Scaling Social Impact


Published on

Published in: Business, Economy & Finance
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Scaling Social Impact

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