BMW Foundation

BWM Foundation Herbert Quandt

The BMW Foundation aims to facilitate global dialogue and to drive social innovation. To this end, we bring together people from across cultures, countries and communities around selected key areas: Responsible Leadership and Transsectoral Colaboration.

One of the Key Areas for The BMW Foundation is: Social Enterpreneurship

The BWM Foundation Goal in that key area is:

to increase the acceptance of social entrepreneurs and support them by connecting them with businesses, private investors, governments, and administrations.

Social Challange:

The concept of social entrepreneurship has received a lot of attention in recent years. It has inspired people worldwide to take a new and unconventional look at social and ecological problems and to become social entrepreneurs themselves. But unlike business founders and entrepreneurs who can draw on a good support structure, social entrepreneurs generally lack such services and offers.

Opportunities

Social enterprise broadens society’s repertoire and provides new ideas and approaches to solving social problems. Having an environment supportive of social enterprises can have the effect that social entrepreneurial approaches and solutions are also taken up by established actors and that social and welfare-state problems can be solved in a better, faster, and more cost-efficient way.

The BMW Foundation Approaches and Instruments

We cooperate with and support organizations that seek to improve the environment for social enterprises by providing financial support and consultancy to social entrepreneurs, by studying the topic academically or scientifically or by carrying the concerns of social entrepreneurs into the political and social sectors. We also support individual actors that take a creative and entrepreneurial approach to working towards a better society, providing them with concrete and tailored support and advice. Moreover, we seek to activate the know-how and knowledge of the BMW Foundation Responsible Leaders for their benefit.

More information:

http://www.bmw-stiftung.de/en/

ANANDA – Social Venture Fund

ANANDA – Social Venture Fund

Ananda Ventures is one of the leading venture capital investors for social enterprises in Europe. Ananda invest in social change ‘on it’s own doorstep’- in high growth companies based in Europe and targeting social issues in the region.

Ananda Ventures works with the founders of social enterprises in the spirit of equality. It have created a unique network of investors, business people, social entrepreneurs and experts to achieve our common goals.

Ananda Ventures currently manages approx. 30 million euros in two funds (Social Venture Funds I + II). Our investors are (entrepreneurial) families, funds, banks, and institutions (e.g. EIF).

What investment criteria they have?

Smart capital:

Social entrepreneurs and their mission require a precisely structured and reliable flow of funding. Ananda support them in questions of business infrastructure, which we tackle through personal meetings. Its define common goals and discuss appropriate ways of repaying the capital.

Strong network:

Ananda knowa how important it is to go beyond financial support. Ambitious early stage entrepreneurs need high-profile connections as well as management, legal and PR consulting. The opportunity to exchange ideas with experienced social entrepreneurs and business people is invaluable as businesses grow. Ananda Ventures benefits from a network of investors, experts, management specialists, social enterprises and organizations operating in relevant fields. These ‘ambassadors’ serve as our flexible backbone.  Its unique infrastructure provides a strong added value to our portfolio companies.

Clear focus:

From Ananda own experience, they understand the challenges which social entrepreneurs face. They are thus well-placed to effectively support them as they grow. Ananda always keep the vision in clear focus: social impact – a sustainable and effective solution to a social problem.

Personality counts:

At Ananda Ventures, social entrepreneurs and their motivations play a central role. They are inspiring individuals who build capable teams and create successful social enterprises. Their projects are ‘role models’ in their fields and in their countries- and they have the potential to expand internationally. They develop business models that are scalable, with the scope for strong, dynamic growth.

Impact First:

Successful social enterprises exist in many areas. Their primary goal is to effectively identify and solve the problems faced by a disadvantaged group. In Ananda portfolio, the main themes are education, social integration, ageing population, long-term unemployment and health. However, Ananda is open to discussing other areas where substantial impact can be triggered.

Later stages:

Ananda support high-growth social enterprises, whose products have already passed the proof of concept. Positive feedback from the target market and an existing client base should already be in place. Another type of investee that Ananda like to support are companies that have successfully built their market presence and require more capital to fuel additional growth.

European ground:

Ananda Ventures is the first pan-European social venture fund and a pioneer in its field. Its focus on enterprises that operate primarily within Europe and that are headquartered here. Similarly, their impact should be made first and foremost within Europe. With Ananda home base in Munich and an office in London, they are positioned at the center of the European impact investing and venture capital markets.

