SEE Change

We've moved!

2010-09-27T07:42:00.000-07:00

You can now find the SEE Change blog online at: http://seechangemagazine.com/the-blog

Just one more reason to check out

SEE Change Magazine today!

The Maasai: doing it for themselves

2010-08-02T19:35:00.001-07:00

On a recent media trip to Kenya, my world seemingly turned upside down. Morning wake-up calls consisted of playful hippos twelve feet from my perch. Lions, monkeys and leopards danced in our midst. And I fell asleep to the sounds of aptly titled bush babies stomping about the porch and giraffes foraging delicately outside my tented cabin.

And then there were the people. On the one hand, outstretched hands, torn clothes and bare feet followed us everywhere. On the other, was sheer exuberance, pure joy, smiles from ear to ear and children waving, crying “jambo!” as far as their voices could carry. The juxtapositions begged the query: where does true happiness lie?

One particular group made the question even more complex. The Maasai are undeniably the most visible tribe in Kenya, though they represent less than two percent of the population. Semi-nomadic, they’re known for their unique garb—sheets, typically red, wrapped around their body, beaded jewelry, shoes made of tire strips—and their eye-catching adumu—“jumping dance” (historically a mating ritual, now also a tourist draw). Traditionally, the Maasai subsist on blood, meat and milk, hence the significance of cattle in their lives. At one village, in fact, cows and goats shared their owner’s living quarters: huts made of cow dung, mud and grass.

I’m sure if the Maasai had their way, they’d be left alone to feed off the land, acquire just enough cows to secure an average of four wives (10 per) and enough children to keep tradition strong. But it’s not that simple. Over the years, much of the land they depended on for grazing in Kenya and Tanzania was converted into wildlife preservation parks like the Maasai Mara game preserve and the Nairobi National park. Nevermind the long drought which left many cattle dead and the Maasai livelihood at the precipice.

The situation has forced many to look for non-traditional means of sustenance. For a minority that means a complete overhaul: university degrees, moving away from home and becoming professionals. For others it means getting paid to perform their ritual dance, charging tourists for village tours and selling beaded jewelry. Here’s the thing: every Maasai woman knows how to create the traditional beaded jewelry. But only recently did the focus turn to attracting buyers in the outside world.

Of course, if entrepreneurial efforts aren’t properly executed, they may be for naught. Take the Maasai markets, the obligatory culmination of each village tour. It’s not uncommon for someone walking by the tables of handicrafts—beaded jewelry its main draw— to be harassed, sometimes aggressively so. Pulled to and fro, with shouts of “how much lady?” is common with pleading eyes greeting you at every turn. I don’t doubt the situation is grave and sense of desperation high. But after spending quality time engaging the Maasai in profound and intimate discussion, the off-putting behaviour stands in stark contrast, leaving a bittersweet taste in one’s mouth, making one mutter “there must be a better way.”

The good news is more successful self-sustaining models are taking root. Take a look at the Oldarpoi Maasai Safari Camp, a tented camp situated directly outside the Masai Mara National Reserve. The 40-acre accommodations is solely owned and operated by the local Maasai community and built with all the comforts of home, including hot showers, plush beds, mosquito nets and front porches. It’s quite a feat, especially considering the simple lives Maasai lead only a few miles down the road, with nary a shower or bed to their name. Mosquito nets? Forget about it.

Then there are social enterprises like the Leakey Collection run by Philip and Katy Leakey, a couple who lived among the Maasai in the Kenyan bush and witnessed firsthand the impact of the drought. Determined to provide their neighbours with work opportunities without affecting their cultural traditions, they taught the Maasai women how to use their advanced beading skills with another sustainable resource: grass. Dyed grass strands are then mixed with glass beads and the resulting Zulugrass jewelry is sold online and in stores worldwide. Most significantly, the initiative has inspired over 1400 hundred Maasai women to become entrepreneurial contractors without having to forego their traditional lifestyle.

Times may change but, as these examples demonstrate, tradition and modernity can co-exist and enterprising approaches can have fundamental impact, if done right. As we leave the village, 19-year-old Thomas LeKen, the son of the village’s revered medicine man, pulls me aside. One day soon he’ll get a degree and establish a career in community development, he says, his eyes growing wider than I had seen them all day. As if to justify his proclamation, he explains, “We are becoming civilized, we are getting educated, we are changing.” But nothing changes overnight, he continues, sounding a lot wiser than his 19 years. “Everything in life goes by steps.” One small step for the Maasai, one giant leap for Kenya.

By Elisa Birnbaum

Big Ideas: J. Gregory Dees makes the case for social entrepreneurship

2010-07-15T09:39:00.000-07:00

Originally posted July 14th at dowser.org
Contributor: Julian Brookes

Starting today, we're going to check in regularly with big thinkers in the field of social innovation. We want to know what they're working on, what questions they're wrestling with, and what opportunities and challenges they see up ahead for the sector.

First up, J. Gregory Dees—professor at Duke's Fuqua School of Business, director of the school's Center for the Advancement of Social Entrepreneurship, and often referred to as the "father of social entrepreneurship education." He's the coauthor and editor of several books on social innovation, and he's at work on another, due out next spring. Read on for highlights from our conversation.

On why social entrepreneurship is essential for solving social problems: "Social and environmental problems tend to be shifting and complex. To solve them you need context-specific knowledge—as well as creativity and motivation—which is scattered among private citizens. Social entrepreneurship allows us to tap into that."

On government's limitations as a problem-solver: "We don't know in advance what's going to work, which solutions are going to be most cost-effective, which are going to work best in which circumstances. The only way to know that is by have lots of different experiments going on, and that's something governments are ill-equipped to do."

On businesses' limitations: "Many of the large firms that make up our markets are investor-owned and have a responsibility to deliver profits to their investors. But most of the experiments to find solutions to social problems are not going to meet that financial threshold, and that's where we need social entrepreneurship—to fill the gap."

On his current project: "I'm writing a book that argues that social entrepreneurship is just as important to the health of society as business entrepreneurship is for the health of the economy. It's for anybody interested in helping create a healthy environment for social entrepreneurship—and that includes policy makers, funders, educators, and citizens."

On the need (still) to make the case for social entrepreneurship: Those of us in the field may not realize it, but there are still a lot of folks out there who see social entrepreneurship as nice but not that significant, maybe even as a passing fad. And a related worry I have is that, as new as the concept is, it's old for some folks, and they're looking for the new, new thing—something else, like, say, impact investing. We still have a case to make for why social entrepreneurship is essential."

