John Walugembe; Skoll Scholar 2016-17, social entrepreneur, and the Founder of Better Livelihoods in Uganda. John shares his candid story of how he came to Oxford to study his MBA.
“It is very painful to remember my daughter”, Maria said. “She was only five years old”. “I had a lot of hope in her”. “I wonder, what I could have done better”. “I was certainly lucky that Dr. Matovu was willing to attend to her. It was unfortunate however that it was too late!” This story by Maria – a distressed mother of two living in the Bwaise slum of Kampala, Uganda – is not very different from those of many others in Uganda and other developing countries. According to a recent report by Water Aid, only 30% of Ugandans have access to improved sanitation. The situation is even worse in urban poor communities, especially slums, where children collect water from contaminated gutters or ground water. The result of this is that at least two one million and five hundred children die annually, from diarrheal related illnesses. The contamination primarily results from lack of proper disposal for excreta.
How does an organisation set up to support poor communities, survive off the very people it is supposed to assist. Indeed, it was and still is a dilemma!
When I founded the Better livelihoods Uganda, four years ago, I recognised that there was a need for a fundamental shift in the way water and sanitation issues are handled. Were communities, expecting so much from their governments that they failed to do for themselves, what was in their means to do? Were some Non-Governmental Organisations fostering a syndrome of dependency and raising the expectations of communities for handouts, to the extent that they exacerbated these problems? Which market approaches could be employed to ensure that communities contributed more to addressing these sanitation challenges. From the onset, I thought it prudent to make the organisation lean and limit its dependency on external financing. As you can imagine, this was no mean goal. How does an organisation set up to support poor communities, survive off the very people it is supposed to assist. Indeed, it was and still is a dilemma! However, we resolved that unlike the traditional NGO, we would seek to play a more facilitating role among the key stakeholders in the sanitation ecosystem.
We piloted our work in the Rwenzori region in western Uganda, particularly in the Municipalities of Fort-Portal, Kawenge, Kyegegwa and Kyenjojo. Using the diamond approach (a model first piloted by Waste Advisors in the Netherlands) we have been able to accelerate access to clean water and sanitation facilitating a well-functioning system of local stakeholders that facilitate the delivery of sustainable sanitation services. The bulk of our work has involved supporting entrepreneurs and other sanitation stakeholders to build more hygienic pit-latrines. As of last year, over 1400 direct jobs have been created in the region, the amount of fecal sludge collected had increased tenfold to 4,000,000 kilograms, the costs of accessing sanitation services have reduced from $30 to $5 and over 4,000 people have directly accessed sanitation services.
I thought it prudent that I acquire the skills to build and grow an organisation with a great vision, such as ours.
It would be great if I told you that after this, everything worked just fine and we have simply encountered success, upon success. Unfortunately, as someone whose academic background was not in business management, I thought it prudent that I acquire the skills to build and grow an organisation with a great vision, such as ours. An MBA looked an attractive option. The more I thought about it, the more counterintuitive it seemed. If I desire to engineer, social change, why not pursue a qualification in development? In the end, it only seemed logical that if our approach seeks to use market based approaches to tackle the sanitation challenge, there is no better preparation than an MBA from a business school with a focus on social entrepreneurship. In the end, the Oxford MBA looked the best fit for me.
Did I look at other business schools? Certainly! So, why the Oxford MBA? Well, the Oxford MBA was unique in a number of respects: First, the Oxford MBA is a rigorous one year programme. This was particularly attractive for me, as it would ensure that I get back to Uganda, in the shortest possible time to continue with my work. Second, the Saïd Business School through the Skoll Centre, places a lot of emphasis on social entrepreneurship. For me, this was the ultimate attraction. Additionally, the possibility of social entrepreneurs, like myself, benefitting from the generous Skoll Scholarship, set the Oxford MBA apart.
Going forward, Better Livelihoods like other nonprofit organisations must look for new models of generating revenue streams while fulfilling its expanding mission. One possible strategy could be to set-up a social purpose business as an innovation for both the financial and operational sustainability of the organisation. The mission of this social venture could be to offer clean water, sanitation, health and hygiene solutions throughout Uganda, on a commercial basis.