Medium to large amounts:

The investments range is from €500,000 to €1.5 million. For later stage financing, they draw on their network of co-investors to syndicate rounds of €5 million and more. Ananda normally act as lead or major co-investor in later stages, but is open to participation with minority stakes in cases that promise compelling impact. Ananda holding periods typically vary between 5 to 8 years.

Fitting structures:

The spread of financing structures ranges from mezzanine to equity capital. The structures are fitted according to the business model, stage and exit scenario, as well as the exit preferences of the founder.

Strong social impact:

The key to success lies in the impact of the target company. It can be clearly measured and is well-defined by key performance indicators that position the company at the peak of its sector.

Effective team:

There is no success without extraordinary individuals. The social enterprise has a motivated and capable team that knows how to maximize impact while creating a sustainable and economically viable business.

Financial position:

The financial position of the social enterprise is sound and able to service the invested capital. In case of a pure equity injection we need to see a realistic exit window.

Best-Practice:

The business model has to be amongst the most efficient and effective solution in its peer group.

What is not a fit for Ananda Ventures:

Sometimes not everyone is the right fit. Ananda deliberately exclude projects without positive social or ecological impact or the intention to achieve a financial return. In particular, projects or enterprises that are directly or indirectly related to sectors such as nuclear energy, defense, addictive substances, or that risk using child labor are excluded. In addition, organisations with political overtones or links to fundamentalist religion do not belong to our target group. The Social Venture Fund does not participate in turnarounds, bail-outs or situations where government subsidies secure workplaces. As a principle, risks and opportunities should be equally shared among the stakeholders.

Application and Investment Process

Ananda investment managers continuously evaluate new ideas in the field of social entrepreneurship. In order to obtain a brief overview,  they ask that you send them directly theExecutive Summary of your business. If the described venture is of interest to Ananda, they will contact you for a more comprehensive business plan. If the venture continues to be of interest to Ananda Ventures and meet their preliminary criteria, Venture Found team will arrange an interview with you either personally or via the telephone. The Due Diligence process will then begin.

Depending on the complexity of the business model, it can take between 4 and 16 weeks to go from the initial application to receiving support from the Social Venture Fund.

More information:

http://www.socialventurefund.com/en

information source: http://www.socialventurefund.com/en

Successful bussiness models in Poland – case 3 “Jurassic Park in Bałtów”

Stowarzyszenia na Rzecz Rozwoju Gminy Bałtów „Bałt”
(The Association for the development of the municipality Bałtów “Bałt”)

Social goal

  1. The development of tourism and economic in the municipality of Bałtów.
  2. Increasing the number of jobs, the development of local entrepreneurship and turistic and gastronomy infrastructure.
  3. Integration and activation of Bałtów citizens.

History of the social enterprises creation

The municipality of Bałtów has around 4 thousand inhabitants and is located in Southeast part of Poland. Due to political and economical transformation in 90’s in this small town level of unemployment reached almost 40%. The local authorities did not manage well the municipality: there was no water supply, sewage system or mobile phone. There was no local zoning plan. Unregulated ownership issues discourage potential investors. The authorities were not interested in reaching for pre-accession funds that could help to improve the infrastructure. The result of inefficiency of local government were poverty, apathy residents, breakdown of social ties.

Everything changed unprecedented social “spurt” of the inhabitants of Bałtów, who in 2001 decided that Bałtów need a change. In the meeting organized by the initiative group came 120 people, local entrepreneurs, teachers, farmers and artisans who in the beggining of 2001 established The Association for the development of the municipality Bałtów “Bałt”.

They started to look for a way to use the landscape values, which could attract tourists and revive the community. Some of the ideas seemed absurd – for example organizing rafting on the river Kamienna (which was then a collective garbage dump) or creation of the first in Poland Jurassic Park. However exactly those ideas, determination, perseverance and the will of changes made the miracle: unemployment in the municipality is minimal, and Balyów is visited by hundreds of thousands of tourists every year.

The establishment of The Association “Bałt” was just a beggining, in next five years few more social enterprises was establish to enrich turistic offers of Bałtów and create The Bałtów Turistic Complex containing: Jurassic Park, Rafting on The River Kamienna, Ski Slope, Hourse Riding Center, Mini Zoo and Allozaur (service and maintenance of tourist infrastructure).

