1. “The Big Idea: Scaling”
3/15/12
UWB
Social
NTERPRISE
CERTIFICATE
SOCIAL
E Sector
Cer4ficate
Program
3/15/12
1
DRAFT

2. About Me
• Co-­‐Founder
and
Execu4ve
Director,
Global
Brigades
Associa4on
and
Empowered.org
• Program
Manager,
Social
Enterprise
Leadership
Cer4ficate
at
University
of
Washington
Bothell
SOCIAL
ENTERPRISE
Cer4ficate
3/15/12
2
DRAFT

3. What is a Social Enterprise?
CSR ≠ SOCIAL ENTERPRISE
SOCIAL
ENTERPRISE
Cer4ficate
3/15/12
3
DRAFT

4. What is a Social Enterprise?
An
organiza4on
that
u4lizes
market-­‐based
business
principles
to
achieve
pro-­‐social
goals.
Examples:
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
4

5. Today’s Agenda
1. Does
nonprofit
mean
you
don’t
get
paid?
2. Dis4nguishing
for-­‐profits,
social
enterprises,
and
non-­‐profits
3. The
shareholder
vs.
stakeholder
dilemma
4. What
is
the
best
en4ty
structure
for
your
organiza4on?
5. Decentralized
vs.
centralize
d
organiza4ons
6. Scaling
for
social
impact
7. Q/A
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
5

6. Does Nonprofit Mean No Money?
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
6

7. For-profit vs. Non-profit vs. SE
FOR-PROFIT ADVANTAGES
• Can sell equity to shareholders
– Can do an IPO
– Raise capital by conventional methods
• Less government regulation / audits
• More flexible business models (c-corp, LLCs, LLPs, etc…)
• Easier to get loans
• Profit-based culture
• Higher compensation structures
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
7

8. For-profit vs. Non-profit vs. SE
NON-PROFIT ADVANTAGES
• Tax deductable receipts
• Access to donors and grants
• Access to volunteers
• No taxes
• Mission-based culture
• No share-holders
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
8

9. For-profit vs. Non-profit vs. SE
SOCIAL ENTERPRISES
• Can either be for-profit or non-profit
• Double or even triple bottom line
• Element of charitable programming/mission driven
• Can leverage mission-based culture to:
o Market your company
o Retain and attract talent
• Have a market-based revenue model that is more
sustainable than grants/donations alone
• Ideally all profits are circulated back into mission without
shareholders.
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
9

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?
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
10

11. What’s Right for your Organization?
DO THE ANALYSIS
• Who are your stake-holders? Do they care about social
responsibility?
• How compelling is your competitive advantage?
– Do you need grants or other donor based start-up capital?
– Do you need volunteers? Tax incentives?
• Is it worth it to give up equity?
• What is going to yield the MOST social impact?
• Do you have relationships with influencers that could be a
impactful board of directors?
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
11

12. Scale for Social Change
Global Brigades’ Vision: To improve equality of life, by igniting the
largest student-led social responsibility movement on the planet.
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
12

13. Centralized vs. Decentralized
Recommended
reading…
“The
Starfish
and
the
Spider”
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
13

14. Global Brigades Org Chart 2012
SOCIAL
ENTERPRISE
Cer4ficate
3/15/12
14
DRAFT

15. Social Enterprise Certificate
Social Enterprise Leadership Certificate
June 17-September 11, 2012
Where: Bellevue, WA
http://www.uwb.edu/business/nondegree/socialenterprise
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
15

16. Int’l Internship with Global Brigades
Sustainable Development Internship
July1-31, 2012
Where: Honduras, Panama and Ghana
www.globalbrigades.org
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
16

17. Questions?
Feel free to contact me at:
Steve@globalbrigades.org
3/15/12
SOCIAL
ENTERPRISE
CERTIFICATE
17