social entrepreneurship - challenges, needs, good ... · the social economy in eu engages over 14.5...
TRANSCRIPT
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Social Entrepreneurship - challenges, needs, good practices.
Test Report
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Spis treści I About ...................................................................................................................................3
Outline of research methodology ....................................................................................................5
Graphical representation of research tools ..................................................................................5
II Legal framework and way of organizing social economy sector in project countries .........6
2.1 Case of United Kingdom ............................................................................................................6
2.2 Case of Spain .............................................................................................................................8
2.3 Case of Poland......................................................................................................................... 16
2.4 Case of Italy ............................................................................................................................. 20
2.5 Case of Portugal ...................................................................................................................... 22
III Good practices on Youth Social Entrepreneurship ...........................................................30
3.1 Case of United Kingdom .......................................................................................................... 30
3.2 Case of Spain ........................................................................................................................... 36
3.3 Case of Poland......................................................................................................................... 55
3.4 Case of Italy ............................................................................................................................. 63
3.5 Case of Portugal ...................................................................................................................... 67
IV Report from test interviews ............................................................................................71
Answers given by respondents by country: ................................................................................... 71
V Summary and conclusions on Youth Social Entrepreneurship ........................................ 120
5.1 Development of the results of the questionnaire test ........................................................... 120
5.1.1 Case of United Kingdom ................................................................................................. 120
5.1.2 Case of Spain .................................................................................................................. 121
5.1.3 Case of Poland ................................................................................................................ 122
5.1.5 Case of Portugal ............................................................................................................. 123
5.2 Conclusions and recommendations for Youth Social Entrepreneurship .................................. 124
Research tools.................................................................................................................... 125
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I About According to Eurostat data, the youth unemployment rate has decreased in the EU -
from 20,9% in 2015 to 17.3% in 2017 - yet in Feb. 2017, 3.905 million young persons
were unemployed in the EU28. In the face of the crisis and high youth unemployment
rates, self-employment could be a driver for economic growth and job creation. Similarly,
another trend, closely related to entrepreneurship, is social business. It is estimated that
the social economy in EU engages over 14.5 mil. paid employees, equivalent to about
6.5% of the working population of the EU28. The activities that fall under the social
economy and social entrepreneurship also generate new employment and often benefit
people who have a harder time accessing work in the rest of the economy, like women
and youth. Despite the positive impact that social organisations have on their
communities, the EU economy and society in general, they still face significant barriers to
their development. The idea of the Social SME Academy project arises from the necessity
to overcome youth unemployment and by promoting Social Entrepreneurship among
youth and addressing the challenges highlighted in the Report on “Social economy and
social entrepreneurship” (Social Europe guide) in Mar.2013: lack of visibility, lack of
specialised training, necessity of support networks. According to a Eurobarometer survey
(2012), less than a quarter (23 %) of EU respondents said they had taken part in a course
or activity at school relating to entrepreneurship, and the results of a 2012 PISA survey
show that a large proportion of 15 year-olds still lack basic problem-solving skills.
Moreover, a recent Eurobarometer survey indicates that many young Europeans have
not considered entrepreneurship as an alternative solution to the job crisis.
Furthermore, one in five (22 %) would like to start a business but considered it too
difficult. These figures demonstrate that since a young age, young people lack an
entrepreneurial mind-set and need to be trained to develop important soft skills such as
decision-making, adaptability, initiative, problem-solving. These are all qualities that
would improve confidence and consequently increase a young-persons chances of
finding stable employment and a route out of unemployment and poverty. This would
also assist those young people who wish to run a business but who give up before they
start because they do not have the skills.
GENERAL OBJECTIVE of Social SME Academy is to introduce the concept of social
entrepreneurship, increase interest of young people in it and contribute to the creation
of new successful social enterprises with the potential to revitalise communities and
strengthen local and national economies.
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SPECIFIC OBJECTIVES:
SO1: To motivate potential entrepreneurs to develop business ideas and start a social
business.
SO2: To support young entrepreneurs’ professional development through series of
transnational trainings and online video tutorials to improve entrepreneurial, business
and personal skills and competences.
SO3: To facilitate establishment of social enterprises through creation of a manual
containing a step-by-step guide on how to set up a social business.
SO4: To support the start-up phase of 50 youth early-stage/potential social enterprises
by implementing an innovative mentoring and business training programme and
valuable advices. TARGET GROUP are young unemployed people and want-to-be or early
social entrepreneurs from UK, IT, PL, PT & ES, aged 17-30, who lack the necessary
entrepreneurial skills and competences that would help them to start up their social
enterprise.
The target group can be divided into:
young unemployed people and aspiring want-to-be entrepreneurs planning to start a
business, based on a viable business plan or idea but who lack the experience and
knowledge.
young early stage entrepreneurs who have already started their own social business.
TARGET NEEDS are motivational, technical and financial support to young people looking
for jobs or at creating their own company, as well as lack of visibility, specialised training,
and support networks. Youth may also have difficulty identifying a business opportunity
and developing their business idea in a meaningful way, which contributes to low levels
of confidence during business start-up.
The Social SME Academy project has to be carried out TRANSNATIONALLY because of the
opportunity of an EU economy made of young entrepreneurs spreading their business in
a global market, sharing experience and good practices with their EU “colleagues”.
The project will integrate networks from the partners’ countries thanks to virtual tools
that allow delivering services to a dispersed group of users, using ICT-based or other
means. Moreover, 6 Transnational Trainings will be organised, 1 Training of Trainers and
5 trainings addressed to a tot. of 50 young people that will work in transnational teams
to lay the foundations for their businesses.
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Outline of research methodology The study was based on desk research regarding social entrepreneurship in selected project
partners countries. Every partner presented legal framework and the way of organizing
social economy sector in their own country (Chapter II). Furthermore, every partner showed
minimum 6 examples of good practices on Youth Social Entrepreneurship and prepared
short case studies about them (Chapter III). The main part of this research was a
questionnaire interview (Chapter IV), that was conducted in four types of institutions:
• public institutions that are cooperating with social enterprises;
• researchers from that field;
• organizations affiliated with social enterprises;
• organizations that support social enterprises.
Such choice of respondents and tools allow us to draw conclusions and recommendations
about Youth Social Entrepreneurship (Chapter V).
The research was conducted in the same time and coordinated by the Leader country, then
the results was consulted in the international meeting in Łódź, Poland.
The tools used in this research are presented in the last chapter of this report.
Graphical representation of research tools
1. DESK RESEARCH -Complete
1.1 DESCRIPTION OF LEGAL FRAMEWORK AND WAY OF ORGANIZING OF SOCIAL
ECONOMY SECTOR - Complete
1.2 SUTABLE SIX RESPONDFENTS FOR THE QUESTIONNAIRE INTERVIEW -
Complete
1.3 SIXC ASE STUDIES ON GOOD PRACTICES OF YOUTH SOCIAL ENTERPRENAURSHIP - Complete
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II Legal framework and way of organizing social economy sector in
project countries
2.1 Case of United Kingdom
According to the European Centre for Not-for-Profit Law, the United Kingdom possesses one
of the most ‘advanced legal infrastructures for Social Enterprise/Economy’, but there is
actually no legal definition of a Social Enterprise in the UK. The UK Government defines it as
a ‘business with primarily social objectives whose surpluses are principally reinvested for
that purpose in the business or community, rather than being driven by the need to
maximize profit for shareholders and owners’ – (Social Enterprise: A Strategy for Success)
This means that in the UK the definition of Social Enterprise is much ‘looser’ than in the rest
of Europe, as there are no legal parameters for a ‘Social Enterprise’, that means an SE can be
just about anyone who runs a business that has some form of social output. Most Social
Enterprises in the UK act as ‘Limited Liability Companies’, ‘Community Interest Companies’
or Industrial and Provident societies, but can also take an unincorporated legal form
(unincorporated association/trust).
Usually the purpose and nature of the Social Enterprise will determine which of these
institutional forms they will take, here is some information on the most common forms:
Community Interest Company
Introduced in 2004, the CIC offers increased choice and flexibility, it is a limited liability
company that aims for utilise business to help the community, and is focused on that
objective over profits. CICs are required by law to state their social purpose, are given an
asset lock and also have caps on the maximum dividend (35% of profits) and interest
payments that it can make. The CIC structure ‘provides a clear signal to investors that the
enterprise operates primarily for the benefit of the community’. These rules ensure the
assets and profits are retained within the CIC for community purposes, or transferred to
another asset-locked organisation, such as another CIC or charity. A CIC cannot be formed to
support political activities and a company that is a charity cannot be a CIC, unless it gives up
its charitable status. However, a charity may apply to register a CIC as a subsidiary company.
Industrial and Provident Societies
The IPS is used, again mainly for ‘conducting business or trade…for the benefit of the local
community’, or to set up cooperatives, these organisations are democratically controlled to
ensure their involvement in the decisions of the business.
Charities
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A public benefit organisation, charities are defined as a ‘body or trust which is for a
charitable purpose that provides benefit to the public’ (Charities Act 2011). It is a very
common legal form for social enterprises. In part, it is common as increasing numbers of
charities are moving away from traditional models of fundraising and becoming more
business-like in order to ensure their sustainability. Partly it is a result of the fact that tax is
an important consideration for some organisations where the retention of surpluses is
essential. In these cases the tax breaks associated with charitable status can be an
important factor and mean that having a charitable structure as part of the group is
worthwhile.
Company limited by guarantee or shares
The most common legal structure in regular business. Many social enterprises also choose
these legal forms because they are very flexible when it comes to governance, and getting
investment. To ensure a standard company is a true social enterprise it will need to ensure
it has a social mission written into its Memorandum and Articles of Association and is clear
about reinvesting its profits.
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2.2 Case of Spain
SPAIN STILL LOOKING FOR AN SOCIAL ENTERPRISE DEFINITION:
Under the framework of is to develop the capacities of people and organizations in the
business and non-profit sectors to strengthen, in their own activities, their contribution to a
more just and sustainable world. To this end, the Institute generates and disseminates
knowledge and provides training in the areas of corporate social responsibility and the
relationship with interest groups, leadership and management of NGOs and social
enterprises.
What do we understand by social enterprises? What we talk about when we refer to a social
company? How can we distinguish these companies from others? What characterizes them?
And why are they interesting social enterprises?
Taking into account several researches, the continental European tradition places the social
enterprise at the intersection of the market, public policies and civil society in order to
emphasize that it obtains resources from various sources.
The Anglo-Saxon tradition, on the other hand, emphasizes market orientation and income
generation through the market itself as key elements of social enterprises. In the countries
of the Third World comes a close approximation to the Anglo-Saxon tradition, but with some
different nuances.
