Friday, September 16, 2011

"Do it tomorrow"

Seth's Blog

Stupid advice, certainly. But free. I didn't charge you anything for it.

There are very few categories where there is less correlation between price and quality than advice. You can buy a million dollars worth of consulting, a thousand dollars worth of coaching or read a few tweets for free--your choice.

This widespread variety of pricing leads to two interesting questions:

Are you confusing what you pay with what you get? (Does expensive advice feel more valuable than the free stuff?)

and

Are you more likely to take action because you've paid a lot?

One of the most effective ways to get your ideas implemented is to charge a lot for them. It increases the perception of value and creates an impulse to execute so that the investment won't be wasted.

Of course, I said that for free...

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Nonprofit, For-profit, or Something in Between?

SSIR Opinion & Analysis

The second most frequent question I get from startup social entrepreneurs is: "Should I start a nonprofit or a for-profit?" The first question is, of course, "Where can I find the money to pursue my dream of innovative social change?"

As someone who has started more than a dozen for-profit and nonprofit enterprises (a few of them successfully!), those are typically not the first two questions to ask. I believe that you need to think through your venture before trying to answer the structure and the capital questions. Figure out your value proposition, your motivation, and your definition of success. If you have a good handle on these issues, your path to launching and funding your social enterprise will be much clearer. You'll also be ready to talk to an attorney who can help you with the process of setting up an organization that meets your objectives.

Looking at what other social entrepreneurs have done really illuminates the trade-offs you'll face. I've learned a great deal by talking to my peer social entrepreneurs and reading papers on these issues (see the bibliography below for some of the key papers on these topics). A meeting a couple of years ago on hybrid forms, held at the annual summit of the Social Enterprise Alliance, crystallized for me the need to write on this topic from the practitioner's point of view. And so I was delighted when the Stanford Social Innovation Review agreed to publish my article, "For Love or Lucre," earlier this year.

The article generated a great deal of interest, and SSIR invited me back to give a webinar on the topic, scheduled for Thursday, September 22, 2011, at 11:00am PT, 2:00pm ET. Interested people can register online. It's clearly a hot topic, as tons of people have registered already.

This is an opportunity to explore these issues from the practitioner point of view. We're collecting questions from people who are registering, including startup social entrepreneurs, established social entrepreneurs, and people who help social entrepreneurs. It's a chance to talk about issues faced by real social entrepreneurs and the structure choices they made (and how that worked out).

I'm looking forward to discussing these issues with people who share my goal of creating enterprises that are neither fully charitable nor fully profit focused. I believe that ventures that can do both business and social good have a great deal to contribute to society!

Bibliography of papers that influenced "For Love or Lucre":
● Alter, Kim, "Social Enterprise Typology," from Virtue Ventures website, November 2007.
● Bromberger, Allen. "Financing Social Ventures," presentation at the Social Enterprise Alliance Summit, April 2009.
● Bromberger, Allen. "Establishing New Legal Forms for Fourth Sector Organizations," from the "Establishing New Legal Forms for Fourth Sector Organizations" meeting, sponsored by the Fourth Sector Network, Social Enterprise Alliance and Corporation 20/20, held at the NYU Law School, July 2008.
● Bromberger, Allen. "Strategic Implications of Social Enterprise Forms," in Mission, Inc. The Practitioners, July 2008.
● Bromberger, Allen. "Social Enterprise: A Lawyer's Perspective," white paper from the Perlman & Perlman website, March 2008.
● Emerson, Jed; Freundlich, Tim; Fruchterman, Jim. "Nothing Ventured, Nothing Gained? Addressing the Critical Gaps in Risk-Taking Capital for Social Enterprise," a Skoll Centre for Social Entrepreneurship Working Paper, March 2007.
● Gair, Cynthia. "If the Shoe Fits, Nonprofit or For-Profit? The Choice Matters." from REDF, downloaded from the Community Wealth Ventures website, December 2005.
● Wexler, Robert. "Effective Social Enterprise—A Menu of Legal Structures," Exempt Organizations Tax Review, Volume 63/No. 6, June, 2009.
● Wexler, Robert. "Social Enterprise—a Legal Context," Exempt Organizations Tax Review, December 2006.


Register for the "Nonprofit, For-profit, or Something in Between" webinar on September 22, presented by Jim Fruchterman.