In conclusion, I look forward to this year and taking advantage of all the opportunities that Oxford has to offer!
John was recently featured on the BBC World Service, Business Daily Show, where he sat on a panel discussion on Africa’s Social Entrepreneurs. Listen to the iPlayer recording.
Skoll Scholar, MBA and above all, Engineer, Ashley Thomas, shares her story, not of HOW she got to be at Oxford, but WHO.
As I sit in a 150-year-old book shop (very new by Oxford standards) listening to Duncan Green, Oxfam GB’s chief strategic advisor, discuss his book How Change Happens, I’m again struck by how lucky I am to have ended up here, at Oxford, and as Skoll Scholar. In thinking through how I have managed to arrive at this moment, my instinct is to create a neat narrative: In 2008, as a freshly minted mechanical engineer, I moved to Ethiopia to work as a product designer at iDE, a NGO building social enterprises and agriculture value chains in Africa and Asia. Since then I have worked as an engineer and innovation project manager for some of the best (in my humble opinion) social enterprises: Evidence Action and MKOPA solar, and dabbled in some policy work managing the DFID resource centre on climate and environment. Building on my experience in the water sector, I then read for an MSc in Water Science, Policy and Management prior to my MBA as part of the 1+1 programme at Oxford, in theory preparing me to solve the worlds’ water problems through my own social enterprise.
However, after listening to Green’s view of the non-linearity of change, I am tempted to reframe my story not as a narrative but as the summation of ripples in a web of complex relationships and interactions. If you can forgive my ramblings in non-linear narrative, I want to tell the story of my path here framed through the relationships that don’t make it onto a CV, and instead focus on the cast of characters that sent the right ripples into the network that guided me to this fantastic place.
Katherine McIntyre: My grandmother is the embodiment of tenacity. She was a flight controller in the Canadian Air Force during World War II, a travel writer in the USSR during the 1980’s, current record holder for the oldest person to do a zip line, and in few days, at 93 years old, will be travelling from Toronto to Oxford to see my MSc graduation. She has traveled to more than 45 countries, published in over 30 newspapers and journals and has founded 3 companies. I can only aspire to emulate her singular focus, fearless independence, and her lifelong curiosity.
Left: Ashley Thomas, Right: Katherine McIntyre
Left: a young Katherine McIntyre, Right: Katherine McIntyre holds the current record holder for the oldest person to do a zip line
Paul’s enabling, entrepreneurial approach strongly resonated and has become central to my own philosophy.
Paul Polak: I met Paul when I was nineteen, naïvely aspiring to fight global poverty, but I only knew about top-down traditional development organisations. From attending his lectures, receiving his mentorship through the Intentional Development Design Summit (IDDS), and ultimately collaborating at iDE, Paul introduced me to a new way of thinking. Instead of a charity approach, Paul showed me an untapped market of 1 billion people seeking to lift themselves out of poverty. Paul’s enabling, entrepreneurial approach strongly resonated and has become central to my own philosophy.
Carlos Machan: Carlos is one of the most creative product designers I have ever met. Born in rural Guatemala, his engineering knowledge is all self-taught. I met Carols in 2007 while he was an instructor on the International Development Design Summit at MIT and continued to work with him in Guatemala, where he taught me how to weld, design, and build my first water pump, the very skills that landed me my first job at iDE.
It was here, in front of this bonfire, where I first heard about the Skoll Scholarship, and began dreaming of becoming a Skoll Scholar
iDE Workshop and Engineering Team in Addis Ababa, Ethiopia: In Addis, our engineering team founded a workshop/office/guest house that was the backbone of our product development. It was also the location of many bonfires, beers, and late night pontification. It was here, in front of this bonfire, where I first heard about the Skoll Scholarship, and began dreaming of becoming a Skoll Scholar. It took 8 years of indecision, dreaming, and three failed attempts at the application before it became a reality.
iDE Workshop and Engineering Team in Addis Ababa, Ethiopia
MKOPA Engineering Team: This crew is one of the brightest, most driven, and friendliest teams I have ever worked with. From Eric, standing at 6’2” and with a sense of humor to match, to Berita, easily a foot shorter in stature, but making no compromises in heart or brains, this group of people embodies the types of teams I hope to continue to work with. They also solidified my desire to get an MBA. While they were begrudging the fact I’d “no longer be an engineer”, working with them made me realise that if I hope to run a company like MKOPA and a team like this one, I have a lot of learning left to do.