DEFINITION OF SOCIAL ENTERPRISE:
1. Creation of social value
2. Creation of economic value
3. They have variable legal forms according to different countries (cooperatives,
4. associations, etc)
5. The activities are organized around a business dynamic.
6. Profits are invested in the realization of social objectives within the framework of
activities of the company, and not for the benefit of capital.
7. The parties are directly involved and are more shareholders.
8. Participation and democratic organization of the company.
9. Economic and social objectives
10. Economic and social innovation
Firstly, when referring to the Social Economy we are in the presence of a sector of the
economy that would be halfway between the private sector and business on the one hand,
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and the public sector and government on the other hand. In our country, this economy is
regulated by Law 5/2011, of March 29, on Social Economy, later developed by Law 31/2015,
of September 9, which modifies and updates the regulations on self-employment and
measures to promote self-employment and the Social Economy are adopted, which has
meant a turning point for the recognition, visibility and development of this Sector.
In this sense, Law 5/2011, of March 29, defines the Social Economy as the set of economic
and business activities, which in the private sphere are carried out by those entities that, in
accordance with the following principles, pursue general economic or social interest, or
both.
In this regard, the principles that guide the Social Economy in Spain are:
- Primacy of people and the social purpose over capital, which is embodied in autonomous
and transparent, democratic and participatory management, which leads to prioritize
decision making more in terms of people and their contributions of work and services
provided to the entity or in function of the social purpose, that in relation to its contributions
to the social capital.
- Application of the results obtained from the economic activity mainly based on the work
contributed and service or activity carried out by the members and partners or by its
members and, where appropriate, the social purpose object of the entity.
- Promotion of internal solidarity and with society that favors the commitment to local
development, equal opportunities for men and women, social cohesion, the insertion of
people at risk of social exclusion, the generation of stable and quality employment , the
reconciliation of personal, family and work life and sustainability.
- Independence with respect to public powers.
Also, as established by Law 5/2011, of March 29, the following entities form part of this
business and diverse group that is the Social Economy:
- Cooperatives: are forms of business organization based on the democratic structure and
functioning. Its activity is carried out according to the cooperative principles, accepted and
regulated in the autonomous, state and international spheres: the voluntary and open
adhesion of the partners, the democratic management, the economic participation of the
partners, education, training and information and the interest in the community.
- Labor Companies: have shown a high potential for generating companies. In this type of
company, the social capital belongs mainly to the workers. The fact that workers are
partners, promotes self-motivation when facing projects. The minimum required is 3 and,
the constitution procedures are similar to those of any other company.
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- Mutual societies: are societies of people, non-profit, structure and democratic
management, exercising an insurance activity of a voluntary nature, complementary to the
Social Security forecasting system.
- Special Employment Centers: are companies that combine economic viability and their
participation in the market with their social commitment towards groups with fewer
opportunities in the labor market. Its staff is made up of the largest number of people with
disabilities (whose number cannot be less than 70% of the total number of workers). They
develop a productive and competitive capacity that allows them to introduce their products
in the market.
- Insertion companies, defined as "learning structures, in commercial form, whose purpose is
to enable access to employment of disadvantaged groups, through the development of a
productive activity, for which, is designed an insertion process, establishing a conventional
employment relationship during it ". The workforce should have a percentage of workers in
insertion, depending on each Autonomous Community, will range between 30% and 60%.
80% of the results are reinvested in the company.
- Fishermen's Associations, are public sector corporations, non-profit, representative of
economic interests of ship owners of fishing vessels and workers of the extractive sector,
which act as consultation and collaboration bodies of the competent administrations in
matters of marine fisheries and fisheries management, whose management is developed in
order to meet the needs and interests of its partners, with the commitment to contribute to
local development, social cohesion and sustainability.
- Associations, especially those linked to the disability movement and the inclusion of people
in exclusion. The main characteristics of this associative movement is focused on providing
services where the lucrative sector fails in its provision, which also usually coincides with
those sectors in which fundamental rights are met, especially in its access to especially
vulnerable groups, such as people with disparity. The capacity for innovation to satisfy the
problems that arise in society, and the defense of social, legal, administrative, or other
changes, always in defense of the rights and freedoms of persons with disabilities, are also
hallmarks of identity, based on respect for diversity, plurality and tolerance.
- Foundations, are non-profit organizations that, due to the will of their creators, have
affected their heritage in a lasting way to the realization of a purpose of general interest. The
foundations of Social Economy must strictly comply with the principles of the Social
Economy cited, and which is included in Law 5/2011.
In short, the Social Economy sector is a clear example of how rationality and social progress
are compatible, how business efficiency can coexist with social responsibility.
How to create a social business?
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The main objective of a social enterprise is the resolution of a problem of society, without
ever leaving aside the obtaining of benefits and the generation of employment. Social
entrepreneurship is spreading more and more in the business world and more and more
companies are emerging with the motivation to improve some aspect of the world in which
we live.
However, for anyone who decides to create a social enterprise, their priority will not be to
increase the sales figure. Rather, its purpose is to solve a social problem in its environment,
which aims to improve and/or resolve.
Steps to start a social enterprise
The social enterprise is having a great acceptance in the business environment. Not only
because of the multiple benefits for society and, above all, for less privileged sectors. The
creation of social enterprises supposes substantial and lasting changes in the social
paradigm, and that make the end-consumer more aware of that.
60% of consumers are willing to accept an additional cost of up to 10% to purchase
"responsible" products - Nielsen Report.
Any person, who decides to start their business venture through a social enterprise, must
bear in mind that the steps to follow to create it will depend on the legal form chosen. Here
we detail the steps to start a social enterprise:
1. Autonomous Community in which you are going to establish the address of the social
enterprise. There are some communities that have competence regarding the creation of
social enterprises and that specific regulation governs, instead of the state one.
2. Choose based on which model your social enterprise will be developed, since there
are different modalities: cooperatives, mutual societies, foundations, associations, labor
companies, etc
3. Depending on the figure we have chosen, we will go to the regulations in question
and the necessary procedures will be carried out in each case.
But, ultimately, when creating a social business, you should keep in mind that it is as if to
create a normal company. The only difference lies in the corporate purpose of the business,
which is none other than to pursue the collective interest of its members (cooperatives for
example) or general economic or social interest.
What kinds of models exist to create a social enterprise?
Social enterprises that respond to the needs of the environment in which they live can
present different business models through which they are beneficial for our society. There
are many companies that are considered social because of several aspects they present, but
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which are very different from each other because each offers a solution to a different
problem.
Therefore, we find that socially responsible companies base their social models in one of
possible ways that allow them to help society:
• Through the product or service: they refer to companies that offer products that
solve a problem, improve the efficiency of some production processes, provide new
technology to people who needed it, or reduce/substitute costs that people do not can
allow. The pricing policy and the treatment of people who cannot afford the product or
service are key to be considered as a social enterprise.
• Through work: companies that put the value they have in society with work, use
groups at risk of exclusion, or with fewer opportunities, to carry out the activity of the
company. The ideal model consists of studying the characteristics of these collectives,
theoretically at a disadvantage, to see in which jobs they can provide a competitive
advantage.
• Through the raw material used: the models based on the raw material offer products
already existing in the market, but made with new materials that surprise the consumer. This
is the case of organic products or products made with non-polluting materials. The most
interesting thing is to ensure that the products are of the same quality as those that are
being replaced and that it is worth paying something more for them.
Tips for the viability of a social enterprise
There are many social entrepreneurs who carry out business projects with the aim of
responding to different society problems. However, not all are successful. Although many
ideas are very useful and interesting, many of these projects stay on the road because their
business viability is not possible. Therefore, it is necessary to know some recommendations
for the success of social enterprises.
• Detecting opportunities: it is necessary to see where there is an opportunity to know
how we can respond to a problem. Doing a social business because it is not going to take us
anywhere. We must analyze the market and investigate how we can help improve society
and narrow the field of action, especially at the beginning. Like normal businesses, we must
dedicate ourselves to one thing in particular, since we cannot cover all social needs.
• To get to know the customer: we must be aware that, on occasion, the person who is
going to benefit from our product is not the same person who is going to pay for it. You
should focus on each of your audiences.
• It is a company, it is not an NGO: it is essential to manage the project as what it is, a
company. It is necessary an address and an administration of the accounting that allows to
make decisions about investments and expenses.
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• To establish a profitable business model: like all companies, it is necessary to create a
model that generates benefits, or at least, that does not generate losses. Social enterprises
are not confronted with the generation of benefits through the activity they carry out, but
they do put the solution to the problem of society before obtaining wealth for the founder.
• Do not depend on subsidies: It is likely that at the beginning, donations, grants and
subsidies will help us to relaunch the project. However, one of the keys is to try that this is
not the only source of income for the company. At the time they disappear, the company
will not be able to move forward either. The objective is to obtain a financial stability that
allows the durability of the company.
• To offer added value to your product or service: this is one of the most important
points. The products and services offered by social enterprises tend to have a higher price
for obvious reasons: more elaboration, more expensive materials and actions in favor of the
environment in which we live. Therefore, we must get people to agree to pay a surcharge for
the value of our product or service against the competition.
Legislation on social enterprises
The basic legislation by which social enterprises are governed is Law 5/2011, of March 29, of
the Social Economy. Subsequently developed by Law 31/2015, of September 9, which
modifies and updates the regulations on self-employment and measures are adopted to
promote and promote self-employment and Social Economy.
Then, depending on the legal form that each business adopts, the law that will govern will be
different. Thus, we detail below the laws that correspond to a social enterprise depending
on the legal form they assume:
Law 44/2015, of October 14, of Labor and Participated Companies. This law repeals the one
that until now was in force: the Law 4/1997 of Labor Companies.
If the social enterprise adopts the form of a cooperative, Law 27/1999, of July 16, on
Cooperatives will govern. The cooperative societies are constituted by people who are
associated to carry out business activities aimed at the satisfaction of economic and social
needs and aspirations. A famous example of a cooperative society is the Consum
supermarket chain.
If the social enterprise is developed around the legal concept of a non-profit association, we
must turn to Law 1/2002 regulating the Right of Association.
If it were a foundation, the social enterprise will be developed based on the provisions of
Law 50/2002, of December 26, on Foundations. What do we understand by foundations?
Organizations established without profit purpose and whose patrimony they destine of
lasting way to the accomplishment of aims of general interest.
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Incentives for companies
Social enterprises enjoy a whole series of incentives, which are necessary to continue
encouraging and motivating the growth and creation of this type of business.
We highlight the following incentives for social enterprises by the State:
• To promote professional training and retraining.
• To facilitate access to processes of technological and organizational innovation.
