LLP Lifelong learning ProgrammeLeonardo da Vinci Programme – Transfer of Innovation
“PRO-ACT PROfessional development of the ACTors involved in the social economy sector”
FINAL CONFERENCE
BORDEAUX30th of September 2014
This final conference is organised with the support from the Department of Gironde.
ITALY - Maria Jose Armendariz Zalba, MCG -MANAGER CONSULTING GROUP SOC. COOP.
PORTUGAL• Claudia Pedra, BAIRROS• Mourad Ghanem, BAIRROS• Maria Carmona, CRESCER NA MAIOR
CZECH REPUBLIC• Jiri Kucera, SEDUKON• Lukas Dastlik, ELIO
UNITED KINGDOM• Graham Bould, OAKE ASSOCIATES• Bill Fryer, OAKE ASSOCIATES
FRANCE – Stéphanie Maupilé, IFAID AQUITAINE
Conférence finale PROACT – IFAID – 30.09.2014
The Social Economy sector in EuropePresentation in each PROACT partner country
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ITALY
Maria Jose Armendariz Zalba, MCG - MANAGER CONSULTING GROUP SOC. COOP.
Conférence finale PROACT – IFAID – 30.09.2014
POLITICAL AND LEGAL CONTEXT
o Third sector is mainly born and developed in Italy during 1980's
o There are 235.000 organizations working in Third Sector in Italy
o 488.000 workers
o 4.000.000 volunteers
o Its incomes are equal to 67 billions of EUR (= GNP 4,3% )
o Italian Third Sector owns functions oriented to production
(linked to social utility for users) and to provide social services
Conférence finale PROACT – IFAID – 30.09.2014
DIFFERENT STATUTES
o Associations of social promotion Law n. 383/2000
o Volunteership organization Law n. 266/1991
o Non governmental organization Law n. 49/1987
o Society of mutual help Law n. 3818/1886
o Church bodies Law n. 222/1985
Conférence finale PROACT – IFAID – 30.09.2014
TYPES OF COOPERATIVES - ITALY
o cooperatives of production and work,
o cooperatives of consumer,
o agricultural cooperatives,
o credit cooperatives,
o cooperatives of home construction,
o cooperatives of transport,
o editorial cooperatives,
o social cooperatives.
Conférence finale PROACT – IFAID – 30.09.2014
MAIN DIFFICULTIES/NEEDS OF THE SECTOR
o Needs and difficulties have changed over the years
o organizations involved in producting social services able to establish relationshipsbased on trust with both consumers and workers
o Main objective is to provide service quality but without opportunistic characteristic ofprofit organizations
o Third Sector has to cover both economic and social role, last one traditionallyassigned to the welfare (State)
o Wealth is also measured by non economic indicators (capacity to build relationships,to generate trust...)
o Perspectives of development for non profit organizations have also to considerfinancial context, in order to provide sustainability within continuity and strategy of itsactions.
o Modalities to access to credit and loans for third sector organizations are based onprofit criteria
Conférence finale PROACT – IFAID – 30.09.2014
CURRENT HELPS TO REINFORCE THE CAPACITY AND SUPPORT THE SECTOR
o Training
o Improvement of internal organization processes
o Offer of new products and services
o Processes of internal assessment by specific methods and tools,
very often subcontracted to external professionals and/or
organizations
o organization of social events (i.e. Festival of Fundraising,
organized by Philanthropy (University of Forlì)
Conférence finale PROACT – IFAID – 30.09.2014
PORTUGAL
o Claudia Pedra, BAIRROSo Mourad Ghanem, BAIRROSo Maria Carmona, CRESCER NA MAIOR
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POLITICAL AND LEGAL CONTEXT
Some quantitative datao Charities with hundreds of
years connected to the Catholic Church
o NGO boom after the end of the dictatorship – beginning of the 1980s
o Dramatic increase of the Social Economy organizations in the last 10 years – from 25.000 to 50.000
o 1 million volunteerso Employs 5% of the active
populationo Its income is 4.5% of the GNP.
Organizations work on
o Implementation of social services in complement of State intervention –in health care, education and family support
o Creation of social value: research, training, culture, sports, entrepreneurship
o Lobby and advocacy: environmental protection, human rights activism, local e international development
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TYPE OF ORGANIZATIONS
BY TYPE
o Associationso Foundationso Local development institutionso Charitieso Museumso Development NGOso Mutualiteso Cooperatives.
