Summit slide show

IYC 2012

Welcome tothe

Chair and CEO SummitBreakfast

Canberra

17th August 2011

IYC 2012 Summit

“Please accept my apologies for being unable to attend today's meeting,

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.

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.I wish you a productive day and I look forward to hearing the outcomes.”

Regards, Simon Holmes à Court

IYC 2012

Welcome tothe

Chair and CEO SummitCanberra

17th August 2011

IYC 2012 CEO Summit

Session oneIYC 2012 and the legacies we seek – sector challenges

IYC 2012

Trent Bartlett

Chair

IYC Steering Committee &Social Business Australia

IYC 2012

IYC 2012

The Challenges we have

&

The Legacies we seek

Who is sitting next to me?

Why have we come together?

Why have we come together?

…… but is it?

It is not about a legal form

Co-operation

All Co-op Creatures – Great & Small

Because we are the 4th Sector

Understanding the 4th Sector

PRIVATE SECTORFor Profits

EMERGING FOURTH SECTORFor Profits

SOCIAL SECTORNon Profits/NGO’s

PUBLIC SECTORGovernment

Accountability, Transparency, Effectiveness, Efficiency, Market Discipline, Measurable ImpactVenture Philanthropy, Social Investing, PrivatisationEconomic Sustainability, Program Related Investing

Civic/Municipal EnterprisesCommon Good CorporationsCo-operativesMutualsCredit UnionsCommunity Investment/Development CorporationsEmployee Owned OrganisationsCross Sectoral PartnershipsEthical Social InstitutionsFaith Based EnterprisesSocial BusinessesSocial Economy EnterprisesSocial EnterprisesSustainable Enterprises

Cause Related Marketing/Purchasing, Ethics.Transparency, Corporate Social Responsibility,Corporate Philanthropy, Environmental Sustainability, Community Relations,Socially Responsible Investing, Stakeholder Accountability, Social Auditing

Maximise financial benefit to owners

Maximise social benefitORGANISATIONS BY PURPOSE

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Contribution to Community

“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”

Dr. Rosabeth Moss KanterArbuckle ProfessorHarvard Business SchoolOctober 2010

Is this the Future?

With the rise and rise of Corporate Social Responsibility, Corporate Philanthropy, Triple Bottom Line, Ethics, Diversity, Social Entrepreneurs – will people ask you….

“How does your organisation justify its existence in our Community/Society?”

Is your Co-op or Mutual relevant?CSL Shareholder Value

RevenueGrowth

Expectations

Parts Availability

MemberPurchasing

Volumes

ValueDrivers

ValueCreators

SupplierAvailability

OperatingMargin

SettlementDiscount

OtherIncome

Costs ofDoing

Business

AssetEfficiency

Insurance

Fixed Assets

FinancialCapital

MemberExpectations

BusinessManagement

ExternalFactors

Core Member BenefitsShareholder Returns

PriceDifferential

ServiceDifferential

ValueOf

Existence

Risk Reduction

Is your Co-op or Mutual relevant?CSL Shareholder Value

RevenueGrowth

Expectations

Parts Availability

MemberPurchasing

Volumes

ValueDrivers

ValueCreators

SupplierAvailability

OperatingMargin

SettlementDiscount

OtherIncome

Costs ofDoing

Business

AssetEfficiency

Insurance

Fixed Assets

FinancialCapital

MemberExpectations

BusinessManagement

ExternalFactors

Core Member BenefitsShareholder Returns

PriceDifferential

ServiceDifferential

ValueOf

Existence

Risk Reduction

Is your Co-op or Mutual relevant?

How do you nourish your co-operative or mutual identity?

As individual co-operatives or mutuals – we need to ask ourselves;• Do we care whether we are a co-operative and that others

know it? • Are we bothered if our members don’t get it? • What effort do we make to try and help them understand?• Do our members know, appreciate or even care about the co-

op difference?

Arguably, developing our co-operative identity must be a key element of building a member owned business.

The IYC Global Aims

INCREASE AWARENESS

• Increase public awareness about co-operatives, how they benefit their members and contribute to socio-economic development

• Promote awareness of the global network of co-operatives and their efforts in community building, democracy and peace;

• Promote the formation and growth of co-operatives among individuals and institutions to address common economic needs and for socio-economic empowerment;

• Encourage Governments and regulatory bodies to establish policies, laws and regulation conducive to co-operative formation and growth.

PROMOTE GROWTH

ESTABLISH POLICIES

UN and ICA Invitation

The International Year of Co-operatives is a unique opportunity to celebrate co-operatives.