• To promote the development of the social economy in areas such as rural
development, dependency or social integration.
• Bonuses in the company social security contributions for 3 years, with an amount of
€137,5/month during the first year; €66,67/month for the remaining two years.
• Bonuses on Social Security contributions for companies that hire people in a situation
of social exclusion of 70,83 euros/month (850 euros/year) during the entire term of the
contract, or for 3 years in case of indefinite hiring, or good of 137,50 euros/month (1.650
euros/year) during the entire term of the contract or for 3 years, in case of indefinite hiring,
in the case of children under 30, or under 35 years who have recognized a degree of
disability equal to or greater than 33 percent.
The support from the regional Public Administrations to the Social Economy (SE) is a
reference in Spain, being your last promotion plan the "Integral Plan for the Promotion of
the Social Economy of the Murcia Region 2017-2020", not existing in other Spanish regions.
Other ideas about the particularity of the Region of Murcia in the field of SE:
- The Region of Murcia is prominent at the national level in the creation of Social Economy
companies, especially in the form of associated work cooperatives.
- The organizational structure of the SE sector in the Region of Murcia is outstanding, being
representative organizations: AMUSAL, FECOAM, FECAMUR, UCOERM and UCOMUR.
- To the aforementioned we must unite the role that in the promotion of other business
forms of SE has "Full inclusion Region of Murcia", the federation of associations of families of
people with intellectual disabilities, which integrates Special Employment Centres with wide
base of associations of relatives of people with disabilities, or federation initiatives in the
area of the few insertion companies that exist in the Region, figure with potential for growth
in the Region and a marked social character of their organizations.
At the national level, belonging to CEPES, the work that is promoted in the promotion of the
Alternative and Solidarity Economy is carried out within the framework of the Network of
REAS Networks, whose entities are inspired by the Charter or the Principles of the Solidarity
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Economy, that contribute other types of entities for the purpose of social development and
particular solidarity. Reas has its own territory in our Autonomous Community, Reas Murcia.
More information at: https://www.economiasolidaria.org/
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2.3 Case of Poland
The concept of social economy is extremely broad and affects many spheres of social life.
The key principle in this idea is the primacy of acting for the benefit of people (members,
wards) over maximizing profit.
Social economy entities, fulfilling the needs of their members or dependents, often perform
tasks that neither the state nor other economic entities perform in a sufficiently effective
way.
The social economy in Poland is based on the values of solidarity, participation and self-
government, and plays a key role in social local development. It allows the use of human
resources in a complementary way to the private and public sectors, prevents social
exclusion and eases social tensions. More broadly, the social economy supports the process
of building a civic society.
Entities of the social economy
Social economy institutions are economic and social entities operating in all sectors. They
can take many forms, including:
cooperative banks, mutual insurance, cooperatives, guarantee funds, social and social
enterprises, regional development agencies, associations, foundations.
Despite the multiplicity of legal forms, there is a certain set of features common to all these
entities:
the priority of individual and social goals over profit
open and voluntary membership
democratic control of members
combining the needs of members / users and / or general needs
defence and implementation of the values of solidarity and responsibility
autonomous management and independence from public authorities
allocation of earned profit to achieve the goals of stable development, implementation of
services for members or general services.
Social economy - Polish traditions
Poland has rich traditions in this field. Starting from the nineteenth-century savings and loan
banks, and cooperatives established in rural environments. In the interwar period, the Polish
cooperative movement was one of the most dynamic in Europe at that time. At that time,
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two forms evolved and developed, to this day considered as classical mechanisms of the
social economy: cooperatives and mutual insurance societies.
During communism social economy in principle disappeared, although after 1956 hybrid
solutions were created, which were called associations, cooperatives and unions. However,
due to the dependence on the state, these organizations cannot be classified as the social
economy entities.
After 1989, conditions were restored to reactivate activities in the field of social economy.
The most important entities are: cooperative and cooperative organizations - there are
about 13,000 cooperatives in Poland in 13 cooperative sectors, of which the most numerous
are housing cooperatives, Społem (consumer) grocery cooperatives, labour cooperatives,
agricultural cooperatives, "Samopomoc Chłopska" agricultural cooperatives and student
cooperatives, Cooperative Savings and Credit Unions, Mutual Insurance Companies.
The concept of social cooperatives appeared in Polish legislation for the first time in the Act
of 20 April 2004 on the promotion of employment and labour market institutions, which was
amended by the Act of 16 September 1982 on Cooperative Law (Journal of Laws 2003, No.
188, item. 1848, as amended), introducing the first legal framework for the creation and
operation of social cooperatives in Poland. Under the regulations, the first such
organizations started to emerge. The intention of the legislator was to fill the gap in the
system of social inclusion through social economy entities. The basic legal act in Poland
regulating the functioning of social cooperatives is the Act of 27 April 2006 on social
cooperatives, according to which the subject of activity of a social cooperative is running a
joint enterprise based on the personal work of its members. Although this is not a direct goal
of their business activities, these organizations work for:
• social reintegration of its members, which should be understood as measures aimed at
rebuilding and maintaining the skills of participating in the life of the local community and
performing social roles in the place of work and residence,
• professional reintegration of its members, which should be understood as measures aimed
at rebuilding and maintaining the ability to work independently on the labour market.
Social cooperatives in 2010 acquired the right to run public benefit activities, which brought
them much closer to the organization of the third economic sector. At the same time, the
legislator provided for simplified reporting for this type of activity for social co-operatives.
The status of a public benefit organization may be obtained by cooperatives operating for
less than two years and it has been possible to undertake such activities even when persons
punished for intentional crimes sit on the board of a social cooperative. As part of this
activity, volunteers can provide benefits to a social cooperative.
Social co-operatives as a social policy tool were designed by the legislator in such a way as to
support reintegration of socially excluded people or people at risk of social exclusion.
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Pursuant to the act on social cooperatives, this kind of organization can be established
primarily by:
1. Unemployed people.
2. Disabled people.
3. Homeless people implementing an individual program of getting out of homelessness.
4. Addicted to alcohol, after the end of the psychotherapy program in a rehabilitation centre.
5. Addicted to drugs or other intoxicants after the end of the therapeutic program in a health
care facility.
6. Mentally ill, within the meaning of the provisions on the protection of mental health.
7. Refugees implementing an individual integration program
8. Discharged from prisons, having difficulties integrating with the environment.
In the original version of the Act on social cooperatives, the acceptable categories of
members of social cooperatives actually ended on the above-mentioned catalogue of
people. It was possible to join people whose work for the cooperative requires special
qualifications impossible to be met by other members of the cooperative. The number of
such specialists from outside the group threatened with social exclusion could not exceed
20% of the members of the cooperative.
In 2009, the first amendment to the Act on social cooperatives was introduced, which
allowed the possibility of establishing social cooperatives by other persons than those
mentioned above, if their number does not exceed 50% of the founders. Additionally, the
founders of social cooperatives may be non-governmental organizations, local government
units or local legal entities. This change is aimed at providing to social cooperatives
competencies appropriate to the organization management. Since then, in practice, social
cooperatives of legal persons can be found, most often established by two non-
governmental organizations, less often by local government units. These types of co-
operatives are required to employ at least 5 people at risk of social exclusion and, as shown
by the conducted research, they do so. They often employ people with disabilities or people
who have an accumulation of many causes of social exclusion (addictions, homelessness,
etc.)
A social cooperative of individuals consist of at least 5 people, and the maximum number of
members is 50 people. The exception are social cooperatives formed as a result of
transformation of disabled co-operatives or blind co-operatives, which may have a larger
number of members. If the number of members exceeds 15 people, a supervisory board is
required. In smaller organizations, supervision may be performed by the general assembly.
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The members are employed in a cooperative on the basis of a cooperative employment
contract.
Social co-operatives can count on financial support from the state budget or the budget of
local government units, in particular through: subsidies, loans, sureties, services or
consultancy in the financial, accounting, economic, legal and marketing-related areas. They
can also apply for refund of the costs of lustration, ie periodic mandatory organizational and
financial research of the cooperative by the authorized experts of the National Co-operative
Council. However, it is worth paying attention to the types of support that occur in practice:
• one-time support for eligible members from the European Social Fund, granted by OWES-y
in the amount of approx. PLN (the exact amount depends on the conditions of the project
implemented by OWES)
• monthly bridging support for eligible members from the European Social Fund, granted by
OWES for the first six months of operation of a social cooperative with the possibility of
extending for another 6 months; the amount of support for each eligible member is about
PLN 1,300 per month (the exact amount depends on the conditions of the project
implemented by OWES),
• one-time support from PFRON for eligible disabled members to create a job,
• refund in full for 24 months from employment and half of the members' remuneration
corresponding to the premium payable by the employee for retirement, disability and
accident insurance, and part of the personnel costs of employees (Labour Fund), for a
further 12 months,
• exemption from registration fees,
• exemption from corporation tax income of a social cooperative in connection with the
social and professional reintegration of its members,
• privileges in public procurement in relation to an important social mission (in case the
ordering party uses social clauses).
When a social cooperative develops a balance surplus, it cannot be divided among members,
or should it be allocated to increase the share fund or the interest rate on shares, as ordinary
cooperatives can do. The division of the surplus is strictly defined and it is necessary to:
• at least 40% spend on increasing the resource fund,
• at least 40% for social reintegration activities and socially useful activities,
• the rest for the investment fund.ne-time support for eligible members from the
Labor Fund (up to 4 average wages)on-governmental organizations.
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2.4 Case of Italy
Social enterprises in Italy, regulated by D.l n.112/2017 implemented according to the
principles contained in the L n. 106 of 6 June 2016, are private organizations that carry out
business activities for civic, solidarity and social utility purposes and allocate their profits
primarily to the achievement of the corporate purpose, adopting responsible and
transparent management methods and encouraging the broadest involvement of
employees, users and all those interested in their activities.
These activities must generate revenues more than 70% of the total revenues of the social
enterprise and They must concern:
• Social services
• Health services
• Social and health care
• Education, vocational education and training and cultural activities of social interest
with educational purpose
• Services aimed at safeguarding and improving the conditions of the environment and
the prudent and rational use of natural resources, with the exclusion of the activity of
collection and recycling of urban, special and dangerous waste
• Interventions for the protection and enhancement of cultural heritage and
landscapes;
• University and post-university information
• Scientific research of particular social interest
• organization and management of cultural, artistic or recreational activities of social
interest, including activities for promotion and dissemination of the culture and practice of
volunteering, and activities of general interest
• Community-wide sound broadcasting
• Organization and management of tourist activities of social, cultural or religious
interest
• Extra-scholastic training, aimed at preventing school drop-out and scholastic and
educational success, preventing bullying and combating educational poverty
• development cooperation
• services aimed at the insertion or reintegration into the labour market of workers
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• social housing, and other temporary residential activities aimed at satisfying social,
health, cultural, educational or work needs
• humanitarian reception and social integration of migrants
• microcredit
• social farming
• organization and management of amateur sports activities
• requalification of unused public goods or assets confiscated from organized crime
A part from the activity, the company which, for the pursuit of civic purposes, solidarity and
social utility, employs disadvantaged workers, person with disabilities, or homeless people
(not lower than 30% of workers) is considered social enterprise, regardless of its specific
object.
