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Summit slide show

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PPT from 2011 National CEO Co-op and Mutual Summit

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Summit slide show

  1. 1. IYC 2012<br />Welcome to<br />the <br />Chair and CEO Summit<br />Breakfast<br />Canberra<br />17th August 2011<br />
  2. 2. IYC 2012 Summit<br />“Please accept my apologies for being unable to attend today's meeting, <br />As Chairman of Hepburn Wind, Australia's first co-operatively owned wind farm, I know first hand that communities are eager to work together to solve today's most challenging problems. Co-operative values are as important now as they have ever been. Social enterprises built on these principles have played a major role in building our country and are especially well placed to build a future that we will be proud to hand to future generations.<br />Hepburn Wind is proud to be co-operatively owned and we look forward to working with other co-operatives to help deliver sustainable solutions to communities around Australia.<br />I wish you a productive day and I look forward to hearing the outcomes.”<br /> Regards, Simon Holmes à Court<br />
  3. 3. IYC 2012<br />Welcome to<br />the <br />Chair and CEO Summit<br />Canberra<br />17th August 2011<br />
  4. 4. IYC 2012 CEO Summit<br />Session one<br />IYC 2012 and the legacies we seek – sector challenges<br />
  5. 5. IYC 2012<br />Trent Bartlett<br />Chair<br />IYC Steering Committee &<br />Social Business Australia<br />
  6. 6. IYC 2012<br />
  7. 7. IYC 2012<br />The Challenges we have<br />&<br />The Legacies we seek<br />
  8. 8. Who is sitting next to me?<br />
  9. 9. Why have we come together?<br />
  10. 10. Why have we come together?<br />…… but is it?<br />
  11. 11. It is not about a legal form<br />Co-operation<br />
  12. 12. All Co-op Creatures – Great & Small<br />
  13. 13. Because we are the 4th Sector<br />
  14. 14. Understanding the 4th Sector<br />ORGANISATIONS BY PURPOSE<br />Maximise social benefit<br />Maximise financial <br />benefit to owners<br />EMERGING FOURTH SECTOR<br />For Profits<br />PRIVATE SECTOR<br />For Profits<br />Civic/Municipal Enterprises<br />Common Good Corporations<br />Co-operatives<br />Mutuals<br />Credit Unions<br />Community Investment/Development Corporations<br />Employee Owned Organisations<br />Cross Sectoral Partnerships<br />Ethical Social Institutions<br />Faith Based Enterprises<br />Social Businesses<br />Social Economy Enterprises<br />Social Enterprises<br />Sustainable Enterprises<br />Cause Related Marketing/Purchasing, <br />Ethics.<br />Transparency, <br />Corporate Social Responsibility,<br />Corporate Philanthropy, <br />Environmental Sustainability, <br />Community Relations,<br />Socially Responsible Investing, <br />Stakeholder Accountability, Social Auditing<br />ORGANISATIONS BY INCOME<br />Accountability, Transparency, Effectiveness, <br />Efficiency, Market Discipline, Measurable Impact<br />Venture Philanthropy, Social Investing, Privatisation<br />Economic Sustainability, Program Related Investing<br />SOCIAL SECTOR<br />Non Profits/NGO’s<br />PUBLIC SECTOR<br />Government<br />
  15. 15. Contribution to Community<br />“Increasingly, companies and leaders will be assessed not only on immediate results but also on longer term impact – the ultimate effects their actions have on societal well-being”<br />Dr. Rosabeth Moss Kanter<br />Arbuckle Professor<br />Harvard Business School<br />October 2010<br />
  16. 16. Is this the Future?<br />With the rise and rise of Corporate Social Responsibility, Corporate Philanthropy, Triple Bottom Line, Ethics, Diversity, Social Entrepreneurs – will people ask you….<br />“How does your organisation justifyits existence in our Community/Society?”<br />
  17. 17. Is your Co-op or Mutual relevant?<br />CSL Shareholder Value<br />Expectations<br />Core Member Benefits<br />ShareholderReturns<br />Revenue<br />Growth<br />Operating<br />Margin<br />Asset<br />Efficiency<br />Member<br />Expectations<br />Price<br />Differential<br />Service<br />Differential<br />Value<br />Of <br />Existence<br />Risk <br />Reduction<br />Value<br />Creators<br />Parts <br />Availability<br />Settlement<br />Discount<br />Insurance<br />Business<br />Management<br />Value<br />Drivers<br />Supplier<br />Availability<br />Other<br />Income<br />Fixed <br />Assets<br />External<br />Factors<br />Member<br />Purchasing<br />Volumes<br />Costs of<br />Doing <br />Business<br />Financial<br />Capital<br />