Offered products and services

Jurassic Park – Scientists found in Bałtów dinosaur footprints and members of The Association “Bałt” decided to use it as a tourist attraction. At the end of 2003 they formed the “Delta” Association, which in 2004 acceded to build a Jurassic park on the former site of a sawmill. Currently, the park leads trail showing another era in the history of the earth, enriched with colored plates with descriptions of animals and plants. The main attraction is the more than 70 life-size dinosaur models. Above the winding stream hover mock dragonflies and birds before 300 million years. Before entering the park there is a large square, which is set souvenir stalls.

Rafting on The River Kamienna – since 2003 turists can try 4 kilometers long rafting on a raft with experience rafter.

Ski Slope – it was open in 2007 on private land, leased by the “Delta” Association. The creation of a ski slope lengthened the turistic season and ensured the continuity of employment for more than 120 people working in Jurassic Park and Rafting (eg. Winter rafters floating down the river Stone deal with the operation and maintenance of the slope).

Horse-riding Center: Land of Horses – The resort has been operating since 2005 as an additional attraction for tourists.

Mini Zoo in Bałtów – the wildlife refuge, available since 2007. During ekosafari customers can see alpacas, llamas, ostriches, fallow deer and exotic birds. All the animals come from Polish farms.

„Allozaur” – in 2006 new social enterprise (non-profit limited liability company) was established to provide services and maintenance of tourist infrastructure in the whole Bałtów Turistic Complex but also additionally to work for municipality and whole community: care of the municipal greenery, cleans hiking trails, parks and river banks. The enterprise also organizes entertainment events and produces souvenirs.

Read more: http://www.baltow.info/

information source: www.baltow.info, http://www.ekonomiaspoleczna.pl/x/671704

 

 

Successful business models in Poland – case 2

Bielskie Stowarzyszenie Artystyczne “Teatr Grodzki”
(The Bielsko Artistic Association Grodzki Theatre)

Social goal

Social and vocational activation of people with disabilities.

History of the social enterprise creation

The association was founded in 1999 in the town of Bielsko-Biala (southern part of Poland) and gathered artists, pedagogues and culture promoters engaged in artistic work with children, teenagers, adults and the elderly from the socially excluded groups. The latter include physically and mentally disabled persons, people with learning disabilities, children and youths from families at risk, young offenders, victims of alcohol and drug addictions, senior citizens, and all those alienated from the mainstream of social and cultural life.

In 2004 Association created The Occupational Therapy Workshops (arts and life-skills day centre) for 30 people with disabilities and first Vocational Therapy Unit were participants of The occupational therapy workshops go one step forward and start regular job. With a time Association in a close cooperation with local municipalities open second Vocational Therapy Unit – The Resort, Conferance and Rehabilitation Centre in small town Lalili.

Offered products and services:

Printing House and Bookbindery in Bielsko-Biała (http://www.poligrafia.bielsko.pl/) – was created in 2004 as Vocational Therapy Unit (shelered enterprize) , it has 3 different laboratories:
• Computer graphics laboratory – preparation for printing (editting, developing graphic design, direct order fulfillment), digital printing (printing of business cards, letterhead, calendars, recipes, postcards, brochures, etc.).
• Printing laboratory – offset printing (printing of newspapers, posters, books, etc.).
• Binding laboratory – manufacture of ecological bags and briefcases, hardcover and paperback books, records, reports, master’s theses. Handmade  greeting cards, postcards, decorated bags and boxes etc. 
The printing house employs 40 people with disabilities.

The Resort, Conference and Rehabilitation Centre in Laliki, village in Beskidy Mountains (http://www.laliki.com.pl/) – was created in 2008 again as Vocational Therapy Unit (sheltered enterprize). The hotel can host 60 guests in a one time and is the most modern in the Silesian province center of sports rehabilitation and rehabilitation of the locomotor system. The resort offers guests 21 elegant rooms and a dining room, conference room, lounge rehabilitation, gym, sauna and offeres a rental of Nordic walking sticks.
The hotel employs  30 people, 22 of them are disabled persons with movement disabilities and / or mental illness.