Moreover, Social enterprise cannot allocate profits, but it must reinvest surpluses to the
performance of the statutory activities or to increase the assets.
Therefore, two separate worlds coexist in the social enterprise: on one hand there is the
product of the business activity, on the other hand there is the production of goods and
services of social utility.
Other innovative features of the social enterprise can be summarized as follows:
The democratic nature of management, that involve in the management of the company
stakeholders both internal (members, collaborators) and external to the organization (end
users, lenders or donors);
The involvement of end users in the evaluation of results;
Social reporting carried out mainly through the preparation and publication of the
social report;
The allocation of profits and operating surpluses to the performance of business
activities and, therefore, not distributable even in the event of dissolution. In this
case, the entire assets will be donated to other non-profit associations listed in the
Articles of Association.
The regulation also provides for a favourable tax regime for those who invest in social
enterprises: from the gross tax on personal income (IRPEF) is deductible an amount of 30%
of the total budget invested by the entrepreneur in the shared capital of social enterprises.
Within the non-profit sector, and in particular social enterprises, the networks plays a key
role, representing a structural component of the organization and not just a function that
can be more or less structured according to contingent needs. For these organizations, in
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fact, the opening of their organizational system to other interlocutors represents a
substantial condition of effectiveness of their actions, as it allows them to better understand
the needs and needs of the beneficiaries, but also to identify and attract resources often
very relevant to guarantee its operation and development
2.5 Case of Portugal
In Portugal one can create an association in the same day in what is called association in the hour. This association can then be more focused on local community support, health (more common and visible associations) or any other type of support organization related with society. Here these associations or non-Profit Organizations have shown a growing presence in the national economy, Portuguese Non-Profit Organizations represent an important workforce, employing around 185,000 workers, which is expressed in a 4.3% employability percentage. This workforce produced goods and services worth 5.7 billion euros for Gross Domestic Product and contributed 2.7 billion euros in Gross Value Added for the valuation of the social economy. In 2012, Portugal had 12,156 institutions of the social economy, forming part of these, 3400 social solidarity Institutions( IPSS) and 393 mercies. The social responses existing in the national context are provided mostly by Non-Profit Organizations (68%) and of these 61.4% are IPSS. Most of the activity of the Third Sector focuses on the provision of services, specifically in the area of social services (47%).
Legal framework
The State contracts with the Social Organizations establishing a relationship of interdependence. This relationship corresponds to a concerted form of reciprocal obligations governed by rules defined in legal documents, such as statutes, legislation, agreements and cooperation protocols. Through legislation, the state controls the functioning and financing of institutions, imposing a model of institutional homogenization, which institutions seek to adapt, as a way of overcoming difficulties and meeting needs. These institutions thus develop a process of isomorphism characterized by the formal pressure exerted by the entity on which they depend (State), changing their behavior and structure according to their directives.
The determination of the rules of operation and financing in the different legal documents is operationalized as follows.
The Statute of the Social Organization, which establishes its obligations to the State, also determines the ways in which they can assume, their areas of coverage and the purposes they must pursue. They are, as mentioned above, the nature of public-sector legal persons whose benefits, such as tax exemptions and reduction of certain rates, function as a form of indirect financing.
The Cooperation Protocol (CP) is part of a public / social partnership established between the Ministry of Solidarity and Social Security (MSSS) and the representative entities: Union of Portuguese Misericórdias (UMP), National Confederation of Solidarity Institutions (CNIS) and
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the Union of Portuguese Mutualities (UM). This protocol establishes the financial contributions of the Social Security to the institutions, with regard to the costs of social responses, stipulates some working rules complementary to the legislation and cooperation agreements of the typical social responses and determines measures of support and incentive to the reinforcement of the installed capacity with a view to increasing the efficiency of social responses and the effectiveness of existing capacities and resources, through programs such as the Food Emergency Program (PEA) and the Social Emergency Program.
The cooperation agreements that are signed between the District Social Security Centers and the social organizations may be typical or atypical. Typical cooperation agreements are established with institutions that develop social responses with their own legislation, where the conditions of installation and operation are determined. These agreements define the rules of operation of the institution, the typology of users, the rules on family support and, among other obligations, the obligation to provide annual accounts. Atypical agreements are established with institutions that develop responses that are not legislated, intervening with specific vulnerable groups, which imply a more complex intervention due to the characteristics of the target public, the conditions, and the place of implementation that imply the adoption of specific rules and the application of costs on a case-by-case basis.
These legal documents form a contractual model with direct financing to the institutions and shape the functioning of the institutions. This fact contributes to a limited autonomy in relation to the development of the services provided and discourages innovation initiatives in product, process and management, where it may result in a low level of competitiveness.
Indeed, the legal framework of the institutions introduces some constraints to the pursuit of its business in a sustainable way. This is because IPSS adaptation to changes in legal norms may require large investments, such as the construction of infrastructure, which almost always involve the use of credit, which can lead to financial bottlenecks. Legislative changes tend to follow the increase in standards, but in the case of IPSS, particular attention to their specificities in economic terms would be more pertinent.
Interested parts
The relationship of interdependence between the State and the social organizations identifies the State as its main financier and stakeholder. The historical institutionalization of the social policies of the welfare state has instilled in the citizens the feeling that social protection is the exclusive function of the state, so that society is not aware of the difficulties and challenges with which the institutions have to deal, nor of the responsibilities it should assume to collaborate with the social organizations in order to promote its sustainability. Civil society has a limited understanding of these organizations as a single sector, which explains the Third Sector's difficulty in promoting philanthropy, attracting social support and ensuring its future development. The Social Organizations therefore move away from the profiles of non-profit institutions in other countries, the low presence of voluntary work, the marked governance of material and human resources, and a resource management strategy that is more oriented toward economic survival than to support the needs of the user population.
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The lack of transparency of the activities of some social organizations and a closed posture in them is a factor blocking the opportunities generated by networking. It is up to the IPSS to develop a greater openness and involvement, which fosters awareness in civil society of what they are, their role, and their importance.
Stakeholder engagement is considered an essential element for the sustainability and success of the institutions. Stakeholders or stakeholders are "members of the community or organizations, but also those who affect or may be affected by the activities, products or services of the organizations and the performance associated therewith. Not including everyone who has knowledge or opinions about the organization.
It is essential for organizations to identify their stakeholders, meet their expectations, respond to them and provide them with accountability, building social management based on accountability and transparency .Stakeholder identification is defined based on five criteria determined by the type of relationship that organizations establish with them: relationships of responsibility (contractual, legal, financial and operational), influence (influence power or decision having an impact on the organization) , proximity (greater interaction and relationship with dynamics and daily operations) and dependence (dependent on the activities or operations of the organizations) In this way, stakeholders, the State, formal partners, individuals or entities with influence in the community, volunteers or suppliers, employees, beneficiaries and the local community are identified as stakeholders.
In view of the diversity of stakeholders, institutions will have to be able to determine them, through the context and objectives to be achieved, taking into account that the stakeholder involvement process improves the decision-making process, (financial, cognitive and technological), which would not have been possible without the stakeholders. Institutions should listen to stakeholders, build together something of general interest, and then report on the goals, the achievements, the goals and the reasons for them. The mechanism of stakeholder involvement is essential in identifying new opportunities, to detect changes in the context and needs for new responses (Roque, 2012), as well as in the search for interinstitutional, planned and complementary solutions .
Social Economy Sector State of the art
The emergence and development of the non-profit sector suffered in Portugal from the strong influence of the Catholic Church, from the growth of mutual societies, from self-help, from the ever-present political control in national history, and from the government's social services in these organizations. The emergence of Third Sector organizations is related to associative movements, starting from individual initiatives of some social agents and community cooperation. "The characteristics and modes of operation of the Third Sector are also related to the specifics of the communities where it is inserted". Within the non-profit organizations of the Portuguese context are the IPSS, which cover a diversity of forms of intervention and maintain a relationship of interdependence with the State, with a division of functions and a sharing of the State in the functioning of institutions. The social solidarity Institutions are extremely important because they fill the state's gaps in social responses to the population, and thus constitute a crucial point in social balance.
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The Portuguese Non-Profit Organizations present some limitations, of which the following stand out: the recent reality of the national context shows little recognition and little visibility at the level of public opinion; reduced funding, staff insecurity (associated with financial instability and lack of professionalism of human resources), undermine the mission of organizations. These limitations are related to one of the main problems, which is the scarcity of resources.
In non-profit organizations, internal management needs, the existence of a control system and the requirement of accountability, as well as external constraints related to funders' demands for resource optimization raises troubling issues associated financial sustainability. Although they do not aim at profitable operations, these organizations have to strike a balance between their mission and their financial responsibility (issues of financial sustainability, which are not felt by organizations in other sectors). On the other hand, the correct management of resources in the pursuit of its mission, based on a rigorous and demanding system of accountability, leads to a greater capacity to withstand financial crises (Abraham, 2003). This reason makes it important to study the funding structure of this type of organization.
According to the Directorate-General for Social Security, about five thousand Social Organizations were registered with social action objectives, focusing their activities in areas covered by Social Security, health protection, education and housing. The organizations of the Third Sector survive through funds that have a variable structure according to the sector of activity and the voluntary one.
Given the importance of the activities and services developed by the Social Institutions, they enjoy a regime of benefits and tax advantages, which are a reflection of their specificity in the Portuguese context. The accounting standardization regime for Non-Profit Entities includes the accounting rules adapted to the institutions that, due to their social purpose, have certain benefits, but are obliged to follow criteria of rigor and transparency in the information related to the activities carried out, the management of resources and the results obtained. Legally registered social organizations can be granted the status of a legal person with public utility ,which gives them advantages such as benefits and tax exemptions, namely in terms of taxes: Income Tax (IRC), Value Added Tax (VAT), Municipal Tax on Real Estate Transfers (IMT), Municipal Property Tax (IMI), Vehicle Tax (ISV), Single Tax of Circulation (IUC) and Seal (IS).