  18. 18. Is your Co-op or Mutual relevant?<br />CSL Shareholder Value<br />Expectations<br />Core Member Benefits<br />ShareholderReturns<br />Revenue<br />Growth<br />Operating<br />Margin<br />Asset<br />Efficiency<br />Member<br />Expectations<br />Price<br />Differential<br />Service<br />Differential<br />Value<br />Of <br />Existence<br />Risk <br />Reduction<br />Value<br />Creators<br />Parts <br />Availability<br />Settlement<br />Discount<br />Insurance<br />Business<br />Management<br />Value<br />Drivers<br />Supplier<br />Availability<br />Other<br />Income<br />Fixed <br />Assets<br />External<br />Factors<br />Member<br />Purchasing<br />Volumes<br />Costs of<br />Doing <br />Business<br />Financial<br />Capital<br />
  19. 19. Is your Co-op or Mutual relevant?<br />How do you nourish your co-operative or mutual identity?<br />As individual co-operatives or mutuals– we need to ask ourselves;<br /><ul><li>Do we care whether we are a co-operative and that others know it?
  20. 20. Are we bothered if our members don’t get it?
  21. 21. What effort do we make to try and help them understand?
  22. 22. Do our members know, appreciate or even care about the co-op difference?</li></ul>Arguably, developing our co-operative identity must be a key element of building a member owned business. <br />
  23. 23. The IYC Global Aims<br /><ul><li>Increase public awareness about co-operatives, how they benefit their members and contribute to socio-economic development
  24. 24. Promote awareness of the global network of co-operatives and their efforts in community building, democracy and peace;</li></ul>INCREASE AWARENESS<br /><ul><li>Promote the formation and growth of co-operatives among individuals and institutions to address common economic needs and for socio-economic empowerment;</li></ul>PROMOTE GROWTH<br /><ul><li>Encourage Governments and regulatory bodies to establish policies, laws and regulation conducive to co-operative formation and growth.</li></ul>ESTABLISH POLICIES<br />
  25. 25. UN and ICA Invitation <br />The International Year of Co-operatives is a unique opportunity to celebrate co-operatives. <br />IYC also provides opportunities to develop new relationships and partnerships with institutions, development partners, citizen groups, and other business enterprises. It can be the year where co-operative foundations or support programmes and funds are launched. <br />B 2 B<br />
  26. 26. Keep it in the Family<br />The International Year of Co-operatives is a unique opportunity to celebrate co-operatives. <br />IYC also provide s opportunities to develop new relationships and partnerships with institutions, development partners, citizen groups, and other business enterprises. It can be the year where co-operative foundations or support programmes and funds are launched. <br />C 2 C<br />
  27. 27. Major Players <br />Academia <br />Plays a pivotal role in strengthening co-operatives and mutualsand provides hard data for governments and the sectors;<br />Private Sector: <br />Co-operatives andmutualswork alongside, and are considered by some to be part of, the private sector. <br />Government <br />Provides the political and regulatory eco-systems for co-operatives & mutualsto thrive and grow (or not). <br />
  28. 28. Co-ops as a Brand<br />Co-op<br />
  29. 29. Brand - What the USA is doing<br />This year the National Co-op Month <br />Planning Committee and the <br />International Credit Union Day <br />Committee teamed <br />up to create one logo and theme to use <br />across Canada and the U.S. <br />for all co-op businesses. <br />Increasing the audience for one brand <br />created more energy around their<br />Co-op Month efforts.  <br />They noticed a dramatic increase in <br />media attention, as well as in social <br />media.<br />
  30. 30. What the Poms are doing<br />
  31. 31. Oz Social Enterprise is 10 years behind<br />SIMPLE<br />Simple Impact Measure for Local Economies<br />
