| | |

Read the article – The European Green Deal and the social market economy

We highly recommend reading the article by Martin Dahl – “The European Green Deal and the social market economy” published here: http://czasopisma.isppan.waw.pl/index.php/sm/article/view/1796

Abstract:

The European Green Deal is an attempt to transform the European Union’s economy in order to achieve climate neutrality by 2050. This is to counteract undesirable climate change and environmental degradation. In this context, an interesting question is whether the implementation of the European Green Deal is in line with the European Union’s model of the Social Market Economy. In order to be able to answer this research question, this study is divided into five parts. The first is an introduction to the analysed issues. The second part presents the basic assumptions of the European Green Deal. The third presents the most important assumptions of the Social Market Economy in the context of climate policy. The fourth part analyses the coherence of the European Green Deal with the model of the Social Market Economy. The study ends with a summary containing the conclusions of the conducted research.

 

Dahl, M. (2021). The European Green Deal and the social market economy. Sprawy Międzynarodowe, 74(3), 131-146. https://doi.org/10.35757/SM.2021.74.3.10

received_2563814793867341

erasmus_plus_logo-300x86

This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

Funding opportunities for social economy – update 2022

Social economy and inclusive entrepreneurship are topics with transversal relevance for a variety of policy fields and economic sectors. Funding opportunities can therefore be found in most EU funding programmes.

Some of these programmes include dedicated measures. Others can be tapped into by social economy and inclusive entrepreneurship actors, even if they do not target them explicitly. This official EU webpage https://ec.europa.eu/social/main.jsp?catId=1561&langId=en  provides an overview of the most relevant EU funding programmes.

Employment and Social Innovation Programme and its 2021-2027 successor

Microfinance and social enterprise finance are key enablers for the development of social and inclusive entrepreneurship. This is why the EU is providing support to microfinance and social enterprise finance providers in the form of both repayable and non-repayable finance to enhance their potential in creating jobs and building a more social and inclusive Europe.

Microfinance

Lack of access to finance is one of the main obstacles micro-enterprises are facing. A significant unmet demand for microfinance exists for vulnerable groups, which face difficulties in accessing conventional credit markets, for start-ups, as well as existing micro-enterprises.

Microcredit providers play an important role in channelling EU support to entrepreneurs. However, this young and growing sector is quite heterogeneous due to the disparity of legal and institutional frameworks in Member States and the diversity of the microcredit providers.

The Commission has launched the following support and actions targeting microcredit providers under the Employment and Social Innovation (EaSI) programme:

  • a European Code of Good Conduct for Microcredit Provision  defining a unified set of standards for the microfinance sector in Europe. To be able to benefit from an EaSI Microfinance Guarantee, non-bank microcredit providers have to sign up to the Code and banks have to endorse it;
  • a guarantee for microcredit providers to increase lending to micro-entrepreneurs;
  • a Technical Assistance programme, which provides an institutional assessment or a financial rating to microcredit providers, and supports the evaluation of their compliance with the European Code of Good Conduct for Microcredit Provision. It also provides capacity building and operates a dedicated helpdesk for microfinance providers;
  • an EaSI MicPro database which acts as a source of information about microcredit providers in each country.

Social enterprise finance

As highlighted in the Social economy action plan, lack of access to finance is one of the obstacles for social entrepreneurship to thrive.

The EU is enabling access to investments of up to EUR 500,000 through the Programme for Employment and Social Innovation (EaSI). Available support includes a guarantee, capacity building investments, a funded instrument and advisory support for social enterprise finance providers.

In addition, equity investments in social enterprises have been piloted under the European Fund for Strategic Investments (EFSI) Equity instrument, namely via funds linked to incubators/accelerators and co-investments with social business angels.

To complement financial instruments providing repayable finance, the Commission provides grant support with a view to addressing specific market gaps:

  • Grants aimed at covering part of the transaction costs of intermediaries. The grant serves as an incentive to intermediaries for making investments of below EUR 500,000 in social enterprises. Eight projects were selected in 2017 and an additional eight projects in 2019.
  • Grants for boosting the development of social finance markets in Europe: 21 pilot projects were selected in 2013, a further 20 projects were selected in 2016, and 14 projects in 2019. The projects served as basis for developing a practical guide entitled A recipe book for social finance.

