entr4800 class 6 (part 2): legal considerations for social enterprise
DESCRIPTION
Theory: Why is legal form such an important issue for social enterprise? What legal forms can social enterprises assume, and what are the pros and cons for each form? http://www.socialentrepreneurship.ca/entr4800TRANSCRIPT
ENTR 4800: Social Entrepreneurship
Class 6 (Part 2): Legal Considerations
Monday, October 25, 2010
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Instructors: Norm Tasevski ([email protected])
Karim Harji ([email protected])
© Norm Tasevski & Karim Harji
Agenda
• After the break… • Legal forms applicable to social enterprise • Who sets the rules? • Legal Innovations • What did we learn – today? • Next week
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© Norm Tasevski & Karim Harji
A Caveat…
There is no defined (national or provincial) legal form for social enterprise in Canada
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© Norm Tasevski & Karim Harji
A Second Caveat…
Form follows function
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Legal Forms Applicable to Social Enterprise…
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For-Profit Corporation!
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Non-Profit Corporation!
Charity!Partnership!
Sole Proprietorship!
Co-Operative Corporation!
© Norm Tasevski & Karim Harji
For-Profit Corporation!• Incorporated under the Business Corporations Act (Ontario) (the “OBCA”)
or the Canada Business Corporations Act (federal) (the “CBCA”)!• With share capital!
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• Most flex in terms of profit-making activities!
• Can access all forms of investment (debt, equity, etc)!
• Provides clarity of purpose (i.e. the financial bottom line)!
• Limited personal liability!
• Pay corporate tax!• Cannot access grants!• Cultural/
psychological barriers with operating a “for-profit social business”!
© Norm Tasevski & Karim Harji
Charity!• Incorporated via Letters Patent under the Corporations Act (Ontario) or
Canada Corporations Act (federal)!• Without share capital!
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• Don’t pay corporate tax on earnings!
• Can issue tax receipts!
• Can access many government/foundation/corporate grants!
• Least flex in terms of profit-making activities!
• Limited in the types of investments you can access (e.g. equity)!
• Time-consuming!!• Psychological barriers
with operating a “social business”!
• An aversion to “risk taking”!
• Can lose status if “too successful”!
© Norm Tasevski & Karim Harji
Sole Proprietorship!• Registered via Business Names Act (Ontario) or Canada Corporations Act
(federal)!• Without share capital!
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• The simplest (and quickest) legal form!
• You have full control of business decisions!
• Flexibility to make business decisions quickly!
• No separate filing for income tax!
• Unlimited liability!!!• The business is the
entrepreneur!• Hard to find investors!• Limited creative input
(i.e. you’re the only one with ideas!)!
• Less “professional” than other forms!
© Norm Tasevski & Karim Harji
Non-Profit Corporation!• Incorporated via Letters Patent under Corporations Act (Ontario) or Canada
Corporations Act (Federal)!• Generally without share capital!
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• Can access grants!• Can access debt
financing!• Tax exempt as long
as organized and operated for defined social/community benefit!
• Some NPs are more open to (limited) risk-taking!
• Can’t issue tax receipts!
• Limited in the types of investments you can access (e.g. equity)!
• Psychological barriers with operating a “social business” !
• Can lose status if “too successful”!
© Norm Tasevski & Karim Harji
Partnership!• Registered under the Partnerships Act (Ontario)!• With or without share capital!• Usually organized using a Partnership Agreement!
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• Similar benefits to sole proprietorship!
• Combines skills/competencies of two people!
• Can sign contracts and borrow money in its own right!
• For most partnerships, unlimited liability! (at least in Canada…)!
• Acrimony between partners is common!
• Difficult to find investors!
© Norm Tasevski & Karim Harji
Co-Operative Corporation!• Incorporated under the Co-Operative Corporations Act (Ontario) or Canada
Cooperatives Act (Federal)!• Wither with or without share capital!
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• Well-established structures!
• Integrates the concept of “community benefit” already!
• Cannot issue tax receipts!
• Generally not exempt from paying tax!
• Psychological barriers with operating a “social business”!
• Difficulty making decisions (too many people at the table)!
© Norm Tasevski & Karim Harji
Exercise: Which legal form makes sense for…!