On social entrepreneurship's Catch-22: "If people assume that social entrepreneurship is marginal, that it doesn't really scale, then they don't make the effort to do the policy changes to get large-scale successes. In other words, they're not going to invest in the ecosytem to support them. And that's a problem. We're going to need the ecosystem if we're going to have large-scale successes to point to. It's a bit of a Catch-22."

On the ecosystem for business entrepreneurship (a telling contrast): "How many businesses would start from scratch and go to scale if we didn't have venture capital? If we didn't have banking and financial infrastructure to support business growth? If we didn't have business schools? We have a very elaborate support structure for business entrepreneurs. How well would they do without it? My guess is not so well. Without something similar for social entrepreneurship, we can't expect to see the same kind of scaling and impact."

On the need for better ways to measure social impact: "We badly need greater clarity and transparency in performance evaluation and assessment. That would give skeptics confidence that we're achieving the impact we're claiming to achieve. But that's a small piece of a larger puzzle. We need improved legal structures, better financial mechanisms, better pipelines for talent, and more directed education and training. We need all of that, and a culture that understands social entrepreneurship and supports it."

On the idea that the U.S. lags behind other countries in social entrepreneurship: "I don't know how to do those comparisons. We're talking about very different contexts, very different social problems and needs. There are some very exciting things going on outside the U.S., and to some extent the pressing needs in other places may open the door to new kinds of innovation, like the use of cell phone technology to solve problems related to rural poverty and to link it to microfinance. But there's a lot of creative, exciting stuff going on in the U.S."

Thanks again to dowser.org for this contribution

Photo: Nathan

My Journey to Launch

2010-06-28T04:01:00.000-07:00

I'm thrilled to have launched TheChange and to see my vision of advancing the sustainability movement locally coming to life with the help of a great team and community support. One-month post launch, I thought I’d take the time to reflect on my journey to date.

I grew up on the West Coast of BC and was raised to be environmentally conscious and socially active. I’ve always been interested in getting involved with organizations that are built to make the world better. They are why I wake up in the morning, and the inspiration for the kind of company I hope to create.

In late 2007, I came up with the concept for an online platform that connects people with organizations that align with their values. It started as an extension of my personal interests, and then became a business opportunity when I noticed the demand increasing for corporate responsibility, green jobs and eco-friendly products/services.

I didn’t have a technical background, but I saw the web as the perfect medium to get people informed and inspired to participate in the green economy. Ultimately, I saw the web as a tool to power offline action.

With this business concept in mind, I enrolled in the Bachelor of Commerce program with a specialization in Entrepreneurship at Royal Roads University. The program allowed me to work on a business plan and participate in a start-up incubator. I graduated top of class and with $25,000 in awards. I used this money to incorporate Ethico Solutions Inc. in the fall of 2008.

I spent the next year researching, networking and understanding my customer’s needs. I managed the administration and marketing for the Victoria Values-Based Business Network and Organic Islands, Canada’s largest outdoor green expo. I attended the Social Venture Institute and Web of Change Conference. These experiences gave me to the opportunity to build relationships with many small and medium sized businesses (SMEs) in the local sustainability space.

I learned that SME's primary challenges were in marketing, sales and recruitment. After hearing their stories and learning how they put sustainability into practice, I was always inspired to support them as a customer, employee or volunteer. So their story - what inspired them to go green and their sustainability initiatives, as they related to the environment, community and employees - became the focus of how I would profile these businesses online. I recruited a technical partner in the Fall of 2009 and for the next six months we worked together, along with designers, branding and legal professionals to release the first version of the platform known as TheChange.

TheChange launched in Vancouver and Victoria May 15^th 2010 and aims to connect people with local sustainable businesses in a relevant and engaging way. Now one-month post launch, TheChange has been featured on the front pages of local media, raised money, hired two employees, recruited a CTO, and is even working with marketing interns from my old stomping ground at BCIT! We have over 50 organizations onboard, are growing daily, and are working diligently on version 2.0 of the platform based on our beta testing and customer feedback.

We’re also gearing up to launch a new initiative called ethicalDeal this July! Every day, ethicalDeal will offer one exclusive deal on eco-friendly products and services in your city at an unbeatable price. This is another way we are helping people participate in the green economy and are supporting local businesses that offer green products/services.

We’re moving into an office this summer and will be hiring people to help us grow on a city-by-city basis across North America. I’m very excited for what lies ahead and truly believe that together we can advance the sustainability movement. Join us in TheChange!

Yours for a sustainable future,

Annalea Krebs

Founder & CEO, Ethico Solutions Inc.

www.TheChange.com

www.ethicalDeal.com

A people-centred economy: Reflections from the Summit

2010-06-03T04:33:00.001-07:00

Raj Patel was both charming and self-deprecating as he took the stage at the National Summit for a People-Centred Economy in Ottawa last Sunday night. Briefly addressing the crowd of about 200 in French, he apologized for his "accent incomprehensible," before continuing his keynote address in English. Once he made the switch, even those French speakers wearing translation headsets had no trouble understanding his message.

Pulling largely from his New York Times bestseller, The Value of Nothing, Patel spoke about "the commons" and notions of private ownership versus communal property. The argument against commonly held assets is that we are a selfish and greedy species by nature so it couldn't work. This is referred to as "the tragedy of the commons," yet there is no evidence to support this. As Patel asserts, yes, we as humans are selfish and greedy, but we are also something more. We have the capacity for altruism; we have the ability to put the common good before our own. This, in essence, is what a people-centred economy is all about.

You might say Patel was preaching to the converted - those working in co-operatives, community economic development, social enterprises, social finance, social economy. They had all gathered for two days of learning and discussion around the idea of an economy centred on people rather than profit. And all the big players were there: John Anderson from the Canadian Co-operative Association, Rupert Downing from the Canadian Social Economy Hub, Tim Draimin from Social Innovation Generation and Causeway Social Finance, David LePage from Enterprising Non-Profits, Mike Lewis from the Canadian Centre for Community Renewal, Michael Toye from the Canadian CED Network, and the list goes on...and on. Pretty much everyone who is attached to this movement was there, along with lots of new faces eager to learn more about it.

And learn we did. On Monday we rolled up our sleeves and broke off into six summit workshops to discuss such issues as finance and investment solutions for social economy, enterprise development, local revitalization, the social economy marketplace, strengthening the movement, and taking it global. The conversations weren't always easy - it seems we still can't completely agree on who "belongs" in the movement and who doesn't quite make the cut - but despite our sometimes differing views, the mood was positive and there was no lack of enthusiasm about what the people-centred economy is trying to achieve: a more just, equitable and sustainable world. But don't take my word for it.