IPSS has two main types of financing: public financing, which refers to the support of State agencies, and private financing, which integrates, on the one hand, revenues obtained from internal sources (resulting from its operational activity) and external sources ( which are not generated by the institution), and, on the other hand, loans (obtained from banks or other private entities).
Public Financing
A significant part of the social solidarity Institutions, to keep its services and activities, it seeks funding from various sectors of the State (central and local), according to its area of
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intervention, to obtain monthly financial support of a lump sum, which allows them to maintain financial equilibrium. The following table shows the different types of support that the various sectors and bodies of the State can allocate to the IPSS, as well as the support coming from Community programs.
Typology of public funding/financing:
ENTITY
District Centers Social Security
Cooperation Agreements for social responses
Monthly contribution per user
ENTITY
Ministry of Solidarity and Social Security
Support from PIDDAC / PARES / DOM
Investment Plan for the construction of infrastructure and the acquisition of movable property
ENTITY
Local Authorities: Municipalities and Parishes
Occasional subsidies
One-off subsidies (infrastructure or mobile equipment)
ENTITY
Municipalities
Annual agreement for the provision of lunches to children
Program for Expansion and Development of Pre-school Education
Monthly allowance covering the CATL social response (with school breaks and without lunch)
Monthly allowance covering children attending the Public Kindergarten
ENTITY
Institute of Employment and Vocational Training
Employability measures (combating long-term unemployment and integration into the labor market)
Financial support according to the measure approved by application (internship-employment, employment contract, etc.)
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ENTITY
Ministry of Health
Protocols with Regional Health Administration
Consultations, exams and medical treatments, including surgeries
ENTITY
Community Funds
European Programs
Investment for infrastructure construction, acquisition of mobile assets, implementation of projects (priority areas) and training plans.
Private financing
The Social Solidarity Institutions are entities that, according to their by-laws, elect their social bodies by a General Assembly, composed of members, who pay monthly or annual fees (in some cases a registration fee is charged). As non-profit organizations, IPSS are often the target of donations by private individuals who wish to value the effort of support or care provided: companies or other groups in the community that recognize the importance of the organization, allocate some value monetary.
ENTITY
Beneficiaries and Families
Family Compensation Monthly Social Responses with Cooperation Agreement
Each user and / or his / her family participates monthly (according to the social response and the calculation of per capita income) according to the guidelines of the Social Security
ENTITY
Beneficiaries, families and community
Payments related to payment (services, consultations, examinations, hospitalizations, etc.), community support services (laundry, hairdressing, food, etc.), which are not covered by protocols with public entities
ENTITY
Beneficiaries or members of the Community
Quotations
Quotas paid by Organization members
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ENTITY
Beneficiaries, members of the Community and private entities
Donations, sponsorships and donations
Donations in voluntary work, genders, goods and values. Supply of goods and equipment for sale to the organization.
ENTITY
People or entities
Fundraising
Fund raising and fundraising initiatives
ENTITY
Private
REVENUE RESOURCES
Rent
Rent of housing, shops, training, rental of equipment (vehicles, others)
ENTITY
Companies or other entities in the profit sector
Competitions to support social projects
Development of projects in the social area, initiatives of social responsibility, with impact and social innovation
ENTITY
Private persons or entities
Loans from banks
Loans from Individuals or Private Entities
Bank credit, with the commitment to fully refund the amount (plus interest) within the agreed term
Loan with the commitment of full refund of value (plus interest or not) within the combined term
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The growing increase in the number of organizations has fostered internal competition in the sector by raising donations. The construction of a financially sustainable organization implies adopting strategies that increase the efficiency and effectiveness with which it provides its services. Non-profit organizations seek to achieve objectives related to their mission (guaranteeing the values of social intervention in relation to the needs of their recipients) and maintaining a healthy financial situation that guarantees their survival. These organizations make other gains by selling products and services that finance their activities and create some capital reserve. On the one hand, this diversity of sources can undermine the mission / legitimacy of the institution and create a complex functioning, especially for smaller institutions. On the other hand, the same diversification can be advantageous in a situation in which the instability of a single source of revenue is verified, thus achieving a greater sustainability of the organization. This is extremely important in organizations with a high degree of revenue uncertainty.
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III Good practices on Youth Social Entrepreneurship
3.1 Case of United Kingdom
3.1.1 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION Yeah CIC
TYPE OF INSTITUTION Community Interest Company
ADDRESS DATA N/A
LINK TO THE WEBSITE N/A
DESCRIPTION An organisation based on the work of the National Council for Voluntary Youth Services (NCVYS), Yeah CIC works to create new Social Enterprises every day.
CASE STUDY Yeah CIC is a community interest company and a wholly owned subsidiary of NCVYS. It was established with the purpose of ‘taking the best to the rest’ by providing a one-stop-shop for social franchising within the VCS; yeah CIC matches products with buyers, offers advice on intellectual property protection, manages franchise contracts, and markets and sells both directly and on a fixed-term licence basis. Driving a product to market via yeah CIC is decidedly youth led; young people were involved at the company’s inception and took responsibility for devising the process through which a product is submitted for consideration by yeah. Therefore the robustness of the process underpinning yeah CIC’s work is down to the hard work of a group of young people who carried out extensive research on product development and marketing. All products and services submitted for consideration through yeah CIC need to meet NCVYS’ own vision, values and broad charitable objectives to some degree; the stipulation is that yeah CIC’s commitment is to generate income for the sector whilst broadly benefiting young people; hence the company’s focus, as well as its function, is youth led. In addition to young people creating the process, yeah CIC has a working group that rigorously assesses product proposals every three months. This group is made up of a number of individuals, but at any one time about a third to a half of the group comprises young people (young entrepreneurs as well as young people involved through a variety of participation programmes), who have an equal voice in the proceedings. This makes the ethos of yeah CIC’s work both youth focused and youth led.
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3.1.2 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Creu Menter/Creating Enterprise
TYPE OF INSTITUTION Social Enterprise
ADDRESS DATA Morfa Gele North Wales Business Park Cae Eithin Abergele LL22 8LJ
LINK TO THE WEBSITE www.creatingenterprise.co.uk/en/home/
DESCRIPTION A building and maintenance Social Enterprise
CASE STUDY Creating Enterprise is an award-winning building and maintenance social enterprise based in North Wales. They state their aim as to be the ‘social contractor of choice’ for public and private sector organisations. Established in 2015, it is a wholly owned subsidiary of Cartrefi Conwy Housings Association. Creating Enterprise has two branches: ‘Property Services’, which they describe as the ‘commercial side’ and ‘People Services’, like their ‘Employment Accademy’ which works towards a social goal. Their profits from the Commercial side are reinvested into their Employment Academy, which creates volunteering, training, and employment opportunities for social housing tenants. There is a clear need for the Social Work that Creating Enterprise is working towards, as 59% of these tenants struggle to stay employed, whereas 75% are willing to work and volunteer. Creating Enterprise is bringing more people each year into the world of Social Enterprise and employment, targeting those that need work the most and creating a business around what they do.
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3.1.3 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Young Advisors
TYPE OF INSTITUTION Not-for-profit organisation
ADDRESS DATA 8 Bradley Street, Manchester M1 1EH
LINK TO THE WEBSITE http://www.youngadvisors.org.uk
DESCRIPTION The Young Advisors Charity is a not-for-profit organisation, based in Manchester, UK.
CASE STUDY Young Advisors Charity was founded in 2007, following a pilot programme in 2006. Through a social franchising model there are now 51 Young Advisor teams across England that have employed over 900 young people to date. There is a small core staff team of seven, supporting the training and the network as a whole. The turnover of the movement is approximately £2m per year. Young Advisors are typically young people aged between 15 and 21, who show community leaders and decision makers how to effectively engage young people in community life, local decision-making and the improvement of services. Young Advisors are trained agents of social action guiding local authorities, housing associations, and other local partners on what it is like for a young person to live, work, learn and play in their neighbourhood. They bring unique expertise and knowledge about being young in their area to influence an organisation’s strategic planning, decision-making and marketing. They insightfully map local provision, gaps and problems and work directly with other young people encouraging them to get involved. The setting up of the Charity was a collaboration between young people and adults originally involved in the pilot projects. The board to this day remains young people led, with young people in the majority; adults with places on the board have been elected for their specific expertise. This led to the pioneering approach (which involved challenging Charity Commission existing practice) of appointing trustees under the age of 18. In addition to involving young people at all levels of governance, they are also involved in the co-production and co-delivery of all training. Following start-up support and training, many of these young people then also have the autonomy to operate local branches of Young Advisors, many of which go on to become independent social enterprises.
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3.1.4 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Street League
TYPE OF INSTITUTION Social Enterprise/Charity
ADDRESS DATA House of Sport, 4th Floor, 190 Great Dover Street, London, SE1 4YB
LINK TO THE WEBSITE https://www.streetleague.co.uk
CASE STUDY Street League is the ‘UK’s leading sport for employment charity.’ It has a belief that school is not ‘one-size-fits-all’ and that young people can be ‘made outside the classroom’. This belief means that those who did not ‘succeed’ or feel correctly supported by the education system still have opportunities to succeed. Street League work by teaching through sport, for both their employees and those they work with. Their primary social aim is to tackle youth unemployment, using award-winning programmes to support nearly 6,000 young people into work. They work with 16-24 year olds, who are not in work, education or vocational training, who can join their free sport and employability courses that are available in 14 cities around the UK. While these young people work with Street League, teaching younger children in sports programmes, they can also receive 1-to-1 mentoring and support regarding career and life advice. They have helped 1, 553 young people into work and training in just 2016, through their programme across a range of 23 different industries, showing that just because they work in the sport industry, it does not limit the possibilities that the graduates of their programme have. Street League are award winning and also backed by celebrities such as Jose Mourinho, as the roots of their organisation are in football with around 70% of their participants working in football. They also offer ‘fitness’ and ‘dance-fit’ programmes.
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3.1.5 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Room for Tea
TYPE OF INSTITUTION Social Enterprise
ADDRESS DATA Room for tea 27 Dingley Plae EC1V 8BR
LINK TO THE WEBSITE https://www.roomfortea.com
DESCRIPTION Online platform for house-sharing and renting houses
CASE STUDY Milena Bottero started Room for Tea when she was 22, it acts as a network that connects young people with short-term, affordable housing with older people who would appreciate their company. This way Bottero is tackling the social exclusion of the elderly, while accommodating for the needs of the youth, all through social enterprise. The website has verified hosts and homes, using the online system as a buffer ensuring quality control. The system seems to have been popular and the website allows you to read reviews from people’s house-sharing experiences. There is an article from Medium about ‘Roomfortea’ (https://medium.com/@roomfortea/london-is-where-you-belong-54e2f363772e) where the author describes it as ‘urban co-living at its finest’. Room for tea is a great example of a British Social Enterprise, it’s social goals are not extremely distinct, however they are certainly being achieved through the business that is being run.