  32. 32. Understanding the 4th Sector<br />ORGANISATIONS BY PURPOSE<br />Maximise social benefit<br />Maximise financial <br />benefit to owners<br />EMERGING FOURTH SECTOR<br />For Profits<br />PRIVATE SECTOR<br />For Profits<br />Civic/Municipal Enterprises<br />Common Good Corporations<br />Co-operatives<br />Mutuals<br />Credit Unions<br />Community Investment/Development Corporations<br />Employee Owned Organisations<br />Cross Sectoral Partnerships<br />Ethical Social Institutions<br />Faith Based Enterprises<br />Social Businesses<br />Social Economy Enterprises<br />Social Enterprises<br />Sustainable Enterprises<br />Cause Related Marketing/Purchasing, <br />Ethics.<br />Transparency, <br />Corporate Social Responsibility,<br />Corporate Philanthropy, <br />Environmental Sustainability, <br />Community Relations,<br />Socially Responsible Investing, <br />Stakeholder Accountability, Social Auditing<br />ORGANISATIONS BY INCOME<br />Accountability, Transparency, Effectiveness, <br />Efficiency, Market Discipline, Measurable Impact<br />Venture Philanthropy, Social Investing, Privatisation<br />Economic Sustainability, Program Related Investing<br />SOCIAL SECTOR<br />Non Profits/NGO’s<br />PUBLIC SECTOR<br />Government<br />
  33. 33. The Business End of Social Enterprise <br />
  34. 34. Our reason for being<br />SOCIAL BUSINESS<br />Profits with Purpose<br />A Good Way of Doing Business<br />&<br />A Business Like Way of Doing Good<br />
  35. 35. The Big Idea – Creating Shared Value <br />“The principle of shared value involving the creation of economic value for society by addressing its needs and challenges.”<br />“Businesses must reconnect company success with social progress”<br />Dr. Michael Porter & Mark Kramer<br />Professor<br />Harvard Business School<br />January 2011<br />
  36. 36. Core versus Periphery <br />CSRCSV<br /><ul><li>Valuing doing good
  37. 37. Citizenship, philanthropy, sustainability
  38. 38. Discretionary or in response to external pressure
  39. 39. Separate from profit maximisation
  40. 40. Agenda is determined by external reporting and personal preferences
  41. 41. Impact limited by corporate foot print and CSR budget</li></ul>Example: Fair trade purchasing<br /><ul><li>Value: economic and societal benefits relative to cost
  42. 42. Joint company and community value creation
  43. 43. Integral to competing
  44. 44. Integral to profit maximisation
  45. 45. Agenda is company specific and internally generated
  46. 46. Re-aligns the entire company budget</li></ul>Example: transforming procurement to increase quality and yield<br />
  47. 47. Social Business Australia – A legacy?<br />SOCIAL BUSINESS AUSTRALIA<br /> Vision To evolve Social Business Australia into a Social Business Council for Australia<br /> Purpose To help social purpose organisations using commercial business models (the 4th Sector) to coalesce<br />
  48. 48. Business Council<br />“Elections provide the opportunity for political leaders to outline their visions for Australia’s future. With the right leadership and policies, Australia has the opportunity now to set its sights higher.<br />This publication, Economic Success, Community Prosperity: Policy Benchmarks for the 2010 Federal Election, provides clear and public understanding of our expectations in advance of the federal election”<br />
  49. 49. Can we claim our rightful place in Society<br />STARTING A BUSINESS<br />VS<br />STARTING A MOVEMENT<br />
  50. 50. Co-operatives provide <br />over 100 million jobs <br />around the world<br />20% more than multi-nationals<br />
  51. 51. The Global Co-operative Movement <br />brings together<br />over 1 billion people as members<br />around the world<br />
  52. 52. The UN estimates<br />that the livelihood <br />of nearly 3 billion people <br />is made secure by <br />co-operative enterprise<br />
  53. 53. Australia’s 2,000 co-operatives & 113 mutual banking institutions are owned by more than 8 million Australians<br />
  54. 54. Between<br />Co-operatives and Credit Unions in Australia<br />there are over 2 million more member/shareholders than the Australian stock market private retail investors.<br />
  55. 55. In 2010 the Top 100 <br />Co-operatives, Mutual’s & <br />Credit Unions <br />in Australia<br />turned over <br />$AUD20b with their members<br />(who are also their owners!)<br />
  56. 56. Australia’s mutual banking sector, made up of <br />104 credit unions &<br /> 9 mutual building societies, <br />is the third largest in the world after the US and Canada. <br />
  57. 57. Supporting Emerging 4th Sector for Social Businesses<br />
  58. 58. IYC 2012 CEO Summit<br />Session two<br />Meeting the challenges<br />
  59. 59. Co-operatives, Mutuals, Social Enterprises <br />International Year of Cooperative <br /> “Meeting the challenges”<br />Presenter<br />Peter Tregilgas Executive Officer <br />Regional Development Australia<br />Mid North Coast (RDA MNC)<br />Wed 17 Aug 2011<br />
  60. 60.