Read the draft declaration developed during the summit workshop to find out exactly what this movement stands for and where it's heading. http://www.ccednet-rcdec.ca/en/node/9495

By Nicole Zummach

Big and small lessons from IFIP

2010-05-25T08:16:00.000-07:00

By Ruth Richardson, originally published at SmallChangeFund.org

This past weekend I attended the International Funders for Indigenous Peoples (IFIP) conference in Tofino on the west coast of British Columbia. The richness of humanity was there in all its glory. An amazing array of people attended from Borneo, Guatemala, Canada, New Zealand, Greenland, Russia, Ethiopia, Ghana, Peru, Australia, Columbia, United States, Kenya, South Africa, not to mention those who welcomed us from the Tla-o-qui-aht First Nation from in and around Tofino. We were there to discuss “Building and Sustaining Coalitions: Finding Common Ground for Education, Environment, and Human Rights Advocacy.” The depth of experience and expertise shared cannot be captured in a quick blog, but I can share a few lessons.

One: Amplify the voice of indigenous peoples. This might seem obvious coming out of a conference on indigenous peoples but the importance of it is not always obviously recognized or acted upon. Funding for indigenous peoples is on the rise but it’s still a drop in the charitable bucket. And the stats have a real face. Tara Marsden of the Headwaters Initiative in northern BC highlighted the incredible lack of capacity in indigenous organizations compared to non-indigenous NGOs, particularly environmental NGOS. And yet the imperative to support rights-based approaches, self-determination, and aboriginal responses to social and environmental challenges is evident worldwide. Harry Jonas from Natural Justice talked about the need to assert indigenous voices as rights-holders, not stakeholders, in his work in South Africa. Gloria Ushigua from Kenya argued that the best investment in advancing social and environmental justice efforts is an investment in indigenous communities and, to go one step further, in indigenous women who are often closest to the problems and closest to the solutions. Indigenous rights are an essential and inseparable part of solving the challenges of today. Women’s rights are no different. Together they could change the world.

Two: Go local. This was such a strong theme throughout the conference that I couldn’t get away from it. It followed me from session to session. It started with the first panel where Julio Cusurichi Palacios from Madre de Dios in Peru argued, “most of the best solutions are local.” Dr. Marjo Vierros of the UN University in Australia echoed this asserting that we need to find more and better ways to get money directly to communities. Linda Different Cloud, a Lakota Ethnobotanist, talked about the power of restorative ecologies and how she’s transforming her community one plant at a time through bringing back indigenous foods, such as mice beans, thereby impacting global food security and biological diversity. The arguments for local – implicit and explicit – flowed through the entire conference and were touched upon by almost every speaker.
One of the most powerful examples of this for me was a story told by Jack Woodward, an indigenous rights lawyer in BC and counsel to the Beaver Lake Cree Nation in Northern Alberta. He was approached by the Cooperators Bank in the UK that had surveyed its members on how it should direct its charitable dollars. The bank’s membership identified climate change, and then left it up to the executive committee to figure out how to effectively engage on this daunting issue. The Alberta Tar Sands won hands down, as the most polluting mega-project the globe has seen. But who to give the money to? They went local and grassroots. They gave it to the Beaver Lake Cree Nation deeming them the most worthwhile recipients; there is no better investment.

Three: Stand together. I led a session at IFIP with four incredible women from Northern Canada and Russia on indigenous communities response to natural resource extraction in the circumpolar north. Each of them talked about the importance of community unity in responding to oil and gas development, mining, and other extractive activities. Where communities are united, solutions, deals, oppositions, agreements are stronger, more effective, and longer lasting. It was an important theme in my session but I must admit I was surprised to hear this repeated over and over again no matter what the context or continent. I don’t think this is specific to indigenous communities. I believe it relates to all of our communities and any work at the grassroots level. Standing together in our efforts to protect our places, our children, our right to a healthy planet, allows us to “walk tall and powerful.”

Four: Tools are for leverage. Any one who’s used a crowbar knows this. It’s no different in the world of social change. Ginger Gibson, a Small Change Advisor and consultant to communities in North and Latin America, talked about her recent publication of The Community Toolkit for Negotiation of Impact and Benefit Agreements – agreements that have the power to shift the power imbalance and transform negotiations between indigenous communities and big industry. Harry Jonas from Natural Justice in South Africa touched upon bio-cultural community protocols like the ones used in Rajasthan supporting the people dependant on the Kumbalgargh Forest. Chief Lydia Hwitsum of the Cowichan First Nation, and Chief Al Lameman of the Beaver Lake Cree, spoke in depth about legal tools for empowerment in the context of human rights and environmental frameworks to protect their aboriginal rights, land, culture and histories.

Five: Remember our humanity. We live in an increasingly disconnected world. I was feeling it as I drove to Toronto’s airport imbedded in my iphone and trying to get a few last emails off before boarding the plane. I arrived in Tofino and was pleasantly overwhelmed with the authenticity of the dialogue, the connection between cultures and peoples, the reverence and gratitude for one another. I must admit it tripped me up since I’ve been to too many stuffy conferences. One morning the amazing Angaangaq Angakkorsuaq, Inuit healer and author of the quote above about walking tall and powerful, brought in the day with his drum, his feathers, his wisdom. He said his purpose on this earth is to melt the ice in the hearts of men. I think he succeeded a little with each of us at IFIP. Now if only we could all carry that into our work, we would be so much more effective.

This point is no less important than the ones above. To some it may sound a little “soft” but it carries with it deep resonance. As one of my favourite thinkers, the late Donella Meadows of the Sustainability Institute, wrote (no blog is complete without a reference to her wisdom and insight): “Living successfully in a world of complex systems means … expanding the horizons of caring. There are moral reasons for doing that, of course. And if moral arguments are not sufficient, then systems thinking provides the practical reasons to back up the moral ones. The real system is interconnected. No part of the human race is separate either from other human beings or from the global ecosystem. It will not be possible in this integrated world for your heart to succeed if your lungs fail, or for your company to succeed if your workers fail, or for the rich in Los Angeles to succeed if the poor in Los Angeles fail, or for Europe to succeed if Africa fails, or for the global economy to succeed if the global environment fails. As with everything else about systems, most people already know about the interconnections that make moral and practical rules turn out to be the same rules. They just have to bring themselves to believe that which they know.”

These lessons are not new, and perhaps not surprising. We know them. Now we just need to work on bringing ourselves to believe them, and live them.

Three indigenous projects that need your support on www.smallchangefund.org: Protecting our Ancestral Lands in the Peel Watershed, Yukon; Tusaqtuut: Inuit Knowledge and Climate Change; Youth Aboriginal Skill Training Program.