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3.1.6 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Peer Productions
TYPE OF INSTITUTION Social Enterprise
ADDRESS DATA Peer Productions within Woking Youth Arts Centre, Trinity Rd, Knaphill, Woking GU21 2SY
LINK TO THE WEBSITE http://www.peerproductions.co.uk
DESCRIPTION Youth arts training company
CASE STUDY Peer Productions is a youth arts training company specialising in peer education through theatre and film. It was set up in 2006 by community artists Nina Lemon and Jason Orbaum, and recruits and trains young volunteers (aged 16-24) as actors and educators, empowering them to deliver community arts projects including touring educational plays and films to schools and community settings. The young people volunteer full time for a year before going on to drama school, university or to work in the creative industries. Many of the volunteers have gone on to study at highly prestigious schools. Peer Productions reaches over 10,000 young people in the South East of England, and delivers via a core team of four staff. Plays and films tackle social issues of most relevance to young people, including teenage pregnancy, mental health, homophobia, social exclusion and intergenerational relationships, to name a few. The work of the company is very much centred around targeting and working with hard to reach community groups, including LGBT teenagers, young Muslim men, young carers, young homeless people, disabled young people, those with mental health issues and young offenders. In addition to this work, Peer Productions runs a young people’s theatre for 8 to 23 year olds. Herself a young person when the business was started up, Nina, one of the company Directors, has been in receipt of UnLtd funding and has also been named as a Future 100 Young Entrepreneur. Young people are at the heart of Peer Productions. The company was co-founded by a young person, young people volunteer and gain invaluable skills prior to going on to further training, and numerous others benefit from engaging in a range of activities that tackle head-on the issues facing many young people today.
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3.2 Case of Spain
3.2.1 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION FUNDACIÓN EMPLEA (Ivan Reche)
TYPE OF INSTITUTION ASSOCIATION OF PROMOTION AND SOCIAL INNOVATION
ADDRESS DATA N/A
LINK TO THE WEBSITE www.fundacionemplea.org
DESCRIPTION Fundación Emplea is a non-profit organization dedicated to the development of innovative methods and projects to promote full employment in the open labor market of people at risk of exclusion.
CASE STUDY The Foundation was created in 2008 by the Spanish Association of Employment with Support (AESE) with the mission of strengthening the methodology of Supported Employment and innovation in employment programs for vulnerable groups.
We deploy a large number of initiatives and projects, becoming an influential entity in innovation for employment and to overcome social exclusion as we are an entity that gathers the main Spanish networks of entities that make innovations within employment and/or work in the labor insertion of the most discriminated groups.
Since 2008, the Foundation has carried out projects with a current network of more than 500 entities throughout Spain, with a presence in all the provinces. From Fundación Emplea we offer to our Network of entities transfer of "Know How" and good practices of inclusive employment, advice, training, search of financing programs and dissemination of their social work.
At the international level, we are the technical office of projects for Europe of the European Union of Employment with Support (EUSE). We work with a group of 28 countries with a network of more than 10,000 social entities that support different groups. This represents an important network for research and development, as well as the promotion of good practices. In this line, we keep active different European programs in Network.
In addition, the Emplea Foundation supports innovative employment programs in different parts of Latin America, promoting the creation of entities homologous to the Emplea Foundation with whom we maintain positive synergies. We advise public administrations, universities and social entities in the promotion of projects that result in good practices for employment. We are currently working with Argentina, Peru, Chile
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and Brazil very actively.
As you can see, we have been working with the will to promote initiatives that contribute to facilitate the labor inclusion in the open market of those groups of people with diverse or socially disadvantaged abilities. With this intention and with the renewed hope of adding more committed companies and more representative entities of the disability sector to our organization, we will continue working, convinced that our activity contributes to the fulfillment of the UN Convention on the Rights of Persons with Disability, ratified by the Spanish State.
Innovation, research, quality, advice, training and the transfer of good practices are our hallmark and social work.
Fundación Emplea is classified as a non-profit foundation for general interest purposes predominantly of assistance and social integration, by Ministerial Order of January 27, 2009.
One project encourages successful initiatives that are being developed in Spain in the field of Self-employment and, aligning them with the validated methodology of Supported Employment, we describe an intervention proposal for Self-Employment with Support.
In a second moment, their intention is to train job preparers of Supported Employment in this methodology so that entrepreneurship becomes a real opportunity for people with disabilities and at risk of social exclusion for other reasons.
Until today, a pilot experience has been developed among the entities of the ANIDA Network through the realization of training and orientation actions for Self-employment among the beneficiaries of their services. Thanks to this, a first draft of the methodology has been prepared as a manual on which work continues.
An example is its promotion in the Murcia region of the Koiki business line http://www.koiki.eu/es/ A small group of people (and their environment, families, ...) that want to change the way how deliveries are delivered and collected in their neighborhoods. They strongly believe that cities and their way of life should and can be more sustainable from a social and environmental point of view.
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3.2.2 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
La Botica del Libro
TYPE OF INSTITUTION Association of an integration project through reading in Cartagena
ADDRESS DATA C/ Maspalomas S/N Lo Campano Cartagena (Murcia) C/ Garellano S/N Barriada Jose Mª Lapuerta Cartagena (Murcia)
LINK TO THE WEBSITE http://www.buenaspracticascomunitarias.org/buenas-practicas/22-la-botica-del-libro-cartagena-murcia.html
DESCRIPTION The Botica del Libro is a meeting point at the neighbourhood level, of the entire population where all and all the neighbours live and share readings.
CASE STUDY The relevance of this experience of social entrepreneurship is found in reading as the way to cure certain personal and social problems. It has an integrating character, diffuser of the culture, benefit of the community and transformation of the social reality of the environment in which it is implanted. Its innovation aims to stimulate reading in social environments at risk of social exclusion. for this, they have a common space with people of all nationalities and ages where cultural exchange and knowledge of other cultures and languages are encouraged, educational initiatives, leisure and free time, storytelling, creation workshops, storytelling contests, exhibition of books, meetings of authors, etc ... In addition, the project includes a book hospital, in which books and spoiled magazines are arranged.
The role of young people is represented by the participation of two youth associations. The Jóven la Puerta Group and the Association of Neighbours of Lo Campano.
Objectives
The main objective of the project is to promote integration spaces through the book, enabling intercultural encounters and collaborating in the development of social and personal skills of young people, adults and children from both neighbourhoods.
The specific objectives are the following:
Favour the social incorporation of people belonging to
ethnic minorities with integration difficulties.
Provide cultural spaces for personal and social learning.
Motivate the entire population for the enjoyment of books
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and reading.
Promote values such as interculturality for the benefit of the
community
Promote and promote values to educate in tolerance and
coexistence
Description of the experience and its actions
The Botica del libro proposes reading as the way to cure certain personal and social problems, it is about transforming the social reality of the environment through cultural activities that allow the participation of all the groups in the neighbourhoods where it is located.
The project is based on healing through reading, with books-medicines that are prescribed to the readers.
The first apothecary was born in the neighbourhood of Lo Campano at the initiative of the adult education classroom. It emerged as a micro cultural space to fight against the social exclusion suffered by this neighbourhood.
3.2.3 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
TRAPEROS DE EMAUS
TYPE OF INSTITUTION Insertion Company
ADDRESS DATA Ctra. de San Javier, 30. 30164 Cañadas de San Pedro (Murcia). Teléfonos de contacto: 968 871 116 / 660 333 383
LINK TO THE WEBSITE https://emausmurcia.wordpress.com/
DESCRIPTION Social enterprise, with the form of Insertion Company, which under the Traperos de Emaus model, based in other Spanish Autonomous Communities and in France, deals with the recovery of people through the recycling and reuse of appliances
CASE STUDY Traperos de Emaus of the Region of Murcia, a non-profit association, established in Murcia since 1995 in its aspect of training and social and occupational integration, developing alternative forms in labor, economic and social relations. The will to learn to live with the gaze set, in addition to oneself, in others and in the other; Passionate about experiencing an alternative way of relating to the world. As starting baggage, personal and professional experiences of a work in the educational-training,
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health, social, and environmental.
They are a group of people at risk or exclusion situation accompanied by others in their recovery processes.
Their aim is to participate in the construction of a more just and egalitarian society, contributing their commitment to personal, social and work growth, developing ways of working more compatible with life, analyzing and denouncing situations of injustice. Their main task is the social and work support for people in a situation of exclusion through the recovery of second-hand objects and materials and waste. An accompaniment that is not limited to on-the-job training but is linked to support actions and integral attention in order to make people feel useful and with the ability to freely decide and guide their lives towards where each one considers appropriate.
3.2.4EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION PROYECTO ABRAHAM
TYPE OF INSTITUTION Association with social purpose, oriented to the recycling and reuse of clothes
ADDRESS DATA Calle Carril Baeza, 1 30006 Puente Tocinos (Murcia) Teléfono: 968 200 008
LINK TO THE WEBSITE www.proyectoabraham.org
DESCRIPTION A non-profit association whose mission is to help those most vulnerable, who are in situation or risk of social exclusion whether economic, educational or cultural, to achieve their full inclusion, thus contributing to a more just society, solidary and sustainable, all this through activities linked to the integral management of waste
CASE STUDY Their goal is to become a reference for people as well as institutions in matters of social inclusion, solidarity and alternative economy and sustainability, by consolidating an efficient and tolerant organization that operates transparently with qualified professionals working to improve the life of the people who benefit from our actions and projects
Promoting specific actions against Racism and Xenophobia, favoring the full intercultural, labor and social integration of the immigrant collective. To promote the encounter between people through their different cultural manifestations, thus facilitating the enrichment, both in the exchange, as in the work of recovery and promotion of the popular traditions, especially those of the Region
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of Murcia and the own one of each of the nationalities of the users of the Association.
Fighting against unemployment, marginalization, exclusion, xenophobia, racism and any other circumstance that diminishes the dignity of the person or causes situations of marginalization. Consolidating the functioning of an intercultural and multi-ethnic group in such a way that the "group" constitutes a resource based on the activity of the different social integration programs and projects for each of its members.
Working for the change of the current concepts of labor productivity in favor of greater social profitability in which premium, above the economic benefit, human and social solidarity trying to work to the extent of the possibilities with those people who for a reason or another has been excluded from the labor and/or social world.
Channelling the collection of waste, clothing, footwear and toys, for later reuse, giving a second use to what others no longer need, making it a source of self-financing and contributing to the improvement and conservation of the environment.