Read more: http://www.teatrgrodzki.pl/en/

information source: www.teatrgrodzki.pl and http://www.ekonomiaspoleczna.pl/x/671707

 

Successful business models in Finland – case 3: The Helsinki Metropolitan Area Reuse Centre

The Helsinki Metropolitan Area Reuse Centre is a non-profit organization working for the benefit of the community. Their mission is to improve the state of the environment by reducing the amount of waste and by increasing environmental awareness. The Centre has five stores in the metropolitan area: in Vantaa, Espoo and Helsinki. In their stores one can find recycled products at reasonable prices, as well as information about sustainable models of consumption. The Reuse Centre accepts donations of usable items which they then sell in their stores or donate to others.

A key part of their concept is to benefit the community by increasing environmental awareness among people, companies and organizations in the Helsinki metropolitan area. To reach this goal, the Reuse Centre provides environmental education and consulting services.

Part of the income from selling reused items is used for environmental education. The Reuse Centre provides education and consulting to 30,000 children, youngsters, adults and educators each year. They also organize environmental awareness events and provide educational materials.

The Reuse Centre offers work in different situations in life: for disabled people, the long-term unemployed, students of Finnish language, on-the-job trainees and people performing community service.

Read more at: http://www.kierratyskeskus.fi/in_english

Successful business models in Finland – case 2: kaksi.nolla

“kaksi.nolla Oy” offers housing services for the city of Tampere in Kontukoti (they have in total 26 places) and also they have started to offer home care for other customers. Kaksi.nolla is a social enterprise that has established their first elderly house ”Kontukoti” in the heart of city of Tampere. Kaksi.nolla is a limited liability company. The company’s goal is ”to be a home where the people flourish”. Basically it is an home like home for elderly people (elderly home). They are very much dedicated in improving their residents’ quality of life and they want to help in creating meaningful everyday life for their residents.

Kaksi.nolla was initiated in a project run by the city of Tampere, in which the city was searching for new ways to produce elderly care services and also ways to improve these services. After the project (which was run by the city) the actual social enterprise was founded by two individuals that used to work for the city but are now inpedendent entrepreneurs. Kaksi.nolla is therefore a good example of how a municipality can be of assistance in accelerating new social enterprises.

Kaksi.nolla’s aim is to be more customer centred in their approach than their competitors in the field. They are also aiming to offer better quality in their service and more freedom to their workers,. They are focusing in new kind of leadership where leadership and decision making is democratic and decentralised (for instance kaksi.nolla’s workers are represented in the board). They are committed to their personnel and want to have better working conditions for their workers. They believe that this should lead into happier and motivated employees and customers.  Kontukoti has been up and running from beginning of the year 2014  and its services have already been proven to be very good (in relation to other service producers) in customer surveys conducted by the commissioner city of Tampere.

Read more information of the organization (in Finnish): http://www.kontukoti.fi

 

Successful business models in Denmark – case 3

Specialisterne (The Specialist People Foundation)
Specialisterne Denmark is a social enterprise that actively works to hire employees with autism, and to assess, train and secure employment in the corporate sector for people with autism. Since its start in 2004, Specialisterne Denmark has supported more than 230 individuals with autism by creating job profiles and providing assessment.
 
Specialisterne Denmark is owned by The Specialist People Foundation, who works to enable one million jobs for people with autism through social entrepreneurship, corporate sector engagement and a global change in mindset.
The enterprise work with stakeholders around the world to realize the vision of a world where people are given equal opportunities in the labor market.
 
At the core of Specialisterne is a five-month assessment program where candidates with autism go through different exercises, tasks and work situations. This assessment program helps our staff to see past the diagnosis to the candidate’s real personality, skill-set and potential.
 
Specialisterne offer a Youth Education Program exclusively for youths with autism and similar challenges, the goal of which is to help develop each student’s personal, social and professional skills, preparing them for future placement in the labor market.
The program is supported by the LEGO Foundation and by the Danish Ministry of Children and Education.
 
Specialisterne Denmark also operates a three-year education program for young adults with autism and similar challenges such as ADD, ADHD, OCD and Tourette’s Syndrome. The purpose of the school is to create a holistic approach to education which, besides teaching traditional subjects, also focus on social and cultural understanding, health and well-being, social behavior and skills. The school works closely with Specialisterne Denmark’s business partners and supports students with internships and work-experience.
 