By Ruth Richardson, originally published at SmallChangeFund.org

Ben & Jerry's founder gives us the scoop at Venture4Change Summit

2010-05-17T14:45:00.000-07:00

By Jennifer King, Director, Social Ventures initiative, Capacity Waterloo Region

A couple of months ago, I sat down with a young social entrepreneur who is growing a national nonprofit social venture. It was a great conversation that eventually drifted into the social venture definition debate. You know, the one that goes, “what exactly is a social venture and is it nonprofit or for-profit?” This social entrepreneur was firmly in the nonprofit camp. Profiting from a social mission was just plain wrong, he said.

This made me nervous. Our chat was just ahead of the Venture4Change summit that we at Capacity Waterloo Region were producing. The whole point of the day was to bring nonprofit and for-profit social entrepreneurs together under one roof to talk about how people with powerful ideas were changing the way business was done. I started second guessing. Would it end up being a debate about right and wrong? I had brief flashes of heated arguments with the “good” nonprofit folks lined up on one side of the room and the “bad” for-profits on the other.

Luckily, the day worked. People interested in real social change proved that they care less about terminology than they do about action. Nonprofits, for-profits, and funders found common ground. They listened, shared ideas, started conversations, and sometimes agreed to disagree. Of course, silos weren’t torn down, but little pieces of them were chipped away. Jerry Greenfield, co-founder of Ben & Jerry’s and Venture4Change’s keynote speaker, told me that he had never been to an event before with such a mixed cast of characters and passionate attendees. He was joined by two other speakers, Tony Pigott, CEO of JWT Canada and co-founder of Brandaid Project, and Sam Purdy, National Director of Habitat for Humanity’s Restores.

Tony’s message to “be different and be better” was a reminder that while socially-conscious consumers are wielding more market power than ever before, the market is very crowded and only ventures that distinguish themselves will be successful. Sam’s story of Habitat’s Restore business touched on the branding and regulatory challenges of a national venture that’s completely run by 73 affiliates – all separate charities with their own boards. Restore, a “retail business that turns donations into cash,” sells donated used building materials that provide an ongoing source of funds to fulfill Habitat’s mission.

Venture4Change wrapped with Jerry, who founded Ben & Jerry’s with Ben Cohen in 1978 after unsuccessful attempts on the career track. Friends since seventh grade, Jerry says they thought, “why don’t we get together, do something fun, be our own bosses, and since we always liked to eat quite a bit, we thought we would do something with food.”

Ben & Jerry’s didn’t set out to change the world. These hippy kids just wanted to have a good time. They knew absolutely nothing about the ice cream business, but a five dollar correspondence course taught them enough to set up shop. But a funny thing happened on the way to the ice cream parlour. Ben and Jerry woke up one day and realized they were becoming businessmen. “It wasn’t exactly our idea of a good time,” Jerry said. “Business had all these negative connotations and we felt like our business was just becoming another cog in the economic machine and we didn’t want any part of that.”

They were about to abandon ship when they received life changing advice: if you don’t like the way you’re doing business, change the rules. Decades later, Ben & Jerry’s is almost as well known for its social initiatives as it is for its decadent Cherry Garcia and Chunky Monkey.

Today, Jerry believes business is the most powerful force for change that we have. He’s convinced that the double bottom line is what has made Ben & Jerry’s a success – that operating from your values reaps rewards. Their approach has helped blaze a trail for a new, perhaps more intentional generation of social ventures.

We’re recapping the entire day on the Venture4Change website, starting with Tony Piggot’s session, Marketing Meets Mission: The Story of Brandaid Project.

Written by: Jennifer King, Director, Social Ventures initiative, Capacity Waterloo Region
Photos by: Tomasz Adamski

Acumen Fund lands in Toronto

2010-04-27T13:02:00.001-07:00

Last Monday night I pushed my way through a large and boisterous group, made up primarily of Generation Yers (or is it Z already?) and, despite my aversion to crowds and a case of jet lag having just returned from Costa Rica the night before, I was glad I did. What brought so many faces out to Czehoski on a Monday night, you ask? It was the ceremonious launch of Acumen Fund'€™s Toronto Chapter

The brainchild of former Wall Street maven Jacqueline Novogratz, Acumen Fund is a nonprofit social venture that puts its unfettered faith and hope in the power of entrepreneurs to fight the longstanding scourge of global poverty. Believing that neither charity nor markets alone can meet that radical challenge, Acumen promotes a hybrid paradigm that combines both. This blended values approach, investing in solutions that have potential for social impact and profit, has been paving the Fund’s path to change since it launched in April 2001.

Also referred to as patient capital -- debt or equity investments of $300,000 to $2,500,000 in an early-stage enterprise with payback or exit in roughly five to seven years (but unlike a typical venture capital firm, if that goal is not met, Acumen won’t walk away) -- financial and social returns are the result. Don’t look for grants here, though; you won’t find them. What’s more, all financial returns are recycled into new investments, with every dollar invested leveraged four times.

Today, Acumen Fund boasts 27 investments and a portfolio worth just under $40 million, not including a recent capital markets fund of $15 million. The focus is on supporting enterprises that provide low-income consumers with access to five specific areas: health, water, housing, energy and agriculture. And by the look of it, they’re getting somewhere. Case in point: D.Light, which uses LED technology to provide a much-appreciated alternative to kerosene lanterns, known to be more expensive, lower in quality and veritable fire hazards. As a side note, it is estimated that more than 1.5 billion people in the world live without access to electricity.

D. Light was created by social innovators and funded by Acumen ($800,000 in 2008, $400,000 in 2009) and a number of other investors. And how is the hybrid model working for them? Well, let’s see. Since 2007, D. Light sold 115,000 lights, impacting an average of 500,000 lives while their main competitor, Tata --dependent solely on grants -- sold 5,460. Not exactly a full-blown analysis or conclusion, not by a long shot, but the numbers make it well worth taking a long, hard look at the patient capital model and its potential for real change.

Interestingly, as I made my way across the crowded room, chatting to whomever I could (tripping the waiter and stepping on about five toes in the process), it occurred to me that while many attendees knew a lot about consulting and business, they knew little about venture philanthropy. When asked what brought them here, the answers were diverse but shared one common theme: the desire to support a different way of doing business toward the eradication of poverty. Considering the response to the event, it seems the new Toronto chapter, with its goals of fueling knowledge, conversation, fundraising, awareness and more, is heading on the right track.