The Commission also provides operating grants for EU-level networks active in the areas of microfinance and social enterprise finance. Moreover, Member States have the opportunity to support both microfinance and social enterprises through the European Social Fund.

In the period 2021-2027, the support to microfinance and social enterprises will be continued and reinforced under the InvestEU programme. More information will be available soon on the InvestEU portal. In addition, the Employment and Social Innovation (EaSI) strand under the European Social Fund Plus will complement the InvestEU instruments with EU level support for the development of social enterprises, the emergence of a social investment market, and the development of the market ecosystem around the provision of microfinance.

Other relevant EU funding programmes during 2021-2027

The European Social Fund Plus (ESF+) is an important funding source for promoting the social economy and social innovation at national, regional and local levels. Social economy organisations are well placed to achieve most of the ESF+ specific objectives, notably in relation to enhancing the inclusiveness of labour markets and access to quality employment.

At the EU level, the Commission will support transnational cooperation specifically with a view to accelerating the scaling up of social innovation.

In addition to dedicated funding provided via the InvestEU and ESF+, several other EU funding programmes are providing opportunities for the social economy, social innovation and inclusive entrepreneurship:

The European Commission makes use of the Funding & tender opportunities portal to ensure applicants have a common entry point to EU grants.

Information on how to access this funding has been gathered in an European Funding Toolkit by the Euclid Network and in a Funding Toolkit for Early-Stage Social Innovators developed in the context of the European Social Innovation Competition.

received_2563814793867341

erasmus_plus_logo-300x86

This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

| |

Podcast on Impact Measurement, Citizen Participation and Governance

Welcome to Episode three of Social EcPodcast Miniseries – Finance 4 Good!

In this episode we build upon the previous two episodes, in which we introduced the opportunities that citizens have to save their money in ethical finance institutions, where they can be sure that their money will be used in truly green and social investments that really make this world a more sustainable place. We are joined by Rico Travella, from Alternative Bank Schweiz; Piet Callens, from Hefboom; and we return to Peru Sasia, the President of FEBEA, which is the European Federation of Ethical and Alternative Banks and Financiers. The topic of today´s podcast is: how can citizens participate in the process of ethical banking and financing? How can citizens who save their money in ethical finance institutions have a say in the decisions that are made? This comes down to the governance of ethical banks and financiers, where transparency is key, where (unlike traditional banks), motivation is not based on making a profit since salaries are limited and citizens who invest, get to participate in many stages of decision making. We also look into the challenges of impact measurement.

 

LISTEN HERE:

 

https://soundcloud.com/user-704418876/citizen-participation-and-governance-of-ethical-finance-institutions?utm_source=clipboard&utm_campaign=wtshare&utm_medium=widget&utm_content=https%253A%252F%252Fsoundcloud.com%252Fuser-704418876%252Fcitizen-participation-and-governance-of-ethical-finance-institutions

received_2563814793867341

erasmus_plus_logo-300x86

This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

 

| | |

DALBA – Beer that means more

Meet DALBA, social enterprise which is a part of NESs’t Fund network which is investing in entrepreneurial solutions that lift people out of poverty.

In spite of Poland’s strong economic growth, many find it difficult to secure stable employment and reliable wages. More than 18% of young people under the age of 30 are unemployed, with women, people living in rural areas, and people with disabilities especially affected. NESs’t investments in Poland focus on social enterprises that connect these potential workers with training and jobs in growth industries like technology, business process outsourcing and health care.

DALBA is an award-winning craft beer brewery in Puck, Poland that employs people with intellectual disabilities. It is the first in Poland and sixth in the world of its kind. The business addresses one of the most serious social problems in Poland: labour exclusion and social marginalization of people with intellectual disabilities. Today, only 10% of people with disabilities participate in the labor market.

The production process of DALBA’s craft beer counts on a group of 30 young men with disabilities who are also shareholders of the cooperative. Some prepare malts with a recipe and boil it, while others are involved in bottling or labeling. They do so without supervision, having received training from management to work with precision.