Specialisterne can currently be found in the following locations around the world:
 
Denmark, USA, Ireland, Northern Ireland, Switzerland, Spain, Brazil, The United Kingdom, Germany, Canada, Norway, Iceland, Austria, Australia
In 2013 Specialisterne published a Cost Benefit analysis proving the social-economic value of Specialisterne’s employment of people with autism to the Danish economy and in Danish society.
The Specialisterne Impact Analysis Report showed that in the five-year period from 2008-2012 people with autism employed by or through Specialisterne generated a net value of DKK 13.5 million for the Danish state. This means that from 2008 to 2012 Specialisterne created a total (as opposed to net) social-economic value of DKK 49.4 million through the hiring, or securing of jobs, for people with autism.
The number of people employed varied year for year between 29 and 35, with 35 employed in 2012.
This DKK 49.4 million was created through savings made to the Danish welfare system and through income garnered from taxes and pension contributions. After deduction of the public investments made to support individuals with autism in their jobs, the net value to the Danish state in the same period was DKK 13.5 million. Another way of putting it is: That 1 DKK invested in a Specialisterne employee with autism generates 2,20 DKK in taxes and contributions to the Danish state, more so than if the same resources were invested in people without jobs, through for example unemployment benefits and other welfare payments. The report also measures the social impact of having a person with autism employed compared to a situation where the same person is unemployed and on welfare.According to the report, 100% of the Specialisterne consultants surveyed stated that their transference from being on welfare to being employed by Specialisterne has had a positive impact on their lives – mostly in terms of the social and economic independence and on their overall wellbeing.

 
See the report here
More information about Specialisterne at: dk.specialisterne.com/en
 

Successful business models in Denmark – case 2

 Skovsgård Hotel

 

Skovsgård Hotel is a cooperative social enterprise in the city of Skovsgård in the northern part of Jutland in Denmark.
 
Skovsgård Hotel has existed under the current conditions since 1992. It is owned on a cooperative basis by the citizens of Skovsgård and others, who think the idea is worth supporting. Around 1990 the former privately owened hotel went bankrupt several times, but a group of local committed citizens in Skovsgård got the idea to reorganize the hotel as a cooperative and social enterprise with the aim to ensure a hotel in Skovsgård, to creating jobs on special terms for people outside the labor market and to provide a framework for cultural projects and community center activities in Skovsgård.
The workplace is open for new employees who want a meaningful employment and to be part of the social working community.
 
Skovsgård Hotel is run by a staff of approximately 20 employees.
Besides the restaurant, where there is room for 50 diners, the hotel has 5 rooms for overnight guests, a smaler living room, a training room, a big party hall and a garden that is also used for events during the summer period.
Skovsgård Hotel also offers a PC repair shop, which opened in 2010, as a workshop for repair and sale of used computer equipment, pc`er, soft -and hardware.
Since 2010, Skovsgaard Hotel have been runing a special education scheeme for vunerable along with two other social enterprises located in the same area. The hotel is used regularly as a training place for vunerable people. Theese scheemes are supported by an fun in cooperation with the municipality. .
 
Skovsgård Hotel currently has 280 shareholders and a share capital of approximately 300,000 DKR. (40.000 €)
38% of the total revenue (3,7 million DKR – 500.000€ in 2012) come from sales on operations and the reminder part comes from the sale of services (jobtraining for vunerable people) to the municipality.
Skovsgård Hotels particular business model raises special challenges. It is difficult to run a hotel and restaurant and make ends meet, when you also employ vunerable people on special terms. In addition it is difficult to create profits to develop the company, as the strong attachment to the municipality sets limits on how much profit the hotel can generate. Therefore it is nessesary for the hotel to raise funding from eg. private foundations to be able implement major maintenance projects.
More information on Skovsgård Hotel at: www.skovsgaardhotel.dk
 
 
|

Ieteikumi pašvaldībām sociālās uzņēmējdarbības veicināšanai “Sociālās uzņēmējdarbības attīstība Baltijas jūras reģionā”