By Elisa Birnbaum

A Sea-Change in Citizen-Led Water Action

2010-04-21T12:07:00.000-07:00

I tripped upon an interesting blog the other day, Reversing the Flow by Brita Belli in eMagazine (April 2010). In it she talks about the Global Water Network. She says “Earth Day Network’s lesser-known side project is called the Global Water Network. Unlike the much more visible Earth Day—celebrating its April 22 40th anniversary this year with projects that include ‘A Billion Acts of Green’—the Global Water Network (GWN) is only in its second year.

It’s a means for connecting donors with water projects across the globe—with Earth Day Network (EDN) acting as a conduit, especially in encouraging U.S. schoolchildren to take up collections for children abroad who lack clean drinking water access and proper sanitation. ‘In the U.S.,’ says Beth Larson, EDN’s international education coordinator, ’students don’t feel empowered. But just a small amount of money can go a long way in places like Burkina Faso.’”

Absolutely! Small amounts of money can go along way around the globe, Canada included. We have a project profiled on www.smallchangefund.org right now, for example, that only needs $1250 to upgrade a boat so that the organization, Fundy Baykeeper, can expand the scope of their water monitoring work. A little can go a long way. It’s a great point. It’s also interesting that she’s hit on the issue of connecting donors and empowering students. That’s a big challenge and one we’ve taken to heart at Small Change Fund. How do we engage – truly engage – Canadians in protecting our precious water resources and those of communities around the globe?

Brita goes on to talk about the collaborative work between our global partner, Global Greengrants Fund, and Aveda. “Hair and skin-care company Aveda has had a partnership with Global Greengrants Fund for more than a decade, in order to direct money to environmental causes and has seen a ‘dramatic spike in fundraising with the issue of clean water,’ says Katie Galloway, Aveda’s Earth Fund manager. The company itself looks for ways to lower its water footprint, she says, and has expanded Earth Day to ‘Earth Month,’ since 1999.

Through sales of a limited edition ‘Light the Way’ candle, as well as via Walks for Water, Aveda raised some $3 million for environmental causes last year, just over $1.1 million of which went to Greengrants. And the company specifically directs grants to areas of the world where they source ingredients. ‘The best example is Madagascar,’ says Galloway. ‘A lot of our essential oils and aromas are sourced there, such as clove and cinnamon…Greengrants did a grant in the Southeast part of Madagascar where they cleared out a well and installed a solar tank and water tank. As a result, 2,000 people in Madagascar now have access to clean water.” But despite this she says, “Lack of funding is the biggest impediment to fresh-water access in the developing world.’”

We need to celebrate the companies that are putting money back into communities. Like Aveda. Like Lush that recently funded 4 Small Change Fund projects. (Thank you Lush!). What’s more, we need to explore, promote, refine, and celebrate the new tools that provide a gateway for everyone to support water work world-wide to help meet grassroots funding challenges. Organizations like Charity:Water, Kiva, Small Change Fund, and Social Actions are pioneering new ways of galvanizing citizen-led action on important social and environmental issues around the globe. But it’s all new. There’s no real road map. We’re all feeling our way along to the most effective, most engaging, most sincere, most transparent means of empowering you, empowering all of us, to get involved. So how do we do it? We need feedback. We need inputs. We need to learn.

Which brings me to one of my favourite authors, the late Donella Meadows of the Sustainability Institute. She was so wise. She said “Working with systems, on the computer, in nature, among people, in organizations, constantly reminds me of how incomplete my mental models are, how complex the world is, and how much I don’t know. The thing to do, when you don’t know is to learn. What’s appropriate when you’re learning is small steps, constant monitoring, and a willingness to change course as you find out more about where it’s leading. That’s hard.”

It’s hard, but it’s necessary and perhaps the only way in this world of social innovation, new media, and change-making. So help us find out more about the engagement question. How do we connect you to global water causes? How do we empower a sea-change in citizen-led action? How do we realize the power of your small change?

By Ruth Richardson, originally published at SmallChangeFund.org

Action is delightful

2010-03-28T08:05:00.000-07:00

For those of us closely watching this dynamic space we call social entrepreneurship, it’s always exciting to see movement. Chatter is easy, after all, but action, get-your-hands-and-feet-dirty-type-of-action.....well now, that’s simply delightful.

Those thoughts swirled in my head during a recent SiG@MaRS information event. Designed to provide an overview of the goings-on in the area of social entrepreneurship and social innovation at MaRS, the four-hour session was chock-full of insight and inspiration.

Take the Social Venture Registry, for example. An online database of Ontario social ventures, it has three main goals: the first is to allow the self-identification of social entrepreneurs and the ability to meet others; the second is to connect ventures to potential customers; and the third is to connect to potential investors. Still in its infancy, the registry’s potential is self-evident and we’ll be watching it closely.

There’s also another exciting initiative, in partnership with the Ontario Association of Food Banks, the TSX, and SiG at MaRS called Social Venture Exchange. The pilot is only expected to roll out in the fall so it is still outside our realm of scrutiny, but the mission is impressive - at least in writing. The hope is to provide a platform to assess and attract sustainable financing, connecting investors and ventures for social impact. It’s a mouthful but we’re strong believers in reaching high, so kudos to those making the effort.

Which brings me to another prospective project that got my heart beating a bit quicker - a school for social entrepreneurs in Ontario. Nothing is happening just yet, but what’s exciting is the action-oriented discourse the idea fueled in the form of a feasibility study conducted by MASS LBP, commissioned by SiG@MaRS, and funded by the Ontario Trillium Foundation.

The story in a nutshell: ten years ago a visionary named Michael Young founded the School for Social Entrepreneurs (SSE) in the UK. Today there are ten locations, including one in Australia and one in Ireland. Each location has eight to twenty students and roughly 600 graduates now make up a strong alumni network. The school runs for 35 weeks and costs approximately $20,000 CDN. Um...no, really. Students come from diverse backgrounds and age groups - some as young as 19, others as “less young” as 75. But what they have in common is a passion for social entrepreneurship, a viable idea, and readiness to undertake the program and pursue their business.

The school is hailed as a true success story - 85% of all social enterprises established while at SSE are still in existence (how many would be around without the school, no one knows), however the question is would a franchise in Ontario be equally successful. The answer? Maybe. Bottom line, it seems the general support and desire is there but some obstacles still need to be addressed. For one thing, the project wouldn’t be sustainable without the support of government. For another, $20,000 a head may be a bit steep; in the UK, private donors cover the cost but it's doubtful that model would work here. And just because something works in the UK doesn't compel its viability somewhere else.

Granted, there is still much to ponder, but the general appetite is there for a school in Ontario focused on preparing emerging social entrepreneurs. What's more, the desire is fueling action. And action is delightful.