Accompanying passers-by and immigrants promoting their reintegration and/or gradual social insertion, through an integrating activity that fulfills two fundamental and interdependent functions: On the one hand, the collection of waste, based on respect for the environment and the dissemination of values of recycling, recovery and reuse and, on the other, their personal rehabilitation, rescuing their human qualities, as well as lost self-esteem.
Promoting, supporting and developing activities to disseminate the actions of the Association, as well as the philosophy that sustains it, aimed at the population in general and in any of the social, cultural, labor, etc. areas.
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3.2.5 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Escuela ReGenera
TYPE OF INSTITUTION Association with social purpose
ADDRESS DATA C/ La Niña nº 2. 1º-B, 30008 Murcia
LINK TO THE WEBSITE http://regeneraconsciencia.org/escuela-regenera/escuela/
DESCRIPTION They offer a space for experimentation and exchange, focused on learning and transformation, so that people influence their actions in a social, economic, political and educational development more just, free and committed to human beings and nature.
CASE STUDY “The fundamental objective of all learning is personal transformation, from internal change to foreign change. The program as a whole gives importance to the Integral formation of the person, attending to the harmony in all the dimensions of the human being. This point is the seal or distinctive mark of the ReGenera School "
"The ReGenera School seeks self-financing and sustainability, the possible economic benefit is reinvested in the social benefit of the School itself, in scholarships and in the implementation of projects with social values.
"We seek to reorient the educational model towards a shared knowledge formation. Creating an open learning space where to enhance the talent of each person with individual support with a coaching approach during every program. All contributions and proposals serve as innovation course by course "
“The methodology is based on experience, with methods of active construction of knowledge, which foster creativity and systemic thinking, and open to collaborations with other institutions anywhere in the world."
"The participants will have a multiple opinion about their own learning and personal development. Speakers: their own assessment, the opinion of the working group, the tutor and the facilitators. Each person thus has a feedback with recognitions and suggestions to develop. "
"ReGenera Awareness of Change endorses accreditation. The ReGenera School adopts a non-formal education system where prestige is provided by our methodology, by teachers / facilitators, by the evaluation of the participants and fundamentally by the results obtained by them ".
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"The School is committed to the principles of the Association. It is a sustainable project that aims to minimize paper consumption, energy autonomy, water purification, own vegetable garden, collective transport, multipurpose spaces, etc. Take advantage of information technology, free software, bibliographic support in the cloud, Creative Commons license, etc.
"Decision making is by consensus with the principle of direct democracy. The ReGenera School is audited by the Balance of the Common Good, which serves as a guide and improvement for the organization. "
3.2.6 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION Consejería de Educación, Juventud y Deportes – Instituto de Fomento de la Región de Murcia – CEEIM
TYPE OF INSTITUTION Public Institution
ADDRESS DATA N/A
LINK TO THE WEBSITE https://embarka.es/
DESCRIPTION EMBARKA is an Early Years Entrepreneurship Program aimed at the Schools of the Region of Murcia, whose objective is to offer a meeting place where to discover tools and didactic resources to launch entrepreneurial projects in the classroom, facilitating learning in entrepreneurial skills and giving visibility to the projects carried out by the educational community.
CASE STUDY It is an initiative promoted by the Council of Education, Youth and Sports through the Directorate General of Attention to Diversity and Educational Quality and the Council of Employment, Universities and Business through the Institute for Development of the Region of Murcia (INFO), of the European Center of Companies and Innovation of Murcia (CEEIM) and of the European Center of Companies and Innovation of Cartagena (CEEIC).
Since 2008 in the Region of Murcia, different programs and activities have been developed in the different stages of education in the field of entrepreneurship at an early age. In each of them, with specific objectives and depending on the level at which we are, they encourage, develop or strengthen the different entrepreneurial skills, such as those established in the curriculum of Primary Education and Secondary Education: autonomy, initiative, work as a team, trust in one or the same, critical sense, solidarity and creativity. The latter, understood as a major axis in all programs and work proposals, can be considered key to building many of these skills and attitudes; It feeds self-esteem,
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communication and socialization, and is also essential to find solutions to the challenges that are presented to us every day.
With EMBARKA, the reality reaches the students with the realization of a meaningful project for them, being a set of learning experiences by which the students develop their skills, abilities, attitudes and values where they have to apply the acquired knowledge, in the development of a project that offers services or products designed to satisfy a social need, which fosters its commitment to the environment.
On the other hand, the faculty adopts a role of facilitator that guides the personal potential of the students and the development of the project, working, in turn, the motivation of the group. The realization of the project around a real problem facilitates that different areas can be involved, thus being able to give it a transversal character.
This methodology of project-based learning fosters collaboration among students, teaching staff, families and people involved in the environment, with the aim, among others, of sharing knowledge among the educational community.
3.2.7 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
REAS MURCIA
TYPE OF INSTITUTION Non-profit association
ADDRESS DATA N/A
LINK TO THE WEBSITE https://www.economiasolidaria.org/reas-murcia
DESCRIPTION This non-profit association is composed of companies and entities of Murcia Solidarity and Alternative Economy and by people committed to its development and purpose, combining their experience, work and vision in different areas.
CASE STUDY On October 15, 2011 REAS MURCIA - Alternative and Solidarity Economy Network was established, and it was not until December 2013 when it was registered in the Registry of Associations of the General Secretariat of the Autonomous Community of the Region of Murcia (No. 11.769 / 1ª). This non-profit association is composed of companies and entities of Murcia Solidarity and Alternative Economy and by people committed to its development and purpose, combining their experience, work and vision in different areas (recycling and reuse, consumption and production of organic food, sustainable messaging, international cooperation for
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development, support for culture, personal development or awareness as citizens), sharing common values (responsibility, sustainability, primacy of the person, cooperation, mutual help, etc.) and hope in the possibilities of promoting and to make known other forms of citizenship, of consumption, of doing business and of relating to each other. From REAS they intend to promote the Solidarity Economy as an instrument that allows them to develop a more just and supportive society, moving towards sustainable development and taking into account the interdependence of the economic, social, environmental and cultural.
Their main purpose is to make possible that other way of approaching and managing the economy, through empowering, supporting and coordinating associative, business, economic and financial initiatives that are committed to the six major principles of the Solidarity Charter that they once adopted : Equity, Work, Environmental Sustainability, Cooperation, Non-profit and Commitment to the environment.
Principles that go through a wide range of experiences, initiatives and organizations that claim the economy in its different facets (production, distribution, trade, consumption and financing) as a means and not as an end, at the service of personal and community development. It is precisely at times when the crises of the prevailing economic system hit us the most, when it becomes more necessary to make visible and continue building economic alternatives understood as instruments of social transformation. The citizen has much to do, being one of our objectives as a network of entities to promote a more responsible and conscious consumption of all, with many small steps that they can take in their immediate environment. To that end, they invite you to visit the tab dedicated to a count of existing entities and projects in the Region of Murcia, belonging or not to REAS, from which promotes greater awareness of Murcia, a more responsible, fair consumption , ecological, supportive, which you can support as a consumer or with your volunteer time.
If you want you can follow them, inform yourself about the activities of the Network and its entities, or invite them to meet them at:
On this website: http://www.economiasolidaria.org/reasmurcia
On their blog: reasmurcia.blogspot.es/
On their facebook: www.facebook.com/reasmurcia
Write an email: [email protected]
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3.2.8 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
COPEDECO S. COOP. (Cooperativa para el Desarrollo Comunitario)
TYPE OF INSTITUTION Non-profit cooperative of associated work and social initiative
ADDRESS DATA Calle: Cid Campeador, 11, Bajo Alcantarilla, 30820 Murcia
LINK TO THE WEBSITE http://www.copedeco.com/
DESCRIPTION COPEDECO S. COOP. (Cooperative for Community Development), is a cooperative of associated work and social initiative, non-profit, composed of a large team of professionals in the field of specialized social intervention and socio-cultural animation, which since 1989 has been developing projects whose fundamental objective is the provision of services for the attention of individuals and groups, based on an approach of closeness and closeness and which seek to improve their quality of life and well-being.
CASE STUDY THESE ARE THE VALUES THAT MOVE THEM
... the cooperative is a business organization that generates
wealth that they measure in economic, social and
corporate terms.
... from the cooperative action, the conditions have to be
created to favour social and community development
processes.
... the actions have to start from the reality of the people
and from the perspective of their location in a specific
territory.
... their relational strategy must be articulated from the
cooperative (social and economic), from the promotion of
social solidarity and from the principles of a sustainable and
sustainable economic development.
... the cooperative is a means for the promotion, training,
integration and improvement of the quality of life of its
workers: they are the main capital of the organization.
... the values formulated by the International Cooperative
Alliance clearly delineate the conceptual framework for the
development of the organization: voluntary and open
adhesion/democratic management/economic participation
of the partners/autonomy and independence/education-
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training-information/cooperation and interest for the
community.
From copedeco, we offer a wide range of projects and social intervention actions adapted to the needs and specific characteristics of citizens. Some of them are:
Schools Projects of Social Intervention and Sociocultural
Animation.
Leisure activities: summer schools, camps, reconciliation
centers for family and work life, extracurricular activities, ...
Training and support for families.
Social and labor insertion.
Education for health.
Socio-educational and psychosocial intervention with
childhood, adolescence, youth.
Training and accompaniment to the inclusion of groups at
risk of exclusion.
Prevention of situations of risk of social exclusion.
International youth exchanges.
Training courses on various subjects.
Schools of mothers and fathers.
Street animation.
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3.2.9 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Asociación juvenil abierto hasta el amanecer de Gijón
TYPE OF INSTITUTION Youth Association
ADDRESS DATA C/ Soria nº5, Bajo, Gijón – Asturias
LINK TO THE WEBSITE http://abiertohastaelamanecer.com/
DESCRIPTION Abierto hasta el amanecer is much more than a Leisure Program, since from the Association as well as promoting leisure and free time alternatives, they also bet on the promotion of youth participation.
CASE STUDY "Abierto" arises from the young people who are organized to respond to the problems that live in their environment. They believe that it has been fundamental in the Program throughout its history (and probably one of the reasons for its success as opposed to the initiatives carried out in other places of the Spanish geography) that are the young who control all and each one of the aspects related to the Program. The direction, the design, execution and evaluation of the program of activities.
From its birth, and despite the criticisms that the program has been able to make with more or less foundation, Abierto hasta el amanecer has been a reference in our country when dealing with youth leisure and substance use. They also believe that it can be a reference in everything that refers to the youth organization, the participation of the citizens, the use of spaces and infrastructures, the creation of employment ... since:
Intervenes in and about free time: fulfilling the 3 premises that characterize leisure: who participates long ago, that is, has the will to have fun and have fun for it.