Pašvaldībām ir nozīmīga loma sociālās uzņēmējdarbības veicināšanā ikvienā valstī. Tomēr ne vienmēr ir pietiekamas zināšanās un uzņemšanās no pašvaldības puses būt aktīviem sociālās uzņēmējdarbības veicinātājiem. Bieži vien par iemeslu ir nepietiekams juridiskais ietvars, vai nepietiekama informācija, piemēri, kas varētu labvēlīgāk ietekmēt sociālās uzņēmējdarbības attīstību. Tā kā  vispārējs projekta mērķis ir sociālās uzņēmējdarbības veicināšana Baltijas  jūras reģionā,  tad svarīgi ir iesaistīt arī pašvaldības, tās informēt par vēlamajām atbalsta darbībām. Veicinot lielāku ieinteresētību un atbalstu no pašvaldību puses, viens no projekta rezultātiem ir ieteikuma vadlīniju izstrāde pašvaldībām.  Tajās tiek analizēta situācija katras valsts sociālās uzņēmējdarbības jomā, kā arī balstoties uz analīzi, aptaujām un fokusa grupu darbu, piedāvāti risinājumi kā efektīvāk atbalstīt sociālās uzņēmējdarbības sektoru visā reģionā.

Ieteikumi latviešu valodā  ir lejupielādējami šeit (saīsinātā versija).

Projekta mērķi:

  • Veicināt SE sektora attīstību Baltijas jūras reģionā, uzlabojot zināšanas pieaugušo izglītībā;
  • Izglītot sabiedriskās organizācijas, pašvaldības, nevalstisko organizāciju pārstāvjus un citus interesentus par attiecīgajiem instrumentiem SU atbalstam valsts un reģionālajā līmenī;
  • Pētniecība SU jomā  ļaus dalīties ar priekšlikumiem, atbalsta metodēm un instrumentiem;
  • Veicināt atvērtā izglītības rīka izstrādi, kas atvieglos valstu un pārrobežu SU sadarbību;
  • Izveidots stabils SU atbalsta organizācijas tīkls.

Erasmus+ LogoProjekts tiek finansēts Erasmus+ programmas,  KA2 – Pieaugušo izglītības stratēģiskās partnerības rīcības, ietvaros. Par projekta saturu atbild tā realizētājs un tas neatspoguļo Eiropas Komisijas vai Valsts izglītības un attīstības aģentūras viedokli.

|

Projekta “Sociālās uzņēmējdarbības attīstība Baltijas jūras reģionā” pētījums

Apskats par situāciju Latvijā (latviešu valodā) ir lejupielādējams šeit:Sociālā uzņēmējdarbība, izglītība un ietekme.

Projekta “Sociālās uzņēmējdarbības attīstība Baltijas jūras reģionā” viens no uzdevumiem ir izpētīt sociālās uzņēmejdarbības izglītības pieejamību, kā arī  novērtēt cita veida atbalstu Baltijas jūras reģionā. Pētījumā tiek apskatītas sekojošas valstis: Somija, Igaunija, Dānija, Latvija, Lietuva, Polija un Zviedrija.

Pētījumā ietilpst vairākās apakškategorijas, koncentrējoties uz trim galvenajiem jautājumiem: kopējais sociālās uzņēmējdarbības atbalsts, izglītības atbalsts sociālās uzņēmējdarbības jomā un sociālās uzņēmējdarbības ietekme.

Pētījumā ir ietverta specifiska informācija par sociālo uzņēmumu ekosistēmu ieinteresētajām pusēm katrā no valstīm. Agrāk sagatavotajos pārskatos par Eiropas Savienības dalībvalstu galveno ieinteresēto pušu lomu un attiecībām šī informācija ir vispārīga.

Neskatoties uz to, ka sagatavotā informācija ir subjektīva, pārskatā ietvertais īsais profils ir ļoti nozīmīgs palīgs tiem, kuri saskaras ar grūtībām, meklējot atbildīgo institūciju sadarbības priekšlikumu izskatīšanai sociālās uzņēmējdarbības jomā iepriekš minētajās septiņās valstīs.

 

Erasmus+ Logo

Projekts tiek finansēts Erasmus+ programmas,  KA2 – Pieaugušo izglītības stratēģiskās partnerības rīcības, ietvaros. Par projekta saturu atbild tā realizētājs un tas neatspoguļo Eiropas Komisijas vai Valsts izglītības un attīstības aģentūras viedokli.