While this is absolutely not an exclusive list, these are some of the threads in fabric of the story of my path here. From the nascent daydreams over Ethiopian bonfires to making the decision to come to Oxford after working on a manufacturing line in Dongguan, China, studying an MBA at Oxford through the Skoll Scholarship is the realisation of the network of friends, colleagues, places, and events that have guided me to this fantastic place.
The Skoll Centre held its eighth annual Emerge Conference from 12-13 November – a highlight in our annual social impact calendar. Almost 500 attendees were present, including 65 speakers, and over 20 sessions were held ranging from workshops, to conversations, to speaker hosted lunches, and even an Oxford style debate. Emerge 2016 highlighted critical social and environmental issues, as well as cutting edge solutions. Its aim was simple – to inspire delegates and develop their understanding of global challenges.
With all the joy, inspiration, and excitement of Emerge 2016, there was an element of sadness to this year’s conference. We were missing Emerge’s inspirational founder and late Director of the Skoll Centre, Pamela Hartigan, who passed away this summer. She designed much of the programme for 2016, and it was her wish that Emerge continue to highlight key trends within the social impact space.
“go positively, she believed in you, and people like you. Her spirit lives on in this room and beyond”
It was clear by the number of mentions, by both speakers and delegates, and tributes dotted around the conference, that Pamela touched the lives of so many. The opening plenary speaker, co-author, and friend to Pamela, John Elkington, made reference to the current social-climate, “in these tough times what would Pamela say? She would urge us to continue, to get on with it and make it work”. He closed his opening speech “go positively, she believed in you, and people like you. Her spirit lives on in this room and beyond”.
From left to right: Daniela Papi-Thornton, Ola Suliman, Baljeet Sandhu, Alexander Betts. Photo by www.fisherstudios.co.uk
And indeed her spirit did live on throughout the weekend’s sessions. Some highlights of the programme included a session on Using Social Impact Media to Alleviate Conflict, which focused on how social impact media can be used to promote peacebuilding in conflict areas around the world; Using the Impact Gaps Canvas, which explored how this model can be used to understand the challenges and the solutions that have sprung up to address it; and One Year On: Revisiting the Refugee Crisis¸ which examined how the issue of forced migration has developed since Emerge 2015. This panel, in particular, was rich with content and well-received, bringing the perspective of migrants, grassroots activists and policy influencers to the table.
The opposition argued that there are issues which are simply too large and complex for private and social sector organisations to tackle alone
Left to right: Hangwi Muambadzi, Liam Black, Colleen Ebbitt, Kieron Boyle, Dr Shelly Batra, Allegra Day, Julian Coyne Photo by www.fisherstudios.co.uk
This year’s Emerge Debate was held at the Blavatnik School of Government and was aptly titled: “This house believes government involvement constrains social innovation”. Dr Shelly Batra of Operation ASHA brought a touch of wit and charm in her speech for the proposition, jokingly questioning: “apathy, wastefulness and sloth, were these words created keeping govts in mind?” succinctly making her point that “social innovations have been strangled by governments in India”. However, Liam Black of Wavelength, dealt a knock out speech, noting that it’s “fashionable to kick government” and that we seem to take government policies for granted, even those laws that have made our lives safer. The opposition also argued that there are issues (like climate change) which are simply too large and complex for private and social sector organisations to tackle alone, and that policy is a necessity to tackling these effectively. Kieron Boyle, a first-time debater, closed with a strong argument, putting forward that “we need to help government be more socially innovative”. After an audience vote, the motion was rejected – in the eyes of our Emerge delegates; government involvement does not constrain social innovation.