STATUTES
o NGO
o IPSS (private institution of Social Solidarity)
o Public Utility
Conférence finale PROACT – IFAID – 30.09.2014
MAIN DIFFICULTIES/NEEDS OF THE SECTOR
Quality of social response:
o Reactive and non proactive – do not work on the root causes
o Influence especially in the area of provision of social services
o Lack of concern with legitimacy
o Lack of social innovation and reduced national impact
o Difficulty in mobilising social actors and working in partnership and in networks
.
Organizational:
o Contradiction between principles/ values and management
o Week internal structures
o Centralised and non participative organizational models
o Amateur leadership
o Lack of strategic planning
o Lack of good managerial practices and systematic evaluation
o Week internal communication systems and absence of external communication
o Lack of transparency and accountability
o Lack of training and absence of personal development systems for staff
o Lack of long term sustainability
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CURRENT HELPS TO REINFORCE THE CAPACITY AND SUPPORT THE SECTOR
Training
Funding for institutional
strengthening by several
foundations (ad hoc)
Social events
Several national award/grant
delivery systems
Social investment
Capacity Building Social consultancy
Conférence finale PROACT – IFAID – 30.09.2014
CZECH REPUBLICo Jiri Kucera, SEDUKONo Lukas Dastlik, ELIO
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POLITICAL AND LEGAL CONTEXT
o After communist era in 1990 was adopted a law about
association of citizens and also a law about foundations and
endowment funds. After five years a law about public service
companies.
o In 2014 after two years from adoption enter in to force a new
Civil Code. Legal forms of NGO´s are now clearly defined by this
law. We have 4 types of organizations in social economy sector.
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THE DIFFERENT STATUTES
1. Association (SPOLEK)
2. Foundation (FUNDACE)
3. Civil service company (ÚSTAV)
4. Social cooperatives (SOCIÁLNÍ DRUŽSTVO)
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NEEDS OF THE SECTOR
o less private money in social sector (70 % of financial
resources comes from public budgets)
o small knowledge of leadership and management in social
economy organizations
o especially in regions- absence of impact measurement
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CAPACITY BUILDING
o new initiatives - sign of reliable organization - evaluation of
processes in NGO
o long-term educational programs
o new instruments for donors - on-line fundraising, etc.
o other capacity building instruments
o supports for start-up social enterprise
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That it is empowering, economically sustainable, andcapable of providing a real alternative to the `mainstream'public and private sector economies. They argue that theempirical evidence offers only ambiguous support for theseclaims and that the full potential of the UK social economy isnot being realised.
(Amin A, Cameron A, Hudson R, 1999, "Welfare as work? The potential of
the UK social economy" Environment and Planning)
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THE INFRASTRUCTURE OF THE SOCIAL ECONOMY IN THE UK
o cooperatives
o mutuals
o voluntary associations, and
o charitable foundations and trusts
The Social Economy can be defined as that part of theeconomy which is neither private nor public, but consists ofconstituted organizations, with voluntary members andboards of directors or management committees, undertakingactivities for local benefit. organizations may or may notallocate profit in the form of dividend. The social economyincludes four interrelated sectors
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In the UK Social enterprises now have three-times the start-up rate of traditional businesses and account for 15% ofSMEs. The number of cooperatives has increased by morethan 25% since 2009, and collectively boasted a turnover of
£37bn in 2013.
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The last decade has seen massive progress in the socialsector in the UK. Social Enterprises and co-operatives areoutperforming just-for-profit businesses; alternative bankshave better returns on assets, lower volatility and highergrowth; and a growing proportion of start-ups are socially-driven. The UK social investment market is growing fast andattracting global attention.
(Social Economy Alliance 2014)
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However in Wolverhampton the chosen city for the PROACTpilot has seen large reductions in public resources for thirdsector organizations who are struggling to maintain andgrow their services in traditional ways, many ‘grass root’groups are in need of professional help and developmentwhich has been the focus of the transfer of innovation aspart of this pilot programme. Come to our afternoonworkshop to find out more.