DALBA was co-founded by Agnieszka Dejna, a mother of children with disabilities, and Janusz Golisowicz, an occupational therapist of patients with disabilities. Agnieszka and Janusz often heard these young people seeking greater independence in their lives, but unable to achieve it as a result of their parents fear of discrimination and harassment in the workforce. Today, DALBA’s craft beers are rated Top 50 out of 270+ brands in Poland.

Browar Spółdzielczy (Cooperative Brewery) originated from the passion for beer, sea and the need for change. We brew our beer in a traditional manner, in small brewery in Puck, Poland. The brewery is owned by Spółdzielnia Socjalna DALBA (Social Cooperative DALBA).

This is not just an ordinary workplace, this is passion. Most employees of the cooperative are the people who have not had a chance on the open job market due to their disabilities. Their engagement and determination results in our beer being something exceptional, dreams coming true and a chance.

That’s why DALBA slogan reads “Piwo, które warzy więcej” – it’s a word play on the Polish words “warzyć” (to brew) and “ważyć” (here: to mean).

DALBA and NESsT partnered to increase the production capacity of the enterprise, positioning it to generate higher revenues and to increase its employment of people with disabilities. With a grant from NESsT, DALBA upgraded its equipment, generating a production growth of 15%. The next phase of investment is the expansion of its production hall.

DALBA’s tailored business mentoring focuses on consolidating its rapid growth, leveraging co-investments, and strengthening its impact measurement. As it prepares to launch five locations in the next two years, NESsT and DALBA have also been collaborating on managing the enterprise’s product portfolio, by identifying and developing products with higher margins, and on ramping up its sales efforts.

NESsT is excited to support DALBA as the enterprise has proven to be equally committed to empowering youth with disabilities and developing award-winning craft beer.

Answering the global Covid-19 crisis, NESsT has developed a special support plan for its portfolio. To support Dalba, we are working together to remodel communication and marketing strategy in order to generate additional revenues to sustain Dalba’s operational costs and revenues that decreased due to Covid crisis.

Source and more information: https://www.nesst.org/dalba; https://en.browarspoldzielczy.com/strona-glowna

received_2563814793867341

erasmus_plus_logo-300x86

 

This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

|

5 Tangible Tactics to Participate In Social Entrepreneurship

Unlike traditional businesses, social enterprises are dedicated to help specific groups of people that are socio-economically backward.  Since their goal to serve mankind sits above the financial gain, building a sustainable social enterprise is no walk in the park. If you are planning to build a career in social entrepreneurship or already pursuing one, then you should be prepared for the unique challenges and opportunities it brings to your table.

Social enterprise is a different ball game and does not follow a typical organizational structure. You have to be very strategic in executing your business process management plan and ensure that the operating costs do not hamper your profit margin. There are a few tactics that could help you to participate in social entrepreneurship more efficiently.

1)  Identify Your Entrepreneurial Elements

Business is about finding a solution for an existing problem; social entrepreneurship works on the same principle.  However, as a social entrepreneur, you would be addressing slightly different kinds of issues. It would be community-driven and focused on public welfare. The first step towards social entrepreneurship is to identify the community problems that evoke your interest. The next step is to work on your entrepreneurial elements vital for executing the mission, like goals,  core competencies, networking, funding, etc.

2)  Have a Firm Social Entrepreneurial Organizations (SEO) Strategy

A firm social entrepreneurial organization strategy is crucial because, unlike the traditional business model, the social enterprise has to tackle social issues in an economically sustainable and self-sufficient way. You need to build a network, make alliances, identify risks, find investors, track performance, develop an income-generating model, and create a value-adding social entrepreneurial organization.  The first step towards this is to build a robust social enterprise by conducting market and competitive analysis. You need to perform thorough research to find the criticality of the issue and how it impacts the people. You need to set your target customers and work on the approach towards them. Additionally, you have to perform a competitive analysis to find out if there is any relevant product in the market or market covered by competitors. You also have to document how to fund your social enterprise project and plan strategies to onboard investors. Your job does not end there; you can further find yourself engaged in public relations, marketing, and brand awareness. Social enterprise enthusiasts can also refer to a few knowledge resources that are available online to create a successful social enterprise.

