summit slide show
DESCRIPTION
PPT from 2011 National CEO Co-op and Mutual SummitTRANSCRIPT
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IYC 2012
Welcome tothe
Chair and CEO SummitBreakfast
Canberra
17th August 2011
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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
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IYC 2012
Welcome tothe
Chair and CEO SummitCanberra
17th August 2011
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IYC 2012 CEO Summit
Session oneIYC 2012 and the legacies we seek – sector challenges
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IYC 2012
Trent Bartlett
Chair
IYC Steering Committee &Social Business Australia
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IYC 2012
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IYC 2012
The Challenges we have
&
The Legacies we seek
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Who is sitting next to me?
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Why have we come together?
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Why have we come together?
…… but is it?
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It is not about a legal form
Co-operation
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All Co-op Creatures – Great & Small
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Because we are the 4th Sector
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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
OR
GA
NIS
AT
ION
S B
Y I
NC
OM
E
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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
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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?”
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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
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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
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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.
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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
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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
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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
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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).
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Co-ops as a Brand
Co-op
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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.
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Oz Social Enterprise is 10 years behind
SIMPLE
Simple Impact Measure for Local Economies
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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
OR
GA
NIS
AT
ION
S B
Y I
NC
OM
E
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The Business End of Social Enterprise
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Our reason for being
SOCIAL BUSINESSProfits with Purpose
A Good Way of Doing Business&
A Business Like Way of Doing Good
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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
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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
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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
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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”
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Can we claim our rightful place in Society
STARTING A BUSINESS
VS
STARTING A MOVEMENT
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Co-operatives provide over 100 million jobs
around the world
20% more than multi-nationals
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The Global Co-operative Movement
brings togetherover 1 billion people as
membersaround the world
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The UN estimatesthat the livelihood
of nearly 3 billion people is made secure by
co-operative enterprise
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Australia’s 2,000 co-operatives & 113 mutual banking institutions are owned by more than 8
million Australians
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BetweenCo-operatives and Credit
Unions in Australiathere are over 2 million
more member/shareholders than
the Australian stock market private retail
investors.
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In 2010 the Top 100 Co-operatives, Mutual’s &
Credit Unions in Australiaturned over
$AUD20b with their members
(who are also their owners!)
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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.
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Supporting Emerging 4th Sector for Social Businesses
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IYC 2012 CEO Summit
Session twoMeeting the challenges
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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
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RDA MNC STRATEGIC CHALLENGE
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Regional Leadership
Concept of “Regionalism”
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National Priorities
• Skilling Australia• Lifting Productivity• Maximising the opportunity of broadband• Sustaining our environment• Social Inclusion• Water and energy efficiency
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RDA MNC Regional Plan recognises the importance of collaboration and connection
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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
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IYC 2012 CEO Summit
Session threeIYC 2012 national activities
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IYC 2012
“Making the local – global”
The program of national activities developed by the IYC Steering Committee
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IYC 2012
23 yearsGlobal leadership
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IYC 2012
A BrandA Message
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IYC 2012
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IYC 2012
United Nations Official Launch, New York City
14 Nov 2011ICA Launch at the General Assembly, Cancun Mexico
31 Oct 2011
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IYC 2012
Conferences and Global Expo
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IYC 2012
Conferences and Global Expo
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IYC 2012
Competitions and Case StudiesOne Story a Day in 2012
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IYC 2012
www.2012.coop
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IYC 2012
Rewards and Recognition
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IYC 2012
Ambassadors
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IYC 2012
Maggie Beer, Senior Australian of the Year 2012 and Supporter of IYC 2012
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IYC 2012
National Co-operative Business Excellence Awards
Nominate your Co-operative Champions
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IYC 2012
IYC Co-operative Year book
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IYC 2012
Collectibles
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IYC 2012
www.australia2012.coop
Calendar & Newsletter
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IYC 2012
Social Media
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IYC 2012
Conferences and Trade Expo
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IYC 2012
Youth Events
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IYC 2012
Media and Press Releases
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IYC 2012
Research and Mapping
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IYC 2012
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IYC 2012
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IYC 2012
OurCo-ops
?
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IYC 2012 CEO Summit
Session four (breakout session)IYC 2012 sector initiatives
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IYC 2012 CEO Summit
Lunch break
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IYC 2012 CEO Summit
Session five (breakout session cont)Group reports
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IYC 2012 CEO Summit
Group reports
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IYC 2012 CEO Summit
Session five (breakout session cont)Group reports
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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
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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
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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
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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)
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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
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Co-operating to fund it all
Suzanne HendersonDirector, Social Business Australia
Daniel NewlanSenior Adviser, Abacus – Australian Mutuals
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Co-operating to fund it all
Objective of Session:This session will identify what’s needed to ensure that IYC 2012 and its legacy outcomes are achieved successfully.
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Co-operating to fund it all
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
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Co-operating to fund it all
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
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Co-operating to fund it all
Session recap: IYC 2012 and beyond - what you wantNext steps• xx
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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
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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
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Co-operating to fund it all
Making it happen1. State of play2. Funding the IYC 2012 activities3. Supporting the IYC 2012 activities4. Supporting the IYC 2012 legacy outcomes5. Next steps
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Co-operating to fund it all
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
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Co-operating to fund it all
Making it happenFunding the IYC 2012 activities • Please refer to page 16 of your supporters pack
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Co-operating to fund it all
Making it happenFunding the IYC 2012 activities
• Please refer to Appendix A of your supporters pack
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Co-operating to fund it all
Making it happenOther support – financial and in-kind
• Other sectors and bodies
• Events and collateral
• Government support
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Co-operating to fund it all
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
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Co-operating to fund it all
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
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Co-operating to fund it all
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
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Co-operating to fund it all
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
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Co-operating to fund it all
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
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Co-operating to fund it all
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
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IYC 2012 CEO Summit
Session sevenA vision beyond 2012 – close and wrap up
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IYC 2012 CEO Summit
Thank you!Key contacts:• SBA - Trent Bartlett [email protected]• Abacus - Daniel Newlan [email protected]• Facilitation - John Lonergan,