Crisis Cafe – Performance by Oxford Imps Photo by www.fisherstudios.co.uk
To wind down the first day, delegates and speakers alike headed to Crisis Café for dinner, networking, and Emerge Spotlight entertainment. This year’s Emerge Spotlight was super-charged! Post-supper energy from the Oxford Imps, an improv troop, had the crowd roaring with laughter at their spontaneous scenes. The Imps were followed by impromptu performances from Emerge delegates themselves, and Oxford MBA graduate, Denise Hearn, closed the night with an intimate set of rock and country covers.
The sun was finally shining on Sunday morning, and as in years past, the second day of Emerge opened with the Mustard Seed Pitch Competition. Eight social start-ups pitched to win investment from Tribe Impact Capital. There was stiff competition, but ultimately diabetes prevention start-up Our Path came out on top, and were offered a £5000 prize, which is convertible to equity by Tribe Impact Capital if they raise further funding. Our Emerge delegates gave the audience choice award to BubbleNutWash, who produce and sell fairly traded, environmentally friendly soap nuts. Both companies will have the opportunity to meet mentors and investors from Mustard Seed’s network in a greenhouse day in London.
Pail Lindley, Founder of Ella’s Kitchen Photo by www.fisherstudios.co.uk
The Sunday keynote was delivered by entrepreneur Paul Lindley, founder of Ella’s Kitchen and Paddy’s Bathroom. Paul, proudly wearing his B-Corp UK t-shirt, talked about values and people in business. Ella’s Kitchen currently turns over €100M a year, and he put that success down to four key factors:
Values based business
An awesome team
Actively finding ways to deepen consumer’s trust
Paul is an advocate for business as a force for good, and he believes profit making businesses can change the world. We should also mention that Paul should probably win the award for most endearing and creative PowerPoint; he engaged the audience through his entire 90 slide presentation, and had them laughing at video clips from his playful campaigns. His speech affirmed that we all, as individuals, have the power to make small changes each and every day in the way we choose to consume. #Bethechange!
The final keynote was delivered by founder of MyBnk, Lily Lapenna. MyBnk is a financial education initiative designed to equip young people with the knowledge they need to be in control of their money. Lily took us through her impact journey, and where she is headed next. Her charismatic approach had the audience shouting out their very own tagline after she disclosed her own as “Nigel Farage, Donald Trump, I don’t want to run away from you, I don’t want to move to Canada. I want to coach you!”
Lily Lapenna – Founder and Chair of MyBnk Photo by www.fisherstudios.co.uk
Work for an organisation where there are people who will mentor you and where they take staff learning opportunities seriously.
Find problems to care about. You won’t find your calling by looking for “solutions” – first you need to find a problem you really care about, and as you begin to understand it, you will start to gain the perspective from which solutions can emerge.
Connect and network! Don’t just walk out of here asking for help from someone – instead offer your help TO someone. Connect them with someone you know who might help them get them on their impact journey, share resources, or give other support! (Check out our Collaboration Clothesline for connections)
Gain skills! Ask yourself “What can I learn from those around me, from my bosses, from our organisational systems?” Even if you don’t think your current job is high impact, there are certainly things you can learn!
Join us at Emerge next year!
And with that, it was all over; inspiration, challenge, and rejuvenation to last until Emerge 2017.
Oxford’s Fierce Compassion – Series of Student Insights to the Skoll World Forum 2016.
MBA student, viagra 100mg Skoll Scholar and Founder of Home Safe, ampouleNikhil Saigalgives his perspective on the Skoll World Forum seminar session ‘Stronger Together? Government Collaboration with Social Enterprises in India’.
The question of the necessity and possibilities of fostering collaboration between the public and civic sector has been a pertinent one amongst practitioners. When champions from both sectors come together on a common platform, the insights are bound to be powerful.
Natalia Agapitova, Program Lead, Innovation Labs at World Bank kicked us off with her experiences working with multiple social enterprises across the developing world. Seeing a strong synergy in the objectives that both the civil sector and public stakeholders are working towards, she stressed the need to create an environment where support systems can help these social enterprises scale the work they do.