3)  Get Your Customers Involved

Your customers can be your brand’s biggest advocate, and if you can involve your customer on a large scale, it can bring success to your social enterprise.  Initially, it would be difficult to attract a large cohort of customers, but you can target customers on a small scale and gradually increase the numbers. However, it is a must that your service or product resonates with the customers; only then can you engage your customers. You can use various technologies to address social issues and the company’s motto. For instance, you can use a mobile app to answer customers’ queries or use software to post updates about business events on social media accounts automatically. There are myriads of ways an individual can use technology to involve customers in your social enterprise endeavor.

4)  Adopt Innovative Funding Practices

Funding is the foremost thing that stays on the entrepreneur’s radar while designing the business plan.  In a typical business scenario, companies approach financial institutes for a loan, but social enterprises are not revenue-oriented, and therefore they don’t qualify for equity capital. Instead, they adopt innovative funding practices.

  • Quasi-equity debt: Social enterprises often observe financial crunch due to lack of funding, and in such circumstances, Quasi-equity debt is an ideal way of funding. This type of loan is given based on the future cash flow projection proposed by the social enterprise, and the payment terms are pretty flexible. Mezzanine debt and junior debt are examples of quasi-equity debt; such debts do not require any collateral.
  • Pooled funds: In pooled funds, money from several individual investors are accumulated into a single account, which is then allocated to the social enterprise by the head fund manager. It significantly reduces the costs of operation from individuals and shares higher returns.
  •  VPO (Variable Payment Obligation): In the VPO model, the investors offer funds to social enterprises based on future cash flow. The good thing about VPO is that entrepreneurs are liable to pay only 20 to 30 percent of the return. It enables entrepreneurs to keep most of the income and reinvest in their social enterprise.
  • Social impact bonds: In social impact bonds, the government acts as a middle-man and contracts with social enterprises and investors. The government evaluates the project of the social enterprise, and if it is successful, the government pays to the investors.

5)  Use the Right Technology

Technology can be quite supportive for social entrepreneurs to amplify their efforts and get in a position to accomplish their work quickly.  They can use a range of technologies such as data analytics, cloud computing, AI, automation to solve their core challenges, such as minimizing investment risks, identifying revenue opportunities, increasing productivity, reducing communication gaps, etc. They can even use advanced software solutions to organize their work structure and get a clear view of the entire process.  For instance, social entrepreneurs can use policy management software to create, modify and track various social enterprise policies. Mobile apps are further empowering social entrepreneurs to take their mission to a global audience and build a network with other social entrepreneurs.

Conclusion:

The global economy demands organizations to build enterprises that could bring positive change in society and overcome the challenges such as poverty, climate change, inequality, etc. Social enterprises have the ability to generate social impact and strengthen the economy. Since social enterprises are more focused on addressing social issues and less on revenue, you need to be tactical in your business approach. You should operate a social enterprise in a way that widens your scope for growth and sustainability. By following a few best management practices for social enterprises and adopting a few latest technologies, you can build a stable social enterprise.

Article written by associate contributor Paul Wheelson

B Impact Assessment

B Impact Assessment

Developed by B Lab, a non-profit organization dedicated to using the power of business as a force for good, the B Impact Assessment helps companies measure their impact on workers, community, environment, and customers, empowering them to assess the performance, compare themselves to peers, and identify areas for improvement. This is a good choice for a for-profit organization looking to measure the social impact of their organization holistically. The tool is easy to use and available online free of charge.

Assessment is based on certain standards.

Who develops the standards?

The standards are created and revised by the Standards Advisory Council (SAC), a group of independent experts in business and academia.

Although the SAC creates the standards, we invite all interested to provide feedback to the standards. The best way to submit your feedback is to log into the B Impact Assessment and select “Leave Feedback” next to each question. If you are interested in learning about updates and opportunities to provide feedback as drafts are made available for testing and public comment, please subscribe to our V6 distribution list.