By Elisa Birnbaum

What is social enterprise? Take 2

2010-03-24T11:14:00.000-07:00

A few months ago, I wrote a piece about the definition of social enterprise. Basically, I was concerned that people were getting too wrapped up in defining the term, and forgetting that they were all in it for the same reason - to achieve a social mission through their respective businesses. Whether that business was for-profit or nonprofit, had a double or triple bottom line, didn't seem as important as the fact that they were doing some good in the world. Perhaps I was just a bit too optimistic.

Since writing that piece, I have seen the situation deteriorate from quibbling over semantics to all-out misrepresentation. In case anyone is wondering, social enterprise is not "a term describing for-profit companies that pair with charities to create innovative ways of changing the world," as the Globe and Mail recently stated. That's corporate social responsibility (CSR), and yes, there is a difference. For-profit companies who partner with or support charitable initiatives are to be commended, but it's misleading and even irresponsible to describe them as social enterprises. If someone doesn't stand up and make the distinction, soon any company that gives money to charity is going to be calling itself a social enterprise. Oh wait, that's already happening...

At a recent conference, a colleague was lamenting the fact that some companies who donate as little as 1% of their profits to good causes are now calling themselves social enterprises. So where does that leave all those other organizations, the "real" social enterprises that are working day in and day out to advance their social mission? Will they simply become really social enterprises compared to their profit-donating counterparts? Or will they have to adopt a completely new term to differentiate themselves from companies who call their CSR or corporate philanthropy practices social enterprise?

Perhaps the answer lies in legislation and regulation. Governments around the world are taking notice of the social enterprise business model, which, from a purely fiscal perspective, lies somewhere between a charity and a for-profit business. If they decide to recognize it as a separate type of organization and regulate accordingly, then this whole business of what constitutes a social enterprise will be cleared up through paperwork and procedure.

Whether this would be a good thing for social enterprise is still up for debate, but one thing is certain: if there is no general consensus on what a social enterprise is (and is not) we run the risk of the term being diluted, or worse, misappropriated completely. The scariest example I've seen so far was in a recent blog post by the CEO of salesforce.com. Titled "The Facebook Imperative Cannot Be Stopped," the piece argued that the use of social networking tools "will be the catalyst of this new productivity revolution - delivered through these new social enterprise platforms." The very next day, I came across a different blog post on another site. This one entitled, "How Twitter makes us more productive - The Social Enterprise."

Seems we have our work cut out for us.

By Nicole Zummach

SEE Change Magazine Launches!

2010-02-26T15:52:00.000-08:00

It’s true what they say; new projects are daunting, anxiety-provoking and pull-your-hair-out-exhausting. But here’s another truism: they’re as thrilling as it comes. Each new initiative involves the setting of fresh expectations, self-prescribed milestones and goals. And let’s not forget those dreams. Launching an enterprise is any dreamcatcher’s inspirational fodder.

As founders of Canada’s first publication for and about social enterprise and entrepreneurship, we’re not unlike any other social entrepreneur in that we’re dreaming big. And we hope you are too. Our goal with SEE Change is to inform, educate and inspire. We hope it provides you with a much-needed forum for discourse and a platform from which this emergent movement can soar, achieving the potential we all know it holds. Social entrepreneurship, after all, can effect change in ways we’re only beginning to understand. It can help solve society’s inimitable challenges, while providing alternative ways of conducting business and living our lives.

Please help us ensure this publication meets your goals as well as our own. Write to us with your comments, lend your support, and join us in the pursuit of a dream, one, we believe, is well worth the effort.

Thank you,

Elisa Birnbaum and Nicole Zummach

Co-founders
http://seechangemagazine.ca
info@seechangemagazine.ca

Aboriginal Social Enterprise: Hopeful Alternatives

2010-01-11T16:43:00.000-08:00

Reprinted from CharityVillage.com
www.charityvillage.com/cv/archive/acov/acov10/acov1001.asp

January 11, 2010

Manon Barbeau has a simple dream: giving young people from First Nations communities an opportunity to express themselves using video and music, promoting a sense of healing, empowerment, and community engagement. A filmmaker, Barbeau has always been passionate about creating movies that give voice to those who need it most. A powerful means of communication, films are an outlet like no other. And, so, since 2004, thanks to Barbeau's social enterprise, Wapikoni Mobile, small teams of impassioned cohorts - made up of filmmakers and community organizers - have been traveling to remote indigenous communities pursuing that one goal.

Each crew, with a mobile film studio and sense of purpose in tow, spend a month teaching young people aged 15 to 30 skills in audiovisual technology and music production. At the end of the four weeks, the young participants create their own film or musical compilation, on topics of concern to them, and showcase it to their community. But that's not all. Barbeau also helps distribute the finished products to festivals and conferences worldwide. In fact, since the initiative began, an impressive 29 of the films have won prizes.

Establishing a rapport

Of course, in order to make the most of their month-long trip, the crew needs to approach each First Nations community effectively. "Sometimes things happened in a community that we're not aware of," explains field coordinator, Sandrine Berger. "So you have to know who to speak with." That requires contacting elders and the band council as well as people in the field to ensure the time is ripe for their arrival.

Though primarily focused in Quebec, Wapikoni Mobile has already expanded to Alberta and Manitoba as well as to indigenous groups in Brazil, Bolivia, Peru, and French Polynesia. Barbeau's reach is impressive and growing. Since its inception, 1,200 youth have taken part and, in this year alone, they've produced 64 films and 94 songs.

Time for change

As Barbeau's story attests, when it comes to Canada's Aboriginal people, social enterprises can be a strong force of change. And for many, it's a long time coming. Just ask former Prime Minister, the Rt. Honourable Paul Martin, who recently announced the launch of a $50 million fund to promote Aboriginal business and entrepreneurship. At a number of recent events, including one hosted by SVP Toronto and another co-sponsored by SiG and MaRS, Martin reminisced about his commitment to right the wrongs of the Aboriginal people - a passion that began at 18 and has grown stronger over the years.

It's common knowledge today that, due to restrictive laws and questionable government policies, Canada's Aboriginal people have been unequal participants in and benefactors of the economic growth of this country. They also face a slew of social, demographic, and health challenges. Martin's CAPE Fund is meant to help fight that inequality by infusing much-needed equity into Aboriginal enterprises. What's more, Martin hopes it will eventually lead to the creation an Aboriginal middle class, which he considers, "the only way they can rise above."