  61. 61.
  62. 62. RDA MNC <br />STRATEGIC<br /> CHALLENGE<br />
  63. 63. Regional Leadership <br />Concept of “Regionalism”<br />
  64. 64. National Priorities <br /><ul><li>Skilling Australia
  65. 65. Lifting Productivity
  66. 66. Maximising the opportunity of broadband
  67. 67. Sustaining our environment
  68. 68. Social Inclusion
  69. 69. Water and energy efficiency</li></li></ul><li>RDA MNC Regional Plan recognises the importance of collaboration and connection <br />
  70. 70. Meeting the 2012 IYC Challenge:<br /><ul><li>Co-operative/Mutual/Social Enterprise are market based
  71. 71. Co-operative/Mutual/Social Enterprise brand need re-development
  72. 72. Co-operative/Mutual/Social Enterprise strength is the “common-bond” - social capital and collaboration</li></li></ul><li>IYC 2012 CEO Summit<br />Session three<br />IYC 2012 national activities<br />
  73. 73. IYC 2012<br />“Making the local – global”<br />The program of national activities developed by the IYC Steering Committee<br />
  74. 74. IYC 2012<br />Bullet points in Calibri 24<br />
  75. 75. IYC 2012<br />23 years<br />Global leadership<br />
  76. 76. IYC 2012<br />A Brand<br />A Message<br />
  77. 77. IYC 2012<br />
  78. 78. IYC 2012<br />United Nations Official Launch, New York City <br />31Oct 2011<br />ICA Launch at the General Assembly, Cancun Mexico<br />14 Nov 2011<br />
  79. 79. IYC 2012<br />Conferences and Global Expo<br />
  80. 80. IYC 2012<br />Conferences and Global Expo<br />
  81. 81. IYC 2012<br />Competitions and Case Studies<br />One Story a Day in 2012<br />
  82. 82. IYC 2012<br />www.2012.coop<br />
  83. 83. IYC 2012<br />Rewards and Recognition<br />
  84. 84. IYC 2012<br />Ambassadors<br />
  85. 85. IYC 2012<br />Maggie Beer, Senior Australian of the Year 2012 and Supporter of IYC 2012<br />
  86. 86. IYC 2012<br />National Co-operative Business Excellence Awards<br />Nominate your Co-operative Champions<br />
  87. 87. IYC 2012<br />IYC Co-operative Year book<br />
  88. 88. IYC 2012<br />Collectibles<br />
  89. 89. IYC 2012<br />www.australia2012.coop<br />Calendar & Newsletter<br />
  90. 90. IYC 2012<br />Social Media<br />
  91. 91. IYC 2012<br />Conferences and Trade Expo<br />
  92. 92. IYC 2012<br />Youth Events<br />
  93. 93. IYC 2012<br />Media and Press Releases<br />
  94. 94. IYC 2012<br />Case Studies<br />
  95. 95. IYC 2012<br />Research and Mapping<br />
  96. 96. IYC 2012<br />
  97. 97. IYC 2012<br />
  98. 98. IYC 2012<br />Our<br />Co-ops<br />?<br />
  99. 99. IYC 2012 CEO Summit<br />Session four (breakout session)<br />IYC 2012 sector initiatives<br />
  100. 100. IYC 2012 CEO Summit<br />Lunch break<br />
  101. 101. IYC 2012 CEO Summit<br />Session five (breakout session cont)<br />Group reports<br />
  102. 102. IYC 2012 CEO Summit<br />Group reports<br />
  103. 103. IYC 2012 CEO Summit<br />Session five (breakout session cont)<br />Group reports<br />
  104. 104. IYC 2012 CEO Summit<br />Group report A – Warren McLean<br /><ul><li>Promotion of the co-op ethos – go and recruit
  105. 105. Partner/network with other successful co-ops
  106. 106. A major event
  107. 107. Re-educate existing members and reinforce loyalty, increase our relevance
  108. 108. Engage the young and those who influence, educate - value
  109. 109. Boost in-government expertise on sector (particularly at regulatory and administration level)
  110. 110. Engage local media on all levels
  111. 111. GenNext</li></li></ul><li>IYC 2012 CEO Summit<br />Group report B –Alex Cramb<br /><ul><li>Continue to build awareness use practical methods
  112. 112. Leverage existing events on the calendar
  113. 113. Reinvent the co-op image
  114. 114. Create events that are relevant to members alone, the community at large
  115. 115. C2C sharing of information and expertise
  116. 116. Define and promote the public dividend co-ops offer
  117. 117. Engagement – government, wider political affiliations (bipartisan)
  118. 118. National (Federal) legislation
  119. 119. Strong national body</li></li></ul><li>IYC 2012 CEO Summit<br />Group report C – Tony O’Shea<br /><ul><li>Must have a national peak body for co-ops, credit unions and mutuals