The Assessment also goes through a private and public beta period in which feedback is collected and integrated into final versions. Expert working groups are convened in order to explore our specific issues more closely in an objective manner. The Assessment is updated every three years in order to accommodate new and innovative practices, respond to the feedback of its users, and to more accurately assess the impact of all types of businesses.

In addition, B Lab has Regional Advisory Groups whose mandate is to deepen the engagement of regional experts in improving the Standards of the B Impact Assessment. Currently, B Lab has advisory groups in Latin America, East Africa, Australia and UK which provide constructive feedback and recommendations to B Lab and our Standards Advisory Council ( SAC) on regional specific issues. Learn more about the Regional Advisory Groups members here.

 

 

| | |

SE Impact Tool to assess impact measurement, planning, and implementation.

SE Impact Tool

This tool is developed for helping social entrepreneurs and people working in the SE field to assess their perceptions of SE Impact measurement, planning, and implementation. Afterward, it helps to deeply understand the value and range of tools of the SE Impact, outlining their needs and steps for the progress in this field.

setoftool

in order to receive the final outputs of this tool on your e-mail, which will be generated based on your answers, please click the “Questionnaire” , and log in (register).

 

Find more about SE online toolbox where you can find also SE Canvas tool, SE Pestel tool, SE diagnostic tool and SE Financial modeling tool. Here

 

 

 

 

 

| | |

How social entrepreneurship helps to educate the world?

How do social entrepreneurs and the projects they create impact the world at large?

Maximillian Goetz, founder of the non-profit organization Robotics for All, discusses his experiences with social entrepreneurship and the real-world impacts he has witnessed firsthand. Maximilian Goetz is a first-year student at Georgetown University’s McDonough School of Business. In April 2017, he founded Robotics for All when he was a high school freshman at Henry. M Gunn High School in Palo Alto, CA. He built Robotics for All from the ground up, teaching its first classes and eventually expanding it into a national 501(c)(3) nonprofit organization. In addition to Robotics for All, Maximilian is a pro-bono nonprofit consultant for three student organizations, a tour guide for Georgetown’s Blue and Gray tour guide association, and an online English teacher to students in China. In the past, Maximilian served as a student advisor to Congresswoman Anna Eshoo, a lead legislative aide to Councilman Greg Tanaka, and was a member of the Palo Alto Youth Council. Maximilian has served over 3,000 community service hours since his freshman year of high school and is honored to be a two-time President’s Gold Community Service Award recipient. This talk was given at a TEDx event using the TED conference format but independently organized by a local community.

[embedyt] https://www.youtube.com/watch?v=cET6kV83tO8[/embedyt]

 

Source: https://www.ted.com/tedx

received_2563814793867341

erasmus_plus_logo-300x86

 

This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

POKAŻ MNIEJ

What are Social Impact Companies and Why Do They Matter?

Have you ever wondered what the term “social impact ” stands for and why so many companies indicate it as their core value? CauseLabs – a software company whose mission is growing positive impact, explains what are social impact companies and why do they matter.

 

If you pay any attention to business news and trends, then you have probably noticed an increase in the number of companies embracing “social impact” as a core value. Consumers are taking notice, as a 2018 study found that 78% of Americans expect companies to go beyond making profits; they must also positively impact society.

While corporate social responsibility (CSR) has become a standard metric for companies and for-profit organizations in the past decade until a few years ago, it was far less likely for social impact to be the primary goal of a for-profit business. Now, the number of social impact companies is increasing, and the public is taking notice. Still, what exactly are social impact companies?

Google the term “social impact company” or “social impact organizations,” and it is difficult to find an official definition. Broadly speaking, social impact companies are organizations that prioritize doing work that consciously, systemically and sustainably serves or attempts to solve a local or global community need.

A diverse group of people in a circle with their hands in the center

The goal of social impact companies differs from the typical corporate social responsibility approach in that making or supporting positive social change is prioritized in all of a social impact company’s work, while CSR tends to be a secondary organizational value. Think carefully selecting clients, projects, and suppliers based on their impact on the world vs. mobilizing employees every few months to volunteer for a local nonprofit. The latter is still a decisive action, but it is not a sustained, systemic change.

