage employees in mission work
    Anonymity erodes community
  • 32. Socially Responsible Ys: 4 Key Practices
    2. Progressive employment practices
    Open-book management
    Job security/opportunity for advancement
    Competitive salaries
    Strong, subsidized family benefits plan
  • 33.
  • 34. Socially Responsible Ys: 4 Key Practices
    3. Conservative financial practices
    Reserve against volatility
    Match revenues and expenses
    Invest carefully in operations
    Limit the use of debt
    Make mission-consistent investments
    Collaborate with mission partners
    Including other Ys, other agencies
  • 35. Socially Responsible Ys: 4 Key Practices
    4. Never compromise safety because of the perception of limited resources
    Safety is mission
    Engage constituents in safety equation
    Safety mission is not limited to YMCA buildings or programs
    Community safety is goal
  • 36. Is the Y a Social Enterprise?
  • 37. Why Social Responsibility?
    Keeps the Y mission-centered
    Living communal values
    Keeps the Y relevant
    Addressing most important issues
    Leverages Y’s power to convene
    “Honest broker” in disparate community groups
    Engages young staff, volunteers, donors
    Looking for meaning
  • 38. So, what can Ys teach?
    Responsibility: “Of those to whom much is given, ___________”
    “The Ovarian Lottery”
    Honesty: “The narcotic of gradualism”
    Those who comfort the afflicted must now ______________”
    Caring, Respect: “Of the greatest leader, it is said when he is gone, _________________”
  • 39. What can Ys do?
    What does your community need?
    • Parenting skills, financial literacy?
    • 40. Violence prevention?
    • 41. At risk teen programming?
    • 42. Economic opportunity?
  • The Y as Social Enterprise:An elevator pitch
    “Through developmental youth programming, parenting and financial literacy training, the YMCA increases educational achievement, lifts families out of poverty and improves economic outcomes and quality of life for all.”
  • 43. The Next Step is Ours to Take…
    Bobby Kennedy:
    “Few men are willing to brave the disapproval of their fellows, the censure of their colleagues, the wrath of their society.
    Moral courageis a rarer commodity than bravery in battle or great intelligence.
    Yet it is the one essential, vital quality for those who seek to change the world which yields most painfully to change.”
  • 44. Scaling Social Impact: Making the YMCA case for the new philanthropy
    2011 AYP Conference