The unprecedented initiative is receiving a lot of positive response. "I think what Martin is doing is key, it's cutting edge," says Clint Davis of the Canadian Council for Aboriginal Business. While there may some loan and grant programs available to Aboriginal people, access to equity is seldom proposed and CAPE may actually prove beneficial all-around. The financing will help get businesses off and running, generate a return for fund partners and support entrepreneurship in the community. "Frankly I think it's only a matter of time before other equity partners see value and start to participate." Martin would probably agree. "CAPE is needed to break the mold; it has to be broken first and then others will follow," said Martin during the SVP Toronto event.

Strength through education

Social entrepreneurs are also cautiously optimistic about the fund, with many vying for a piece of the CAPE pie. Take Jo-Anne Gross. Her social enterprise, Remediation Plus, trains teachers - from Senior Kindergarten to grade three - to teach children with a language learning disability how to read, spell and write. Thanks to some partnerships, her efforts are heavily focus on First Nations communities. Considering the high dropout rate among young Aboriginal people, the initiative has proven to be life-changing for many, earning top marks from teachers and parents alike. "Kids are not completing high school at a rate comparable to the regular population and that's critical," says Davis. Gross echoes his concern but adds, "If you start early, you can achieve tremendous results."

Among the usual challenges faced by all entrepreneurs ("We are not a country that is very supportive of entrepreneurs," she says), one of the specific difficulties Gross has to contend with is lack of funding. First Nations schools receive approximately half of the funding of a typical school board due to the support they get from Indian and Northern Affairs Canada (INAC), she explains. It's simply not enough. "We don't have the money to do what needs to be done," says Gross.

Though the CAPE Fund is technically reserved for Aboriginal-run enterprises, in response to a question posed by Gross at the SiG@MaRS event, Martin made it clear that their synergistic missions may call for an exception. "He actually asked me for my business card and I thought, 'how nice is that,' that's a twist," says Gross with a grin. "I'm so grateful I asked a question."

Toward impact

Joseph MacLean may have a few questions of his own. Project leader at Vancouver Aboriginal Social Enterprise (VASE), MacLean is overseeing a growing number of entrepreneurial ventures. VASE began with a capacity-building project, Shine a Light on Literacy. Today, the fundraising tool is used primarily by schools and charities whereby flashlights are sold and funds go toward employment, training opportunities, and aboriginal-specific literary tools. "Only about 20% of Aboriginal kids graduate from high school," says MacLean, underlining the project's importance.

The learning curve has been steep, says MacLean but the project - VASE's mainstay - is still moving along. They also started a digital trade school in partnership with Vancouver Native Health and Vancouver Native Housing. Under the banner of its new home, the Inspiration Café, the Digital Technology & Education Society will teach web-based technologies to people in the downtown eastside. And then there's the Vancouver Healing Lodge, a culturally appropriate healing centre for First Nations people. Expected to open in 2011, the Lodge will cater to those coming from the north and remote regions in need of medical treatment.

On the main floor of the same building there will be an Aboriginal art gallery, an extension of a current project entitled, Looking Forward Looking Back: online videos that look at the downtown eastside through the eyes of Aboriginal artists who live there. "It's a precursor to our online presence for marketing urban Aboriginal artists," he explains. And let's not forget the training school for hospitality services as well as a sales agency for various other products. VASE certainly has their work cut out for them. And, with the right partners, funding and support, they're confident they'll fulfill their primary goal of becoming a publishing force and a partner in technology and content development.

In search of human capital

As for challenges, they come down to finances and human resources. "Many of the Aboriginal people with higher education are snapped up," says MacLean. Yet, despite obstacles, he's determined to carry on, confident that a social enterprise is the only answer. "Government funding in every area is shrinking, the competition for dollars is increasing and the current model - a handout model - doesn't really serve the interests of individual development and community self-reliance," he explains. "So you have to keep going, you can't quit."

by: Elisa Birnbaum

Announcing Canada’s first magazine dedicated to social enterprise

2009-12-15T17:03:00.001-08:00

We’re excited to announce the launch of SEE Change Magazine in early 2010. With a mission to inform, inspire and educate, SEE Change will be the first publication in the country devoted to social enterprise and entrepreneurship.

Each issue will contain a mix of important news and information about social enterprise and social innovation in Canada, opinions and commentary, expert advice, and engaging features that will get people thinking, talking, moving…and changing.

The magazine will inform our audience about innovative approaches to improving our communities and new ways of doing business. It will inspire people to make changes in their own organizations – whether big or small – and educate readers about what’s happening in this exciting, emergent field.

SEE Change will put current research and practice models in the hands of organizational leaders, and provide an engaging forum for further education and discussion, becoming “the place” for discourse on social enterprise, social innovation and social entrepreneurship in Canada, and beyond.

Sound exciting? Well YOU can be a part of it. Are you committed to social entrepreneurship and its potential to achieve sustainability and social change? Do you believe in the need to establish a common, collaborative voice in the field of social enterprise? Then join us. We’re searching for partners and forward-thinkers willing to work together to help this exciting magazine reach its fullest potential.

For more information, contact us at: seechangemagazine@gmail.com

And, of course, you can follow all the latest developments at seechangemagazine.blogspot.com.

Social Finance and nonprofits

2009-12-14T13:31:00.001-08:00

Check out my latest post for the Causeway/Ashoka Social Finance Blog Series at socialfinance.ca:

By Elisa Birnbaum

What is social enterprise?

2009-12-03T09:34:00.000-08:00

If you're reading this, you're probably hoping for a definition of social enterprise. A logical expectation, given the title of this posting. But alas, as I've discovered in the past few months, trying to find an agreed upon description of social enterprise is nearly impossible. And the waters get muddier with each passing Google search.

Apparently, I'm not the only one trying to figure it all out. At a recent forum on social enterprise, a very well-known Canadian was heard saying, "I know little about social enterprise, but I'm very involved in it." Okaaayyy...I'll give him points for enthusiasm, but I have to ask the question: Can you be involved in something you can't define? (I can sense fingers reaching for keyboards, but please, stay with me for a moment.)

As it turns out, when it comes to social enterprise, you most certainly can get involved even if you aren't quite clear on what to call your activities. In fact, the social enterprise movement might progress a lot faster if people weren't so hung up on trying to define it. But try they will:

Social enterprises are social mission driven organizations which apply market-based strategies to achieve a social purpose. The movement includes both nonprofits that use business models to pursue their mission and for-profits whose primary purposes are social. (Wikipedia)
Social enterprises are businesses driven by a social or environmental purpose. (Social Enterprise Coalition)
A social enterprise is an organization or venture that achieves its primary social or environmental mission using business methods. (Social Enterprise Alliance)
Social enterprises are revenue-generating businesses with a twist. Whether operated by a nonprofit organization or by a for-profit company, a social enterprise has two goals: to achieve social, cultural, community economic or environmental outcomes; and, to earn revenue. (BC Centre for Social Enterprise)

After reading this handful of selections from the web, you might start feeling a bit smug ("I don't know why she doesn't get it; it's all perfectly obvious!) But add terms like social entrepreneurship, social investor, and social finance into the mix and prepare to be confused!