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.

B 2 B

Keep it in the Family

The International Year of Co-operatives is a unique opportunity to celebrate co-operatives.

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.

C 2 C

Major Players Academia Plays a pivotal role in strengthening co-operatives and mutuals and provides hard data for governments and the sectors; Private Sector: Co-operatives and mutuals work alongside, and are considered by some to be part of, the private sector.

Government Provides the political and regulatory eco-systems for co-operatives & mutuals to thrive and grow (or not).

Co-ops as a Brand

Co-op

Brand - What the USA is doingThis year the National Co-op Month Planning Committee and the International Credit Union Day Committee teamed up to create one logo and theme to use across Canada and the U.S. for all co-op businesses.

Increasing the audience for one brand created more energy around theirCo-op Month efforts. They noticed a dramatic increase in media attention, as well as in social media.

What the Poms are doing

http://www.mutuo.co.uk/

Oz Social Enterprise is 10 years behind

SIMPLE

Simple Impact Measure for Local Economies

http://www.sel.org.uk/index/




Understanding the 4th Sector

PRIVATE SECTORFor Profits

EMERGING FOURTH SECTORFor Profits

SOCIAL SECTORNon Profits/NGO’s

PUBLIC SECTORGovernment

Accountability, Transparency, Effectiveness, Efficiency, Market Discipline, Measurable ImpactVenture Philanthropy, Social Investing, PrivatisationEconomic Sustainability, Program Related Investing

Civic/Municipal EnterprisesCommon Good CorporationsCo-operativesMutualsCredit UnionsCommunity Investment/Development CorporationsEmployee Owned OrganisationsCross Sectoral PartnershipsEthical Social InstitutionsFaith Based EnterprisesSocial BusinessesSocial Economy EnterprisesSocial EnterprisesSustainable Enterprises

Cause Related Marketing/Purchasing, Ethics.Transparency, Corporate Social Responsibility,Corporate Philanthropy, Environmental Sustainability, Community Relations,Socially Responsible Investing, Stakeholder Accountability, Social Auditing

Maximise financial benefit to owners

Maximise social benefitORGANISATIONS BY PURPOSE

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The Business End of Social Enterprise

Our reason for being

SOCIAL BUSINESSProfits with Purpose

A Good Way of Doing Business&

A Business Like Way of Doing Good

The Big Idea – Creating Shared Value

“The principle of shared value involving the creation of economic value for society by addressing its needs and challenges.”

“Businesses must reconnect company success with social progress”

Dr. Michael Porter & Mark KramerProfessorHarvard Business SchoolJanuary 2011

Core versus Periphery

CSR CSV• Valuing doing good• Citizenship, philanthropy,

sustainability• Discretionary or in response

to external pressure• Separate from profit

maximisation• Agenda is determined by

external reporting and personal preferences

• Impact limited by corporate foot print and CSR budget

Example: Fair trade purchasing

• Value: economic and societal benefits relative to cost

• Joint company and community value creation

• Integral to competing• Integral to profit maximisation• Agenda is company specific and

internally generated• Re-aligns the entire company

budget

Example: transforming procurement to increase quality and yield

Social Business Australia – A legacy?

SUSTAIN SUPPORT GROWTH PROMOTE

Combat the decline of the 4th sector through;

Defining the Sector

Seeking policy reform

Educating the movement

Academic Research

Support Social Businesses through;

Brokering Service

Angel Matching Service

Establishment of Advisory Panel

Facilitating Sector Development

Grow the territory for social business through;

Policy Development

Sector Partnerships

Advocacy

Lobbying

Communicate to coalesce through;

Media campaigns & relationships

Involvement in Sector Events

Sectoral Commentary

Conversations & Outputs

SOCIAL BUSINESS AUSTRALIA

Vision To evolve Social Business Australia into a Social Business Council for Australia

Purpose To help social purpose organisations using commercial business models (the 4th Sector) to coalesce

Business Council

“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.

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”

Can we claim our rightful place in Society

STARTING A BUSINESS

VS

STARTING A MOVEMENT

Co-operatives provide over 100 million jobs

around the world

20% more than multi-nationals

The Global Co-operative Movement

brings togetherover 1 billion people as

membersaround the world

The UN estimatesthat the livelihood

of nearly 3 billion people is made secure by

co-operative enterprise

Australia’s 2,000 co-operatives & 113 mutual banking institutions are owned by more than 8

million Australians

BetweenCo-operatives and Credit

Unions in Australiathere are over 2 million

more member/shareholders than

the Australian stock market private retail

investors.