Rwitwika Bhattacharya, CEO for Swaniti Initiative, has been working in the space of delivering development solutions to government officials in India. These solutions have ranged across the fields of healthcare, education, gender equality and livelihoods. Sharing her experiences on working with a government in a rapidly developing environment, she explains that most often the challenges arise out of a difference in perceptions of the problem. While local government officials feel extremely connected first hand to issues in their areas, organizations that have seen successes in other settings are not always perceived to be able to tackle it and may be seen as outsiders. Suggesting that the best approach is to build a track record and show results in a similar environment visavis geography or nature of the challenge, strongly helps push the cause through.
On the flipside, hearing from Ms Vidyavathi Vaidyanathan, Joint Secretary at the Government of India, gave a balanced view of how the public stakeholders view collaboration opportunities with social enterprises. Over her 25 years working with the Indian political system across levels ranging from the Zila Panchayat all the way to her current role as joint secretary, one sentiment that came out strongly throughout was her insight that the perception from governments is changing. While there was a time that for profit organizations were perceived as negative partners, she says “Profit is not a dirty word”, matching Ritwika’s insight on how the transparent profit motive gives the government a clear understanding of what’s in it for the partner.
While times are changing and an environment of greater openness to working together are seemingly closer, we still have a long way to go before these conversations are more common. In the experiences shared, we could see how governments are open to overcoming traditional challenges like partnerships being driven on the basis of individual motivations and changes in this by bringing about longer term, multi year agreements on solutions being delivered. We are also seeing changes in the push for collaboration coming from both sides of the equation, governments reaching out to look for partners combined with the more traditional route of social enterprises advocating the government to open up to partnerships.
In my experience of working on Road Safety in India, there are certain social issues where collaboration with public stakeholders – governments and law enforcement agencies, becomes imperative to see a change. A for profit start up, we faced multiple challenges engaging with the public sector and understanding how these challenges are being addressed by other organizations working with the government. Armed with strong insights and experiences of practitioners in India on successes and challenges on fostering government collaboration, these experiences allow us to evolve our approach to taking the social missions we are passionate about to fruition.
Skoll Centre Deputy Director, try Daniela Papi-Thornton, search recently launched a report called Tackling Heropreneurship. It focuses on tactics for funders, educators, and individuals to shift practices to move social impact initiatives away from a focus on “the social entrepreneur” to a focus on positive social impact. The report is broken into three sections:
The current status of heropreneurship: A look at what is currently happening in the education and financing of people to want to “be” social entrepreneurs, where these trends are leading us, and the disconnect between how social change happens and how it is taught. Sections include:
An obsession with being an entrepreneur
Skewed views of how social change happens and “scales”
Where do we go from here? Ideas for how we might shift our educational and funding offerings to help people apprentice with a problem, tools for creating new conversations about social change, and tips for questions that might better align our actions with improved collective impact. Sections include:
Valuing the Lived Experience
The Impact Sweet Spot & Apprenticing with a Problem
The Impact Gaps Canvas
Rethinking Business Plan Competitions
Shifting Funding & The Collective Impact Question
Life maps: Illustrated stories of the lives and career paths of nine people, some who apprenticed with a problem, some who wished they had, and some who built upon their lived experience to add value in intrapreneurial ways.
The report includes information about how the Skoll Centre has shifted our offerings over the last few years to try to incentivise and celebrate a range of social impact roles, not just the entrepreneurs, and our focus on helping people “apprentice with a problem.”
Continuing our series of posts by our University of Oxford students attending the Skoll World Forum, ampouleMark Hand and his colleagues give us their take on an introduction to Social Entrepreneurship. As Mark says, doctor “happy enterprising!”
“Social Entrepreneurship,” according to one definition, “strives to solve social problems at a systemic level using innovative, sustainable, scalable, inclusive and measurable approaches.”