While I do consider myself a bit of stickler when it comes to words, there is such a thing as getting lost in the details. With so much potential within the social enterprise movement, I hate to see well-intentioned people quibbling over semantics. In the end, they are all working toward the same basic goal - to make our communities and our society stronger.

Luckily, there are some brave souls willing to wade into the mire even if they don't quite have it all figured out. Examples are popping up all over the place: restaurants, cafes, printing shops, wineries, cleaning services, florists, you name it. People who have, for years, been running their business with a social purpose are now being told they are operating a social enterprise. Nice to know, but the point is that they were accomplishing their goals even when there wasn't an official term for what they were doing.

That's good news for the rest of us, including that well-known individual who recently proclaimed his lack of knowledge but high involvement in social enterprise: former Prime Minister, Paul Martin. (If you're curious about what else he has to say on the subject, read his speech, Unleashing the power of social enterprise.

By Nicole Zummach

Social purchasing: An alternative to mindless consumerism

2009-10-26T08:00:00.000-07:00

Last week, I attended the launch of a new social enterprise purchasing toolkit, created by Vancouver-based enp (enterprising non-profits). The goal of the toolkit is to help organizations - nonprofits, corporations, and the public sector - leverage their purchasing choices.

Okay, sounds good, but what does that actually mean? To demonstrate their point, enp hosted the event at the YWCA Hotel, a social enterprise in downtown Vancouver. The food was catered by Potluck Café, another social enterprise, and the wine - a tasty Pinot Noir - was produced by Nk'Mip Cellars, North America's first Aboriginal owned and operated winery, located in Osoyoos, BC.

But this wasn't just a feel-good exercise; it was an example of social enterprise purchasing in action. enp chose to use suppliers who also work toward a social mission, not just a profit margin. So why aren't more people doing this? Awareness is a big part of the equation, and something this new toolkit is hoping to address. It teaches people how to create buy-in for social purchasing, and provides a long (and growing) list of social enterprises ready to do business.

Right now, when the office manager at Corporation X needs copy paper, she'll probably go with her usual supplier, or barring that, the lowest price she can find. Once she reads this toolkit, she'll be able to explain to her manager why social enterprise purchasing is a viable alternative and how it can fit into their current CSR or purchasing strategy.

The good news is that this is already happening at some forward-thinking institutions. Like the University of British Columbia, where procurement professional Victoria Wakefield makes a point of finding social enterprises to do business with. As she points out, those in charge of multi-million dollar budgets need to be corporately responsible, and outsourcing globally when oil sits at $80 a barrel just doesn't make sense. In her words, "Outsourcing should be illegal if a comparable local option is available."

I tend to agree, especially when I see how many local businesses are actually social enterprises. I may not be managing multi-million dollar accounts, but I know that the next time I want to make a purchase, my first stop will be the social enterprise marketplace.

Also worth checking out:
The Social Purchasing Portal (SPP)

By Nicole Zummach

A mug of liquid sustainability

2009-10-21T19:23:00.000-07:00

So I was thinking about coffee the other day. Okay, in the aim of full disclosure for my inaugural post, here’s the thing: I think about coffee every day. The way I see it, of all the vices to adopt as my own, a freshly brewed cup of Joe has got to be the best option. And much to the chagrin of green-tea-converts (many of them former friends), I embrace my vice fully and passionately. Which turns out to be a good thing because, while searching for a cup, I stumbled upon a new coffee shop. It was a most serendipitous stumble because it got me thinking about something else - social entrepreneurship.

The Green Beanery is one of the recent caffeinated additions to the oversaturated coffee haven at the intersection of Bloor and Bathurst in downtown Toronto. Situated directly across from the city’s most notorious eyesore, the bargain supercentre known as Honest Ed’s, Green Beanery, a nonprofit, sits in what was once a TD Bank, which helps explain its size. Sitting at 2650 square feet, the space is put to good use. Aside from selling coffee and beans— offering 90 varieties of roasted coffees, more than any other roastery or coffee shop in the world, and a bigger selection of green coffee beans than any other retailer in the world - the Beanery also runs the largest coffee equipment retail store.

A coffee-lover’s dream aside (for a moment, anyway), here’s the clincher: it’s a social enterprise. Though nowhere on the site do they make such proclamations, I will do it for them. It’s a pretty easy deduction. Green Beanery’s net revenues go to support Probe International (a division of Energy Probe Research Foundation), dedicated to helping citizen groups around the world protect their lands and their livelihoods. In particular, GB earnings help Probe International advocate for policies benefiting small coffee farmers. And by buying select niche beans and making them available to the public - an otherwise improbable feat - the organization allows farmers to maintain a diverse agriculture, promoting sustainability. As for the equipment, the hope is that by buying quality roasting machines, the demand for quality beans will rise as people learn to roast them in the comfort of their homes.

It’s an impressive enterprise and a stark reminder of the incredible efforts needed to help coffee farmers stay afloat. It reminds me of another social entrepreneurial quest, one initiated by Ron Layton, an Ashoka Fellow who I had the pleasure of speaking with last year. Founder of Light Years IP, his enterprise is revolutionizing the way poor producers in developing countries compete in the markets, helping them attain a more leveled playing field and develop sustainable businesses. The key? Intellectual property (IP). Using formidable IP tools, producers are banding together and leveraging their intangible assets in new and innovative ways. The resulting redistribution of wealth and power is creating immense change, with other positive consequences sure to follow.

Most recently Layton used the IP model to successfully help Ethiopian coffee producers of three particular fine coffees (the country is known to produce some of the finest beans in the world) take control of distribution in foreign markets, garnering higher and more secure export income in the process. Starbucks, one of the most popular retailers who purchases Ethiopia's premium coffee, was initially reticent to contract with the newly formed coffee stakeholder group, now charging a premium price for their offerings. In time, however, the coffee giant realized it had little choice and came on board - albeit begrudgingly. Considering the cost differential, I wouldn’t be surprised if Starbucks increases the price of their Ethiopian beans; perhaps they already have. Regardless, the farmers hope to match their recent success with other fine coffee bean producers as well.

Two social enterprises committed to effecting change. Promoting sustainability and empowerment, coffee farmers in the developing world now have a better chance of survival. And I, in turn, get to enjoy a most delectable cup of coffee. Win-win.

By Elisa Birnbaum