In 2010 the Top 100 Co-operatives, Mutual’s &

Credit Unions in Australiaturned over

$AUD20b with their members

(who are also their owners!)

Australia’s mutual banking sector, made up of 104 credit unions &

9 mutual building societies, is the third largest in the world after the US and

Canada.

Supporting Emerging 4th Sector for Social Businesses

IYC 2012 CEO Summit

Session twoMeeting the challenges

Co-operatives, Mutuals, Social Enterprises International Year of Cooperative

“Meeting the challenges”

PresenterPeter Tregilgas Executive Officer Regional Development Australia

Mid North Coast (RDA MNC)

Wed 17 Aug 2011

RDA MNC STRATEGIC CHALLENGE

Regional Leadership

Concept of “Regionalism”

National Priorities

• Skilling Australia• Lifting Productivity• Maximising the opportunity of broadband• Sustaining our environment• Social Inclusion• Water and energy efficiency

RDA MNC Regional Plan recognises the importance of collaboration and connection

Meeting the 2012 IYC Challenge:

• Co-operative/Mutual/Social Enterprise are market based

• Co-operative/Mutual/Social Enterprise brand need re-development

• Co-operative/Mutual/Social Enterprise strength is the “common-bond” - social capital and collaboration

IYC 2012 CEO Summit

Session threeIYC 2012 national activities

IYC 2012

“Making the local – global”

The program of national activities developed by the IYC Steering Committee

IYC 2012

Bullet points in Calibri 24

http://youtu.be/C2HgSCvq8Hw

IYC 2012

23 yearsGlobal leadership

IYC 2012

A BrandA Message

IYC 2012

IYC 2012

United Nations Official Launch, New York City

14 Nov 2011ICA Launch at the General Assembly, Cancun Mexico

31 Oct 2011

IYC 2012

Conferences and Global Expo

IYC 2012

Conferences and Global Expo

IYC 2012

Competitions and Case StudiesOne Story a Day in 2012

IYC 2012

www.2012.coop

IYC 2012

Rewards and Recognition

IYC 2012

Ambassadors

IYC 2012

Maggie Beer, Senior Australian of the Year 2012 and Supporter of IYC 2012

IYC 2012

National Co-operative Business Excellence Awards

Nominate your Co-operative Champions

IYC 2012

IYC Co-operative Year book

IYC 2012

Collectibles

IYC 2012

www.australia2012.coop

Calendar & Newsletter

IYC 2012

Social Media

IYC 2012

Conferences and Trade Expo

IYC 2012

Youth Events

IYC 2012

Media and Press Releases

IYC 2012

Case Studies

http://youtu.be/bcEQuuuuB_4

IYC 2012

Research and Mapping

IYC 2012

IYC 2012

IYC 2012

OurCo-ops

?

IYC 2012 CEO Summit

Session four (breakout session)IYC 2012 sector initiatives

IYC 2012 CEO Summit

Lunch break

IYC 2012 CEO Summit

Session five (breakout session cont)Group reports

IYC 2012 CEO Summit

Group reports

IYC 2012 CEO Summit

Session five (breakout session cont)Group reports

IYC 2012 CEO Summit

Group report A – Warren McLean• Promotion of the co-op ethos – go and recruit• Partner/network with other successful co-ops• A major event• Re-educate existing members and reinforce loyalty, increase

our relevance• Engage the young and those who influence, educate - value• Boost in-government expertise on sector (particularly at

regulatory and administration level)• Engage local media on all levels• GenNext

IYC 2012 CEO Summit

Group report B –Alex Cramb• Continue to build awareness use practical methods• Leverage existing events on the calendar• Reinvent the co-op image• Create events that are relevant to members alone, the

community at large• C2C sharing of information and expertise• Define and promote the public dividend co-ops offer• Engagement – government, wider political affiliations

(bipartisan)• National (Federal) legislation• Strong national body

IYC 2012 CEO Summit

Group report C – Tony O’Shea• Must have a national peak body for co-ops, credit

unions and mutuals• Advocate government• Raise awareness of the sector and its values• Professional development from top down