Confused about social entrepreneurship? You're not alone. -Image by Debbie Levey
In the 1980s, Ashoka Foundation’s Bill Drayton started using the phrase social entrepreneur to describe the people he funded to fix the world’s problems. Thirty years later, we use the phrase (and its sister, impact investing) to encompass nearly all novel do-goodery. The result is that it takes a couple of years working in social entrepreneurship or impact investing before you can get a grip on who’s who and the various meanings that different players attach to the same words. And the upshot is a clear division between insiders and outsiders. This keeps insiders’ jobs safe, I suppose, but it also prevents a lot of smart people from contributing to some of the coolest work on the planet.
So, in an effort to demystify the world of social entrepreneurship and impact investing, here’s a primer edited from a post written during the 2012 Emerge Conference at Oxford. If you’re a veteran, you’ll recognize all these names–and probably roll your eyes at how often the same examples are trotted around stage. If you’re new, we hope this can be a useful starting point.
Why Should We Care About This Social Entreprenonsense?
If you’ve gotten this far, presumably you are already interested in social entrepreneurship. There’s good reason to be. If you’re an entrepreneur, you’ll be competing for funding and spots at commercial incubators like Y Combinator with social entrepreneurs that have a head start on a compelling, convincing pitch. If you work at a nonprofit, you’ll be fighting for talent and money with a growing, exciting field. If you’re an investor, for-profit impact investors like Bamboo Finance will be pitching the same pension funds that you used to have a lock on. And if you’re a regulator, watch out: millions, and soon billions, of dollars are doing an end-around governments’ own poverty-alleviation and environmental agencies by going through foundations, private companies, and sometimes developed world aid agencies.
To review: (1) Social entrepreneurship is opaque and ill-defined. But (2) It also matters right now and it will matter more in the future. None of that gets at our original question, though–what is it? How can we split up the things people include when they talk about social entrepreneurship?
Many of the leading funders of social entrepreneurship–Acumen, Gray Ghost Ventures, Unitus, Ashoka–cut their teeth on microfinance. In brief, microfinance is the provision of loans, often in the developing world, that are typically at smaller amounts and lower interest rates than existing banks and moneylenders. Kiva, an online marketplace for microloans, is probably the most well-known. Among the other pantheon of microfinance gods are the Grameen Bank (and Nobel Prize winner Muhammad Yunus), Accion, and BRAC. Microfinance splits roughly into three camps: first, nonprofit microfinanciers like Grameen; second, government agencies such as USAID and DFID that underwrote the sector for decades; third, for-profit microfinance funders like Unitus, which invested in the for-profit Indian microfinance bank SKS. The latter are the most controversial; in 2010 SKS became the second microfinance bank to list publicly (and make some investors a boatload of money) at the same time that the suicides of some of its clients pushed the industry to the brink of collapse.
As microfinance’s golden age came and quickly passed, many funders moved in the early 2000s to the work of funding startups with high-growth potential and significant social impact. In 2007, these groups created the Global Impact Investing Network (GIIN) to promote their work. Today, this kind of investing is called impact investing. You might also hear the phrases patient capital, venture philanthropy, or social venture capital.
That work, broadly, is venture capital with a social or environmental twist. Ideally, social entrepreneurs will get seed funding from individual (angel) investors, then work through business incubators like Stanford’s D-Lab, the Unreasonable Institute, or Echoing Green, then receive capital from seed-funders such as the Unitus Seed Fund, the Mulago Foundation, and Village Capital; occasionally angel groups like Toniic and Investors’ Circle step in at this point. The next step up–talking here about amounts in the $500K-2m range–includes Shell Foundation, LGTVP and Skoll Foundation. Moving farther along the funding continuum means tapping deeper pockets like those of Omidyar.
It’s hardly that clean, of course. First, funders like the ones listed above often have multiple funds investing in different amounts, for example. Second, some of these funders give grants to nonprofits (which for-profit investors wouldn’t call “investing”), while others put equity into for-profits targeting mostly middle class consumers (which others wouldn’t call “impact”). Some will even give grants to for-profits while others make loans to non-profits. Third, the funding chain is hardly well-developed: speak to any entrepreneur on the hunt for investment and you’ll walk away more confused about the funding landscape than ever.