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L'ESS EN FRANCE : QUELQUES POINTS DE REPÈRE
FONDATIONS1887 : institut pasteur
1969 : fondation de France1987 : loi sur le mécénat
MUTUELLES1820 : fort développement
1848 : 2 000 stés –1,6 millions de personnes
COOPERATIVES1848 : fort développement
1947 : cadre unique
ASSOCIATIONS1-07-1901 : loi de création
XX° : forte croissance
1971 : constitution
Gouvernance démocratiqueLucrativité limitée
Utilité sociale
Solidarité -Partage
Intérêt général
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2014 : ouverture aux sociétés commercialeso Gouvernance démocratiqueo Utilité socialeo Bénéfices majoritairement investis dans le projet
1981 : L'expression ESS apparaît en droit français2000 : Création du 1er secrétariat d'état2012 : 1er Ministère ESS2014 : 1ère loi ESS
AUJOURD'HUI, l'ESS c'est :o 2,34 millions de salariés – 1, 8 millions ETPo 56 Milliards d'€ de rémunérations brutes versées
L'ESS EN FRANCE : QUELQUES POINTS DE REPÈRE
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LES BESOINS DES STRUCTURES DE L’ESS EN FRANCE
Ils sont très différents d’une catégorie de structures à l’autre.
Par exemple, pour les mutuelles, il s’agit de faire face à la croissancedes assurances. Alors que pour les fondations, l’enjeu est plutôt des’adapter à la démultiplication des possibilités de donner offertes auxpublics, …
Ces besoins sont également différents d’un secteur d’activité à l’autreet en fonction de l’étape de développement de la structure elle-même.
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Existence d’enjeux transversaux qui impactent chaque structured’une façon ou d’une autre :
• Diminution et resserrement de la subvention - Augmentation dela commande publique
• Dualisation des acteurs• Solvabilisation des modèles par l’usager au détriment de la
logique de solidarité• Inégalités territoriales
LES BESOINS DES STRUCTURES DE L’ESS EN FRANCE
Conférence finale PROACT – IFAID – 30.09.2014
SPORTTrésorerie
Mutualisation
INSERTIONDéveloppement d’activités
Gestion des ressources humaines
SPECTACLE VIVANTOutils de gestion
Modèle économique
PETIT ENFANCEDynamique associative
Organisation interne
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LES BESOINS DES STRUCTURES DE L’ESS EN FRANCE
…
EMERGENCEProjet à définir
Utilité à faire connaîtreFonction support à penser
FR à constituerPartenaires à trouver
CONSOLIDATIONGouvernance à stabiliser
Outils de gestion à sécuriserÉquipe à coordonnerPartenaires à fidéliser
DEVELOPPEMENTChanger d'échelle :
RHÉconomique – Financier
Institutionnel
CRISEGérer l'urgence
Réduire la voilureProjet à re-penserou à abandonner
Conférence finale PROACT – IFAID – 30.09.2014
LES BESOINS DES STRUCTURES DE L’ESS EN FRANCE
LES OUTILS AU SERVICE DE L’ESS EN FRANCE
Réseaux Organismes de formation
Financesolidaire
Groupementemployeurs
Groupementachat
OPCA
Collectivités
DLA
CAE
…
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IMPACT OF « PROACT » PROJECT
A) INTERNAL IMPACT:
o Opportunity to know a methodology and to adapt it according to characteristics of Italian national context
o Opportunity to compare PROACT methodology with current methodologies used in MCG
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B) EXTERNAL IMPACT:
o Opportunity to transfer PROACT methodology, adapted tocharacteristics of Italian national context, within different non profitItalian organizations
o Opportunity to exchange, to discuss and to compare PROACTmethodology with trainees working in non profit Italian organizations
o Training in Italy has given the opportunity to exchange opinions,perspectives and to know better some professional fields of non profit
o Exchange and contact with trainees: during and after trainingundertaken by MCG
o One of organizations attending training in Italy intends to transfer DLAwithin its staff (the version adapted implemented in Italy).Consequently, a training course is being organized with material andcontents worked out in PROACT.