IYC 2012 CEO Summit

Group report D –Roger Nicholl• Raising profile and highlighting benefits• Leverage free/low cost media and national campaign/DLs/point of sale advertising• Use the coin• Talk to members about theirs, and other co-ops – tell the stories• Develop a case study ‘pro forma’• Local and regional champions and facilitators for C2C – mobilise the sector• Open day – tied to key dates, national – have a birthday party• National – gov/community recognition, capital, brand, simple message, targeted

research (utilising academics), curriculum• Educating other sectors• Fund new positions (notables, professors, decision makers)

IYC 2012 CEO Summit

Group report E – Russell Becker• Communication with business leaders, politicians and wider

community• Co-ordinated research and education approach• Alignment of key benefits flowing to co-ops and mutuals• Single representative body – need this now, not as a legacy

outcome. This will help drive the IYC campaign more effectively

Co-operating to fund it all

Suzanne HendersonDirector, Social Business Australia

Daniel NewlanSenior Adviser, Abacus – Australian Mutuals


Objective of Session:This session will identify what’s needed to ensure that IYC 2012 and its legacy outcomes are achieved successfully.


Session recap: IYC 2012 and beyond - what you want• A strong national body – potentially now• A brand that reflects a simple message and value proposition• Federal legislation• Partnerships – C2C• The model into the mainstream – promotion, educating accounting circles• Research, information, education – everyone who needs to know• Events and engagement – media, community, members• Innovation, entrepreneurship• Next generation – engaging young people


Session recap: IYC 2012 and beyond - what you wantGetting a body off the ground now• Advocacy will be difficult. Needs to be sold?(check) – A• Funded, inclusive and ensure it’s a broad church. Quality people. Fair and

representative. Good governance. Don’t reinvent the wheel. B• 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• Full representation. United front. Clear, broad goals and targets. 9-person

committee (right balance). Independent chair. Group D• 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


Session recap: IYC 2012 and beyond - what you wantNext steps• xx

IYC 2012

Outcomes – what’s possible

• A collective voice• A regular slot on the political, economic and social

agenda• Co-operatives co-operating• A unique value proposition• Boosting your individual profile• Preservation and promotion of your business form

IYC 2012

“…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.

The economists' conventional model is big on competition, but sets little store by co-operation, since it assumes we're all rugged individualists.

Ross Gittens, Maybe economic reform is worsening productivity

Sydney Morning Herald, August 15, 2011


Making it happen1. State of play2. Funding the IYC 2012 activities3. Supporting the IYC 2012 activities4. Supporting the IYC 2012 legacy outcomes5. Next steps


State of play

• IYC 2012 Secretariat Ltd

• Seed funding – Capricorn Society, $100,000

• Additional funding support – Abacus, Macleay

• Ongoing funding – Capricorn Society, $160,000

• National appeal launched


Making it happenFunding the IYC 2012 activities • Please refer to page 16 of your supporters pack


Making it happenFunding the IYC 2012 activities

• Please refer to Appendix A of your supporters pack


Making it happenOther support – financial and in-kind

• Other sectors and bodies

• Events and collateral

• Government support


Making it happen – funding case studyAbacus Industry Promotion Campaign

• National TV advertising campaign and spot PR

• Funded via industry levy

• Key wins – government recognition and increased awareness

A war chest


Making it happenSupporting the IYC 2012 activities

• Solid partnerships – national, regional, local and b2b

• Good governance

• Regular and meaningful reporting

• Wide leverage – supporting your brand, collateral


Making it happenSupporting the IYC 2012 legacy outcomes• Obtain the funding• Go back and sell it• Mobilise the right people• Rally decision makers now and sow the seeds of

support• Listen to your members• Get the data


Session recap: IYC 2012 and beyond - what you want• Advocacy will be difficult. Needs to be sold?(check) – A• Funded, inclusive and ensure it’s a broad church. Quality people. Fair and

representative. Good governance. Don’t reinvent the wheel. B• 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• Full representation. United front. Clear, broad goals and targets. 9-person

committee (right balance). Independent chair. Group D• 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


Making it happen

This is a one off opportunity to rally around a common cause

It will need action at a national, regional and local level

It will need sustainable outcomes

It will take significant resources, talent and passion


The process?• September – broad campaign plan, letter and invoice• October – funding receipts and strategy finalisation• November – detailed campaign plan and supporting

strategy• December – collateral and launch of IYC 2012,

detailed governance structure

IYC 2012 CEO Summit

Session sevenA vision beyond 2012 – close and wrap up

IYC 2012 CEO Summit

Thank you!Key contacts:• SBA - Trent Bartlett [email protected]• Abacus - Daniel Newlan [email protected]• Facilitation - John Lonergan,

[email protected]

mailto:[email protected]