So why do social impact companies matter? There is no denying that demonstrating positive social impact can increase a company’s appeal to consumers and job seekers. It offers people the choice to work for or do business with companies that are committing their time, their skills, and in many cases, a small portion of profits to making positive social change. Still, the (positive) repercussions of social impact companies go beyond that.

“Social impact strategy is any effort to create public value that is systematic, sustainable and innovative. Effectively creating social impact is an essential challenge to all organizations regardless of geography or sector.”


– Dr. Peter Frumkin, The Center for Social Impact Strategies

Download our 2020 Impact Report to see an example of the impact of social impact companies.

A diverse group of people holding hands in the air

In 2021, challenges that once felt hyperlocal are being discussed on national and global levels. Issues like financial literacy in underserved populations, access to clean water, education for women and girls, and environmental conservation are just a few of the problems that social impact companies are attempting to tackle. The increase in social impact organizations means that the people working to solve these challenges have more resources than ever before. 

Examples of Social Impact Companies (and the good they are doing for their communities)

  • CauseLabs (that’s us!) 
    • A custom software development company focused on creating digital tools for organizations committed to making a social change. 
  • Bombas
    • An apparel company who, for every sock sold, donates a pair of socks to someone in need.
  • Brandless
    • A household goods company who donates a meal to Feeding America® with every order.
  • Savhera
    • A wellness company who creates organic essential oils and products that create dignified employment for survivors of sexual exploitation around the world.
  • The Kapor Center
    • A social impact org making the tech ecosystem and entrepreneurship more diverse, inclusive, and impactful. Pioneering work ranging from education programs and community building to evangelism and investing. 
  • Vida Bars
    • A social impact enterprise that provides eco-friendly personal care products free of harsh chemicals, as well as a passion for positively impacting on our world.

Social impact companies are also usually committed to making sure that their supply chains are as sustainable as their work. While “sustainability” often refers to environmental sustainability, social and economic sustainability are also important. This commitment to sustainability means that social impact companies do their best to use suppliers and vendors that are conscious of their impact on the environment, pay workers a living wage, and do not support harmful social policies.

When looked at as a whole, it is clear that social impact companies matter because they take for-profit business models, which have historically been unsustainable in many ways and made them sustainable. This shift creates a snowball of actions that lead to impactful social change. Are social impact companies the solution to global challenges? No. That still requires significant shifts in public awareness, policy, and economic practices. However, the increase of such organizations can be interpreted as a step toward a future where positive social impact is inherent in all business practices.

 

Source: https://www.causelabs.com/post/what-are-social-impact-companies-and-why-do-they-matter/

 

received_2563814793867341

erasmus_plus_logo-300x86

 

This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

|

Sotsiaalse ettevõtluse ja sotsiaalsete ettevõtete arengu stimuleerimine Eestis

Strateegia süvaanalüüs

Käesolev raport esitab Eesti sotsiaalse innovatsiooni, sotsiaalse ettevõtluse ja sotsiaalsete ettevõtete jaoks kindlaks määratud strateegilise ökosüsteemi süvaanalüüsi. See tuvastab riigi peamised tugevad ja probleemsed küljed ning esitab strateegilised soovitused tugevama strateegilise ökosüsteemi arengu toetamiseks sotsiaalseks ettevõtluseks ja sotsiaalsete ettevõtete jaoks. Peamised strateegilised probleemid, mida analüüsiti, hõlmavad: sotsiaalse innovatsiooni ja sotsiaalse ettevõtluse kultuuri loomist (osa 2); sotsiaalse ettevõtluse toetamist ametkondlike ja seadusandlike raamistike kaudu (osa 3); juurdepääsu parandamist finantseerimisele ja turgudele sotsiaalse ettevõtluse stimuleerimiseks (osad 4 ja 5) ja sotsiaalettevõtjale vajalike oskuste ja pädevuste arendamise toetamist (osa 6).

Loe veel siit

SOTSIAALSE ETTEVÕTLUSE JA SOTSIAALSETE ETTEVÕTETE ARENGU STIMULEERIMINE © OECD 2020