Read the related "For Love or Lucre" article.


image Jim Fruchterman is a MacArthur Fellow, former rocket engineer, high-tech entrepreneur, and social entrepreneur. After starting two successful Silicon Valley for-profit technology companies in the 1980s, he founded Benetech as a deliberately nonprofit technology company in 1989 to develop solutions that respond to market failure in the fields of literacy, environment, and human rights. He was a co-founder of the Social Enterprise Alliance and has served on three federal advisory committees in the field of disability.

 

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Social Entrepreneurs Must Achieve Not Survive

SSIR Opinion & Analysis

Every week, I read about another social entrepreneur contemplating closing down business due to the recession. Imagine a world where that could be good news. In fact, imagine a world where on the same day a social entrepreneur launched their organization, they closed it down.

Farfetched? Maybe not. We've all been to a fund-raising dinner where the executive director wraps up his speech by boldly saying, "Our mission is to put ourselves out of business!" The emotional audience jumps up and applauds. The leader basks in the praise. But what if a business owner really did that—intentionally?

In his book The 7 Habits of Highly Successfully People, Stephen Covey says to "plan with the end in mind." When I trained as a FranklinCovey coach, I learned an exercise that carried the point: We all had to write about our own funerals: Who was there? What was said? It sounds morbid to some, but by clearly envisioning how we see the end of our life, we can become more intention-driven in the present. The same could be said of world-changing leaders.

When social entrepreneurs came on the scene in a big way in the '90s, they were reformers not institutions. They pledged to lessons of the business world to address injustice and change systems. Ironically, the part of corporations they've most imitated is the desire to build an organization and keep it alive at all costs.

Businesses are built to last; social entrepreneur efforts should not be—they should shed light on necessary reforms, offer solutions, and change systems.

Social entrepreneurs' priorities typically shift over time. When they begin, the priorities often look like this:

1. Create awareness of injustice
2. Create a model that remedies injustice
3. Raise the funds to fund the program
4. Build the talent to implement the model

Over time, the mission creeps away from tackling the injustice to institutionalizing the model the company created. The new priorities:

1. Raise money to keep the program going
2. Hire staff members who can raise money
3. Keep the program going sufficiently to raise money

Ultimately, many nonprofits exist purely to fund-raise. The world-changing model has become like the set on an old movie—it's just propped up to put on a show. The commitment shifts from changing systems to paying the bills. All things related to fund-raising get elevated, while program concerns and changing policy fall by the wayside.

Imagine what would happen if social entrepreneurs announced on their organization's launch day, "We will increase literacy in this city by 5 percent over the next 10 years. We'll succeed or fail with our reforms, but either way we'll shut down in year 10." There could be four big benefits:

1. Donors would be more likely to invest funds, because they know there's an end game. 
2. Social entrepreneurs would stay focused on long-term strategic systems change.
3. Funding for the next generation of social entrepreneurs would be freed up when their older, sister organizations shut down.
4. When organizations did shut their doors, we could celebrate their great accomplishments and disruptions instead of shaking our heads in sadness as we often do now.

Keeping the focus on the mission—not the institution—may not be as hard as it sounds. Michigan Corps, founded by Anuja and Rishi Jaitly, launched as a nonprofit in 2010 with a seed grant by Eric Schmidt, the former CEO of Google.

Redefining social entrepreneurship, they announced their mission as purposely bringing local and global Michigander's together to change their home state. From there, the Jaitlys intentionally moved out of their leadership roles and into advisory roles—they moved to the organization's board after year one. 

They saw results quickly. Last spring, they were heralded by former President Bill Clinton at his Global Initiative Conference for fostering a first-of-its-kind connection between Michigan social entrepreneurs and Kiva, the world-famous micro lender. The organization has also set in motion countless instances of leaders collaborating in new ways.

When I asked them how they see Michigan Corps in existence, they said: "We built the organization in response to unlocked potential among pro-Michigan leaders everywhere; as the engagement of Michiganders evolves, our organizational role must necessarily shift too. We need to keep our eyes on the mission and off the perpetuation of one entity."

By creating an organic organization that rises up to meet challenges and goes away after it fosters connections, the Jaitlys are offering a new way for social entrepreneurs to address issues.