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© Norm Tasevski & Karim Harji
Exercise: Which legal form makes sense for…!
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Your venture???!
Who sets the rules?…
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Specifically…
© Norm Tasevski & Karim Harji
CRA Guidelines
• Direction (law, regulations, guidelines, precedents) around social enterprise are not completely clear
• Community economic development (CED)-specific exemptions: – Relief of unemployment: training business. – Relief of poverty through operating stores: business that
provides low-cost necessities. – Relief of people with disabilities: “social business.” – Relieving suffering in economically challenged
communities
• Federal view of the business activity may differ from any provincial position
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© Norm Tasevski & Karim Harji
An Evolving Conversation…
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Hybrid Structures
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Talk to a Lawyer!
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Legal Innovations…
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© Norm Tasevski & Karim Harji
Legal Innovation: CIC (UK)
• Established to trade (goods or services) for the community good
• Requires “community interest statement” application to the CIC Regulator. Publically-available annual reports required to confirm (adherence to) community interest requirement
• May issue shares in order to raise capital • Cap on returns (dividends paid) set by the Regulator • Subject to an “asset lock”
– Assets and profits must be permanently retained by the CICs for community benefit, or transferred to another CIC subject to an asset lock, or to a charity
• Taxed in the same manner as other businesses
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© Norm Tasevski & Karim Harji
Legal Innovation: L3C (US)
• Variation on American Limited Liability Companies (LLCs) • LLC investors are members rather than shareholders • Terms of the operating agreement guarantee the public
benefit nature of the entity’s work • Like LLCs, L3Cs are not subject to federal income tax
themselves, but the income they pay to members is taxable according to the rates applicable to each member
• Able to attract private capital through the sale of shares and other securities, various forms of loans, or other commercial financial arrangements.
• Ability to receive Program Related Investments from foundations
• No asset lock and no dividend cap
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© Norm Tasevski & Karim Harji
Legal Innovation: B Corp (US)
• To be certified as a B corporation under the B Lab system, the corporation must: – Achieve a minimum score of
80 (out of 200) on the B Ratings System, a tool to assess a company's social and environmental performance.
– Agree to make legal changes to its articles of incorporation to expand the responsibilities of the company to include consideration of stakeholder interests.
– Pay B Lab an annual licensing fee.
– Recertification is required every two years.
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© Norm Tasevski & Karim Harji
Summary: Key Questions
• Is the venture’s primary mission mostly social or profit? • What are the founders’ views, skills, motives, and
intentions? How closely held is the organization? • What is the market for the primary activities (goods/
services)? • How much money is needed and where will you get it? • What level of risk and liability is your organization willing
to take?
• What will be the relationship between the enterprise and the parent organization? Will the enterprise be a separate entity? What is the governance structure of the enterprise (separately and in relation to the parent organization)?
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© Norm Tasevski & Karim Harji
What did we learn?
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© Norm Tasevski & Karim Harji
For your projects…
Clearly identify the following: – Your legal form and why you chose it – How it aligns with your proposed revenue stream(s) and
investment sources – How it aligns with your plans for growth – How it balances the financial and social considerations
and motivations for your venture
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© Norm Tasevski & Karim Harji
Next Week
• Guest speakers: – Serge Levert-Chaisson - Sarona Asset Management – Adam Spence - Social Venture Exchange (SVX)
• Deliverable: Assessment of Business Potential
• Readings: Impact Investing and Social Capital Markets
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© Norm Tasevski & Karim Harji
References
• “The Canadian Social Enterprise Guide, 2nd Edition”, Chapter 7 (The Legal Context), by the Enterprising Nonprofits Program
• “Legislative Innovations and Social Enterprise: Structural Lessons for Canada” by Richard Bridge and Stacey Corriveau
• “The Fine Print: Vital Information for Canadian Charities Operating Social Enterprises” by Stacey Corriveau
• “Canadian Registered Charities: Business Activities and Social Enterprise – Thinking Outside the Box” by Terrance Carter and Theresa Man
• “Social Enterprise: Choosing a Legal Form for your Social Enterprise,” by the Business Link Business Service Centre and Western Economic Diversification Canada
• “Legislative Innovations” by William Chung, Mark Convery, Kerri Golden and Allyson Hewitt, MaRS Discovery District
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