  120. 120. Advocate government
  121. 121. Raise awareness of the sector and its values
  122. 122. Professional development from top down</li></li></ul><li>IYC 2012 CEO Summit<br />Group report D –Roger Nicholl<br /><ul><li>Raising profile and highlighting benefits
  123. 123. Leverage free/low cost media and national campaign/DLs/point of sale advertising
  124. 124. Use the coin
  125. 125. Talk to members about theirs, and other co-ops – tell the stories
  126. 126. Develop a case study ‘pro forma’
  127. 127. Local and regional champions and facilitators for C2C – mobilise the sector
  128. 128. Open day – tied to key dates, national – have a birthday party
  129. 129. National – gov/community recognition, capital, brand, simple message, targeted research (utilising academics), curriculum
  130. 130. Educating other sectors
  131. 131. Fund new positions (notables, professors, decision makers)</li></li></ul><li>IYC 2012 CEO Summit<br />Group report E – Russell Becker<br /><ul><li>Communication with business leaders, politicians and wider community
  132. 132. Co-ordinated research and education approach
  133. 133. Alignment of key benefits flowing to co-ops and mutuals
  134. 134. Single representative body – need this now, not as a legacy outcome. This will help drive the IYC campaign more effectively</li></li></ul><li>Co-operating to fund it all<br />Suzanne Henderson<br />Director, Social Business Australia<br />Daniel Newlan<br />Senior Adviser, Abacus – Australian Mutuals<br />
  135. 135. Co-operating to fund it all<br />Objective of Session:<br />This session will identify what’s needed to ensure that IYC 2012 and its legacy outcomes are achieved successfully.<br />
  136. 136. Co-operating to fund it all<br />Session recap: IYC 2012 and beyond - what you want<br /><ul><li>A strong national body – potentially now
  137. 137. A brand that reflects a simple message and value proposition
  138. 138. Federal legislation
  139. 139. Partnerships – C2C
  140. 140. The model into the mainstream – promotion, educating accounting circles
  141. 141. Research, information, education – everyone who needs to know
  142. 142. Events and engagement – media, community, members
  143. 143. Innovation, entrepreneurship
  144. 144. Next generation – engaging young people</li></li></ul><li>Co-operating to fund it all<br />Session recap: IYC 2012 and beyond - what you want<br />Getting a body off the ground now<br /><ul><li>Advocacy will be difficult. Needs to be sold?(check) – A
  145. 145. Funded, inclusive and ensure it’s a broad church. Quality people. Fair and representative. Good governance. Don’t reinvent the wheel. B
  146. 146. Change SBA into a co-op. Have to properly define what a social business is. Refer CU “Project renewal”. The A. Theme B is broader church – Group C
  147. 147. Full representation. United front. Clear, broad goals and targets. 9-person committee (right balance). Independent chair. Group D
  148. 148. Services/what does it do, how is it funded. Practical solution – service deliver (service for fee). Member base. Link to gov social inclusion agenda. Matching contribution from gov (as key partner). Other partners, such as ACOSS. Single name that reflects the broader church. Something that galvanises. E</li></li></ul><li>Co-operating to fund it all<br />Session recap: IYC 2012 and beyond - what you want<br />Next steps<br /><ul><li>xx</li></li></ul><li>IYC 2012<br />Outcomes – what’s possible<br /><ul><li>A collective voice
  149. 149. A regular slot on the political, economic and social agenda
  150. 150. Co-operatives co-operating
  151. 151. A unique value proposition
  152. 152. Boosting your individual profile
  153. 153. Preservation and promotion of your business form</li></li></ul><li>IYC 2012<br />“…the human animal has achieved the great things it has, not only as a result of competition between us but also as a result of our heightened ability to co-operate in the achievement of common objectives. <br />The economists' conventional model is big on competition, but sets little store by co-operation, since it assumes we're all rugged individualists. <br /> Ross Gittens, Maybe economic reform is worsening productivity <br /> Sydney Morning Herald, August 15, 2011<br />