Still, the high-growth social enterprises that these groups fund (which are typically listed on the Our Portfolio section of their websites) make up a significant portion of the actual work going on in the arena of social enterprise. D.Light, Aravind Eye Care, Simpa Networks, One Acre Fund, DripTech, Embrace, Envirofit, and Grameen Phone are some of the household names within the social entrepreneurship family, along with Partners in Health, Riders for Health, Root Capital, FairTrade USA, and Teach for America.
What holds these companies together? They’re across the spectrum of developmental stage. Some are for-profit, some are non-profit, and some are hybrids. Some call themselves social enterprises; others blanche at the term. Some are successful and others–honestly–are struggling much more than they or their investors will admit. In large part, what binds these groups together is the network of linkages among the overlapping portfolios of each investors, the investor/donor list of each enterprise, and the incubators that gave them their first jolt. At their core, perhaps, all hearken back to our original definition of a social entrepreneurship: “innovative, sustainable, scalable, inclusive and measurable approaches” to big social and environmental problems. They’re selling more efficient cookstoves, solar-powered replacements for kerosene lanterns, eye surgeries, and irrigation systems to customers who would otherwise never have had access to potentially life-changing goods and services.
But wait! What about…
As social enterprise and impact investing have filtered into common use, a number of other sectors have piped up or piled in: “Hey! We’re already doing that–we’re impact investors, too” or “We’re social enterprises, but in a different way.” Community Development Finance Institutions have been pumping money into low-income communities for decades. Small businesses and the local banks that fund them argue fairly that deep impact is local impact. Fair trade organizations and worker cooperatives like FabIndia work to provide better wages to developing-world commodity farmers. Socially responsible investors have made huge strides in shifting mainstream capital into funds that exclude socially and environmentally hazardous investments.
Big bad governments, international bodies, and major corporations have been looking at market-based solutions to poverty for some time, as well. Major development banks provide capital to infrastructure projects in emerging markets, corporations have graduated from corporate social responsibility to innovative efforts like Vodafone’s M-Pesa and Avon’s “Ladies” in Africa. Traditional banks have, as well: JP Morgan has its own Social Finance unit; Deutsche Bank announced its Essential Capital Fund in September 2012. Bilateral aid organizations (USAID, DFID) were essential to the development of microfinance, and the World Bank and IFC have worked to pull capital and expertise into developing countries since their inception. In the last decade, a new form of finance, called social impact bonds, pulls together private, public, and social sector organizations to drive commercial capital to nonprofit activities.
Where to Show Up: Social Entrepreneurship Conferences and Meetings
Great! You’ve got the lay of the land, and you’ve figured out what you think counts as legitimate social enterprise and what is rubbish. Where are you going to go to meet other people like you? Every year there are a few key conferences and gatherings. Their relative importance shifts over time, but here are the ones that might still matter in 2013. First, there’s SOCAP, the largest gathering of social enterprises and funders on the planet and a complete circus. The Skoll World Forum at Oxford is its upscale version, where heads of state meet the Skoll Foundation’s investees. Opportunity Collaboration is a cozier weekend that in part connects wealthy individuals with entrepreneurs. Other gatherings include: Sankalp, the Intellicap-hosted Indian version of SOCAP; the Emerge Conference, the Skoll World Forum’s younger cousin; and the Foro Latinoamericano de Inversión de Impacto.
If you really want to impress, there are a few books you should probably have on your shelf. For a bit of (always inspirational, sometimes fluffy) introduction, scan The Blue Sweater by Jacqueline Novogratz, Out of Poverty by Paul Polak, How to Change the World by David Bornstein, and Banker to the Poor by Muhammad Yunus. For a bit more meat, move on to The Fortune at the Bottom of the Pyramid by CK Pralahad, Impact Investing by Emerson and Bugg-Levine and Social Enterprise by Marc Lane. Can’t get enough? The University of San Diego’s Sara Johnson has put together a pretty solid list on impact investing for beginners, and the report on everybody’s tongue in 2012 was “Blueprint to Scale” by Acumen Fund and Monitor.