IMPACT OF « PROACT » PROJECT
Conférence finale PROACT – IFAID – 30.09.2014
PORTUGAL
o Claudia Pedra, BAIRROSo Mourad Ghanem, BAIRROSo Maria Carmona, CRESCER NA MAIOR
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Conférence finale PROACT – IFAID – 30.09.2014
To train 10 0rganisationsGoal 1
To have a practical follow-up with the organizations
(Consulting and mentoring)Goal 2
To build a product and a Consortium ProACT Portugal
between the 5 partner organizations involvedGoal 3
IMPLEMENTATION
Conférence finale PROACT – IFAID – 30.09.2014
THE PROGRAM
» Training Modules (100h):
o 1) Organizational assessment and capacity building, o 2) Strategic planning, o 3) Financial management, o 4) Acounting implementation methodologies, o 5) Recruting and supporter services for members, and fundraisingo 6) Strategic and digital comunication, o 7) Customer Relationship Management for 3rd sector, o 8) Managing legal and tax issues in a 3rd sector organisation
. » Coaching (Consulting + Mentoring) (>30 days):
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YEAR 3
Service
Sustainability
YEAR 2
2nd edition at a differentscale
More impacts
YEAR 1
Pilote
First impacts
IMPACT OF THE ProACT PORTUGAL
Conférence finale PROACT – IFAID – 30.09.2014
Raise of the awareness on the importance of capacityassessment and capacity building
IMPACT1
Increase of competence in several areas (exemple :financial management, legal and tax issues for 3rd sectororganisations, strategic comunication…)
IMPACT2
Some structural impacts expected on 3organisations
IMPACT3
The embryo of a portuguese ProACT consortium thatprovides ProACT as a service for the 3rd sectororganizations in Portugal Neighborhoods
IMPACT4
SOME OF THE IMPACTS
CZECH REPUBLIC
o Jiri Kucera, SEDUKONo Lukas Dastlik, ELIO
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PILOT TRAINING / CONSULTING
o 2 day theoretical training
o 1 day case study, assessment
o 0,5 day consultancy with each organization
o 5 reports and 5 action plan
Conférence finale PROACT – IFAID – 30.09.2014
IMPACT OF THE PROACT PROJECT
o 5 organizations from different field of social economy got a push
and tools to work on their capacity
o 5 development / action plans for each organizations
o We found possible evaluator of processes in other organizations
o We think about involving local action groups to use methodology
to increase capacity of regional NGO´s
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o We respected the work of Ifaid as an organisation
o We were attracted to the development and testing of a
new approach to Capacity Building not available in the
UK
o We work with many community organisations who are
experiencing financial and operational difficulties and
require a fresh approach
o We believed that such a programme would be attractive
to both community organisations and also UK funders
and was therefore sustainable
MOTIVATION - WHY OAKE ASSOCIATES BECAME A PARTNER IN PROACT
Conférence finale PROACT – IFAID – 30.09.2014
o The positive response of individuals from community organisations toparticipate in the pilot programme evidenced by recruitment andevaluation
o Successfully securing resources from both local and national UKfunders to support the programme
o Proven testing via the pilot programm of a new product and approachwhich meets the needs of our organisation’s and adds real value in ourwork to support them
o A tool combining training , assessment and monitoring that istransferable to the Quality Assurance measurement of organisationsvaluable to evidence competence
o Further interest from other organisations to undertake Proact andindications from UK funders that the programme meets theirrequirements
o Increased confidence in our staff through the wider EU experiencegained together with new skills and materials to progress their work
IMPACT – WHAT WE CONSIDER HAS BEEN THE IMPACT OF DELIVERING PROACT IN THE UK
Améliorer nos contenus de formationEnrichir la pratique des formateursChercher des « solutions » ailleursPartager notre expérience
Diminution des fonds publicsPrivatisation des modèles économiquesExigence de professionnalisationDualisation du secteur associatif
90% de nos stagiaires dans l'ESS
Formation professionnelle
1 500 structures diagnostiquées10 000 emplois concernésDes besoins repérésUn transfert vers nos stagiaires
Animation du DLA GIRONDE depuis 2003
Appui aux initiatives de développement
MOTIVATIONS D’IFAID POUR LE PROJET
DES BESOINS
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Une meilleure connaissance des pratiques d’appui en EuropeDes mobilités pour l'équipeUne formation de formateursUne formation enrichie pour nos stagiairesDes rencontres entre des acteurs locaux ESS et partenaires européens
Renforcement de la dynamique interneConsolidation de la transversalité de nos métiersRenforcement des liens avec nos partenaires locauxNouvelles formations en perspectiveNouveau projet européen : SPOTS
RÉSULTATS ET IMPACTS
Conférence finale PROACT – IFAID – 30.09.2014