Maybe social entrepreneurs don't need to announce on day one when they plan to shut down. But the sector needs to shift the definition of success from those organizations that survive to those that actually achieve their missions.

So the next time you hear a social entrepreneur say an organization's mission is to put itself out of business, ask the obvious question: "When?"


image Rich Tafel is founder and CEO of Public Squared a leadership and policy training organization for world changing organizations. He serves on the board of Michigan Corps.

 



 

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Ponzi Schemes for Beginners

The Baseline Scenario

By James Kwak

On the theory that the best defense is a good offense, Rick Perry has been insisting to anyone who will listen that Social Security is a Ponzi scheme. Probably hundreds of people have already explained why it isn't, but I think it's important to be clear about why Rick Perry thinks it is—or, rather, why his political advisers think he can get away with it.

A Ponzi scheme, classically, is one where you promise high returns to investors but you have no way of actually generating those returns; instead, you plan to pay off old investors by getting new money from new investors. Social Security is obviously not a Ponzi scheme for at least two basic reasons. First, there's no fraud involved: all of Social Security's finances are right out in the open for anyone who cares to look, in the annual report of the trustees of the Social Security trust funds. Second, a Ponzi scheme by construction cannot go on forever; no matter how long you can keep it going, at some point you will run out of potential new investors and the whole thing will collapse. I'm sure there are other obvious differences, but that's enough for now.

So why do people ever think it's a Ponzi scheme? It's the combination of two factors, each of which is relatively innocuous on its own.

First, Social Security is, from a cash flow perspective, a pay-as-you-go system. That is, payroll taxes being paid by current workers are immediately going out the door to pay benefits for current retirees. This is different from a pre-funded pension system where the pension plan already has enough money, today, to pay for all promised future benefits. Employer-sponsored pension funds in principle (though not always in practice) work this way: at any moment, the fund is supposed to have enough money to pay off future benefits. A commenter on an earlier post of mine said that if Social Security were a corporate pension fund, I would be attacking it as a fraud for this reason.

Not so fast. There's nothing wrong in principle with a pay-as-you-go system, as long as the future revenue stream is secure. With any pension plan, the fundamental question is whether the plan will be able to pay future promised benefits. We want private pensions to be pre-funded because we wouldn't trust a company that said, "We know we don't have enough money to pay the benefits we promised, but don't worry, we'll be really profitable starting twenty years from now, so we'll be fine." It's not a question of whether corporate executives are honest; it's that the future is uncertain. As we know, companies can go bankrupt almost overnight (remember Enron? WorldCom?), so the only way to ensure that they will pay future benefits is to require pre-funding. Even then, pre-funding is not a magic bullet because you have to make some assumption about future investment returns. Under today's rules, companies assume some rate of return on their pension fund investments (actually, I think they assume some discount rate for their future liabilities, which works out to roughly the same thing)—which means that even with pre-funding, there's no assurance the money will be there to pay benefits.

Social Security is different because it knows that, unlike future corporate profits, the trust funds' revenues will be there in future years. That's the great thing about being the federal government: you know people will pay their taxes. Yes, there is uncertainty about economic growth, but Social Security's future income stream is a good deal more predictable than a corporate pension fund's future investment returns.*

But, you may be saying, and this is the second factor, the trust funds will go bankrupt in about twenty-five years!** That is probably true, but it is not because Social Security is a pay-as-you-go system. A pay-as-you-go system can easily go on forever, as long as you have a constant rate of population growth (or even a constant rate of population decline): Generation A's benefits are paid by Generation B, which is 10 percent larger than Generation A; Generation B's benefits are paid by Generation C, which is 10 percent larger than Generation B; and so on. With a few more simple assumptions, this can go on forever.

The Social Security trust funds will run out of money because the current structure of taxes and benefits requires a certain minimum dependency ratio (the ratio of workers to retirees) and the actual dependency ratio will fall below that required minimum as the Baby Boom generation retires. It's the combination of those two facts—that Social Security is a pay-as-you-go system and that the trust funds will run out of money—that makes Rick Perry thinks it's a Ponzi scheme. Ponzi schemes are also pay-as-you-go systems that will run out of money, but that doesn't make Social Security a Ponzi scheme, just like all giraffes are mammals, but not all mammals are giraffes.

