1. Scaling Social Impact: Making the YMCA case for the new philanthropy 2011 AYP Conference

3. “There will be no interruption of our permanent prosperity.”

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

12. Anthony Weiner

13. Where Do We Turn For Moral Leadership?

17. Our model is robust and sustainable

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 SOCIALENTERPRISE SOCIALINNOVATION Better Ways to Create Social Value GeneratingEarned Incomefor Social Purpose

21. Commonalities SOCIALINNOVATION SOCIALENTERPRISE 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 Scale

26. Is the Y a Social Enterprise?

27. “The Best of Times… The Worst of Times” Members: At our worst: A fitness club, teen drop-in center At our best: Transforming lives

28. “The Best of Times… The Worst of Times” Employees: 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” Community: 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

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, _________________”

40. Violence prevention?

41. At risk teen programming?

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