  154. 154. Co-operating to fund it all<br />Making it happen<br />State of play<br />Funding the IYC 2012 activities<br />Supporting the IYC 2012 activities<br />Supporting the IYC 2012 legacy outcomes<br />Next steps<br />
  155. 155. Co-operating to fund it all<br />State of play<br /><ul><li> IYC 2012 Secretariat Ltd
  156. 156. Seed funding – Capricorn Society, $100,000
  157. 157. Additional funding support – Abacus, Macleay
  158. 158. Ongoing funding – Capricorn Society, $160,000
  159. 159. National appeal launched </li></li></ul><li>Co-operating to fund it all<br />Making it happen<br />Funding the IYC 2012 activities<br /><ul><li> Please refer to page 16 of your supporters pack</li></li></ul><li>Co-operating to fund it all<br />Making it happen<br />Funding the IYC 2012 activities<br /><ul><li>Please refer to Appendix A of your supporters pack</li></li></ul><li>Co-operating to fund it all<br />Making it happen<br />Other support – financial and in-kind<br /><ul><li> Other sectors and bodies
  160. 160. Events and collateral
  161. 161. Government support</li></li></ul><li>Co-operating to fund it all<br />Making it happen – funding case study<br />Abacus Industry Promotion Campaign<br /><ul><li> National TV advertising campaign and spot PR
  162. 162. Funded via industry levy
  163. 163. Key wins – government recognition and increased awareness</li></ul>A war chest<br />
  164. 164. Co-operating to fund it all<br />Making it happen<br />Supporting the IYC 2012 activities<br /><ul><li>Solid partnerships – national, regional, local and b2b
  165. 165. Good governance
  166. 166. Regular and meaningful reporting
  167. 167. Wide leverage – supporting your brand, collateral</li></li></ul><li>Co-operating to fund it all<br />Making it happen<br />Supporting the IYC 2012 legacy outcomes<br /><ul><li>Obtain the funding
  168. 168. Go back and sell it
  169. 169. Mobilise the right people
  170. 170. Rally decision makers now and sow the seeds of support
  171. 171. Listen to your members
  172. 172. Get the data</li></li></ul><li>Co-operating to fund it all<br />Session recap: IYC 2012 and beyond - what you want<br /><ul><li>Advocacy will be difficult. Needs to be sold?(check) – A
  173. 173. Funded, inclusive and ensure it’s a broad church. Quality people. Fair and representative. Good governance. Don’t reinvent the wheel. B
  174. 174. Change SBA into a co-op. Have to properly define what a social business is. Refer CU “Project renewal”. The A. Theme B is broader church – Group C
  175. 175. Full representation. United front. Clear, broad goals and targets. 9-person committee (right balance). Independent chair. Group D
  176. 176. Services/what does it do, how is it funded. Practical solution – service deliver (service for fee). Member base. Link to gov social inclusion agenda. Matching contribution from gov (as key partner). Other partners, such as ACOSS. Single name that reflects the broader church. Something that galvanises. E</li></li></ul><li>Co-operating to fund it all<br />Making it happen<br />This is a one off opportunity to rally around a common cause<br />It will need action at a national, regional and local level<br />It will need sustainable outcomes<br />It will take significant resources, talent and passion<br />
  177. 177. Co-operating to fund it all<br />The process?<br /><ul><li>September – broad campaign plan, letter and invoice
  178. 178. October – funding receipts and strategy finalisation
  179. 179. November – detailed campaign plan and supporting strategy
  180. 180. December – collateral and launch of IYC 2012, detailed governance structure</li></li></ul><li>IYC 2012 CEO Summit<br />Session seven<br />A vision beyond 2012 – close and wrap up<br />
  181. 181. IYC 2012 CEO Summit<br />Thank you!<br />Key contacts:<br /><ul><li>SBA - Trent Bartlett trent.bartlett@socialbusiness.coop
  182. 182. Abacus - Daniel Newlan dnewlan@abacus.org.au
  183. 183. Facilitation - John Lonergan, john.lonergan@onthe.net.au</li>

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