As all informed observers realize, you could close the seventy-five-year Social Security budget gap simply by raising the payroll tax rate by two percentage points (or by other means that have a similar financial impact, such as eliminating the cap on taxable income). This in itself should make clear that it isn't a Ponzi scheme.

Now, it is true that the benefit-tax structure was already changed in 1983, so it's a reasonable question whether the system has to be "fixed" every thirty years, which would raise the question of sustainability. But there's no good reason to think the dependency ratio will keep getting worse and worse, because the Baby Boom was a one-time historical event. Right now the dependency ratio and the funding gap are expected to level off around 2035 (as the last Baby Boomers retire) and remain roughly flat for half a century. (See the 2011 annual report, pp. 10–11.) So any policy change that brings Social Security in balance in 2035 will keep it more or less in balance as far as we can see. Yes, it's possible that the birth rate could drop again, but it could also go up; we just don't know. (And if the birth rate drops, what that means is that we need more immigration by working-age people, but that's another topic.)

Wait, Rick Perry might say: Doesn't the fact that we all know Social Security's future revenues are not enough to pay its scheduled benefits make it a fraud all by itself? Not in a legal sense, since all the information is out there for everyone to see. But it does raise a legitimate issue: By 1983, the Baby Boom had happened, so everything that is going to happen with the dependency ratio was easily predictable—yet Congress and the Reagan administration consciously underfunded the system.  (As of 1983, Social Security was in 75-year actuarial balance, but that was because a large surplus in the first thirty-seven years balanced a large deficit in the last thirty-eight years. See the 1983 Annual Report Summary, Chart F.) Isn't that a problem?

But saying that Congress underfunded Social Security is not a valid criticism of Social Security as a program: it's a valid criticism of Congress. As a logical matter, you can criticize our political leaders, past and present, for not fixing Social Security's long-term funding problem, but you can't use that fact to criticize the basic structure of the system, where people pay taxes while working and receive benefits while in retirement. There's nothing wrong with that, try as Rick Perry might to confuse the issue.

* Private accounts would solve this problem, but not in a useful sense. Because you would only be entitled to the money in your private account, Social Security would have no obligations, and hence could never be underfunded. But you would be subject to inflation risk and investment risk; today, Social Security absorbs both inflation risk and investment risk, so all you are subject to is political risk (the risk that benefits when it comes time for you to collect them).

** "Bankrupt" isn't quite right: what will happen is that the trust funds' accumulated balance will run down, so the only money they will have to pay benefits will be the current year's payroll tax revenues—which will not be enough to pay scheduled benefits. It's not clear that these "scheduled" benefits should even count as "promised," since both the law and the financial status of Social Security are public information, but that's another topic for another time.


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The State of Performance Assessment, 10 Years Later

The CEP Blog

A decade ago, I started my job at CEP and we launched a study on performance assessment at large foundations. It's not as if we were the first to think the question of whether a foundation was achieving its desired results was important. The earliest major American philanthropists cared deeply about results and some foundations, like Robert Wood Johnson Foundation, had been putting major resources into evaluation for decades.

But what was lacking, at that time, was a look across the large foundations to understand both practices and attitudes when it came to performance assessment.  So we undertook that study with limited resources — $345,000 in grants from the Atlantic Philanthropies, Packard, and Surdna –  and a small staff (three of us worked on the project, and that was CEP's sole effort in its first year).  We conducted a broad-based survey of CEOs and a series of qualitative interviews.

What we found was clear – and sobering.  CEOs didn't feel particularly satisfied with the information they could tap to understand how their foundations were doing. They weren't utilizing a broad set of indicators, tending instead to rely on evaluations that told them more about a particular grant or set of grants than about the overall effectiveness of the foundation they led. And many of them told us they wanted more timely indicators to help guide and inform their work.

A lot has changed in the past decade. The Bill & Melinda Gates Foundation and other new foundations have burst onto the scene. A whole set of infrastructure organizations, from CEP to GEO to Bridgespan to Guidestar, have either been founded or grown substantially. And the media has paid more attention to philanthropy, raising questions about how it operates and what it has achieved.

So we thought it made sense to take stock, again, of the state of performance assessment at large foundations. This time, we surveyed CEOs of foundations with at least $5 million in annual grantmaking.  We'll release results of that study tomorrow at noon, EST.  Check this blog and our Web site to find out how performance assessment has changed and what the attitudes and practices are of foundation CEOs today.

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