They develop the activities of the weekends at night being an alternative leisure for young people at the moment they have taken as their own and in which they look for spaces of relationship and fun. Their Program does not pretend to be exclusive, if there is not one more offer; and in this sense it is worth noting that when they use the terms "alternative leisure" they are referring strictly to the sense of possibility, of choice.
The alternative that they offer is based on Healthy Leisure, they intend to promote a leisure culture, in which the central axis is not the consumption of substances, without forgetting that the prevention of abusive consumption is another goal that they
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pursue.
Their prevention work is based on two fundamental lines:
- The reduction of risks.
- The promotion of protective factors.
The reduction of risk factors is produced by generating alternatives at times of maximum concentration; The empowerment of the protective factors is clearly shown in the stimulation of personal and group relationships to that which occurs in the sector of activities. The abundant offer of cultural and sports activities as an alternative for meeting and leisure different from that of consumption.
They address themselves as young people, but in a broad sense, from 13 to 35 years old.
Well, raised this, it is to say that the experience of the program for the first time, the JOC-A, and the next step was a new youth entity to manage the Program, and in this way was born the Youth Association "Abierto hasta el amanecer", which has been responsible for the management of the Program since then.
Throughout these years, young people who are planning the program have been giving way to others; and those of them who are now, they will surrender the witness in favour of other young people; since each year it is produced in the Work Team; Who pointed out that currently there are not any young people from those who started the process and they can estimate more than 300 young people who have been involved in its management over these years.
A very remarkable aspect is the use of public and/or municipal spaces at unusual times in which they will remain closed under strictly municipal management and with this they intend to revitalize the city, but from the nearest, say, from the neighborhoods themselves of the city, enhancing at the same time the associative fabric; and on the other hand, one cannot fail to mention as "Abierto" as a source of employment within the scope of Sociocultural Animation, Time and Free Time, as well as management and design of socio-community intervention projects.
The Association has several Activities Programs: Alternative Leisure, Promotion of Participation and Volunteering, and Training. For each of them, they designed, and implemented a series of projects that make effective the objectives set out in the programs, as well as the purposes that the entity has. Each Program has its own Work Team, although there are aspects in which all the
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Programs are related. So that Volunteering, managed by the Program for the Promotion of Participation and Volunteering, carry out voluntary work in each of their initiatives, so there is a direct relationship between Programs, in the same way, from the Training Program, evaluate the training needs of the work teams as well as the volunteer team.
3.2.10 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
YUNUS CENTER CATALUÑA
TYPE OF INSTITUTION International program of intervention
ADDRESS DATA N/A
LINK TO THE WEBSITE http://www.sbcbarcelona.org/
DESCRIPTION Social Business City Barcelona is an international program of intervention, created by Professor Muhammad Yunus, Nobel Peace Prize in 2006; its main goal being the transformation of the city’s social needs through the promotion and the support of social entrepreneurship and social businesses..
CASE STUDY SBC BARCELONA ACTIVITIES
A plan of action based on the life cycle of social entrepreneurs
LabCoCES : Lab “Co-creating social business”
Laboratory for the support of the creation of social business and innovation in the fight against youth unemployment.
Objective:
The promotion of new social businesses created by social
organizations that are already working with socially
excluded young people or at risk of social exclusion
To develop young entrepreneurs’ wills and ideas to create
new social businesses that fight against the unemployment
of socially excluded young people or at risk of social
exclusion
Target Candidates:
Social organizations working with socially excluded young people or at risk of social exclusion
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Young people with entrepreneurial spirit
Other (to encourage intergenerational relationships among entrepreneurs)
SBCT Competition: SBC Transforms Competition
Social entrepreneurship against youth unemployment awards. The award has two categories:
Award to the best idea of innovative social business: We
are looking for the most innovative business concepts, with
the most social impact.
Award to the most viable social business project: The goal
of this prize is to foster the creation of new social
businesses by identifying the best high-impact and
economically sustainable projects.
Objective:
To foster the participation and interest of young people in
social entrepreneurship
To raise awareness among young people about the
problems of youth unemployment and how they can be
protagonists of their own change
To find young entrepreneurs with innovative business ideas
with social impact
To promote the creation of new social businesses
To find young entrepreneurs with high-impact and
economically sustainable social business projects
Target Candidates:
We are looking for young people who meet the following requirements:
Entrepreneurs with innovative business ideas with social
impact
Entrepreneurs with high-impact and economically
sustainable social business projects
Interest in social entrepreneurship and awareness of the
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problems of youth unemployment
Willingness to be the protagonists of their own change
FemES: “Let’s make social businesses”
Academic subject of social entrepreneurship to be given in all universities and professional schools in Barcelona
Objective:
To make another option known to young students
whencreating a business: social entrepreneurship
To generate interest in social entrepreneurship among
young people
To promote team work and collective management
To foster the creation of new social businesses in the city at
the initiative of young people
To channel young people to other Social Business City
Barcelona initiatives to enable them to develop the
entrepreneurial projects
Target Candidates:
Vocational Education students
University students
SBC-Paste: Social Business Copy-Paste
To replicate successful international social businesses projects
Objective:
To identify best practices of international business models
with social impact on youth unemployment
To replicate successful international social businesses in
Barcelona
To accelerate the creation of successful social businesses:
copying, adapting, and supporting their launching
Target Candidates:
Social organizations working with socially excluded young people
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or at risk of social exclusion
Young people with entrepreneurial spirit
SBCFons: SBC Investment Funds
Objective:
To provide entrepreneurs and non-profit social businesses with a financing tool suited to their characteristics and needs
Target Candidates:
Social Businesses
Social entrepreneurs
CentreGCES: Generation Center of knowledge about Social Business in Barcelona and SBC Barcelona evaluation
Objective:
To evaluate the impact of SBC Barcelona initiatives
To identify and analyze successful international projects on
entrepreneurship and social business which fight against
youth unemployment and can be applied in Catalonia
To develop a specific academic subject on
entrepreneurship and social business for undergraduate
and postgraduate university studies
To make the state of social business in Barcelona known
Target Candidates:
Universities and business centers in the city of Barcelona
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3.2.11 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION Escuelab
TYPE OF INSTITUTION Social enterprise
ADDRESS DATA Paseo de la Habana 170, 28036 Madrid
LINK TO THE WEBSITE hhttps://www.escuelab.es/
DESCRIPTION A business project with the aim of transmitting to other children the passion for science. All this through innovative educational experiences to encourage scientific vocations. Materials, contents, extracurricular activities, workshops or camps, any way of training that allows to live a quality experience.
CASE STUDY Escuelab was born in 2013 by a multidisciplinary team formed by leading researchers with extensive international experience and training in science communication, pedagogues and artists, all of them with a strong social commitment. Since then, hundreds of people have gone through their activities, with satisfaction and learning rates of over 90%.
They are concerned about the widespread lack of culture and scientific vocations in Spain, which is why they aspire to democratize access to a practical and interactive scientific education and, in this way, encourage research vocations among Spanish schoolchildren.
For this, his team of renowned scientists trained in the best international institutions designs educational materials adapted to the cognitive level of children. Its staff with superior scientific training and teaching and research experience implements these materials in guided learning spaces based on research.
Working on values
In addition, they develop children's self-esteem and emphasize training in values and skills that transcend academics, such as proactivity, management of frustration, creativity, teamwork and communication skills.
Social approach
The Escuelab project is structured around two entities: Escuelab Innovación Educativa S.L. and the non-profit association Escuelab, through which they channel their scholarship program, to ensure that any child can enjoy their activities, regardless of their socioeconomic status. You can help them to grant more children at risk of exclusion by joining their Teaming Group.
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3.3 Case of Poland
3.3.1 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
FADO
TYPE OF INSTITUTION Social Cooperative
ADDRESS DATA ul. Nawrot 94/96, 90-040 Łódź, Poland
LINK TO THE WEBSITE http://www.spoldzielniafado.pl/
DESCRIPTION The cooperative's task is to reduce barriers in public and digital spaces that hinder everyday functioning
CASE STUDY Fado cooperative, established in December 2013 by the Polish Association of the Deaf Lodz Branch and the Subsidium Foundation from Lodz in response to the problem of information and digital exclusion of people with various disabilities. The cooperative's task is to reduce barriers in public and digital spaces that hinder everyday functioning. The cooperative deals with a widely understood research and implementation of the accessibility of everything that should be available to people with various types of disability.
The cooperative consists of persons with disabilities and permanently cooperates with blind, deaf people, people with mobility problems, visually impaired people. They are experienced testers who know their capabilities and limitations and are able to consciously study accessibility and indicate the needs of a group of disabled people.
The cooperative offer audits of the places, institutions and offices availability. Audits includes buildings, rooms, investments, etc. Cooperative also runs the audit of accessibility of websites in terms of accessibility for people with disabilities in accordance with the WCAG 2.0 standard. It adapts clients offers to the needs of disabled people, for example by translating content into sign language, preparation of subtitles on advertising and promotional films. Translates all types of materials from Polish into sign language (films, web content, content of commercial and advertising offers, reports, documents, films, multimedia materials, etc.). It designs and implements advertising and promotional films taking into account the needs of people with various disabilities. Fado conducts trainings and workshops on the elimination of architectural, communication and personal barriers and conducts training and equality and anti-discrimination workshops for various groups.
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It is a brilliant example of how weakness transform into competitive advantage while helping other members of the community.
3.3.2 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION ZIELONE PABIANICE
TYPE OF INSTITUTION Social Cooperative
ADDRESS DATA St. Łaska 62/64, 95-200 Pabianice, Poland
LINK TO THE WEBSITE http://zielonepabianice.org
DESCRIPTION Cooperative provide care services for the elderly also deal with the care and maintenance of green areas and the ordering of pavements, squares and city squares.
CASE STUDY Social Cooperative ZIELONE PABIANICE was founded in November 2016 by the city of Pabianice in partnership with the Association Oratory - Adventure of Life, thanks to the help of the Center for Social Economy Support - Centrum Klucz. In the first stage of the activity she dealt with services related to maintaining urban vegetation and cleaning services. From January 8, 2018, she also carries out care services in the city of Pabianice. They are commissioned by the Municipal Social Assistance Center in Pabianice. He also provides care for the elderly in the commercial field. TYPE AND SCOPE OF SERVICES
1. Care services are provided to people who are unable to function independently because of their age or disability, who are single people or have children who, because of serious obstacles, can not take care of their parents. Providing assistance in the form of care services does not exempt children from the obligation to help their parents as far as possible.
2. Care services are provided by a nanny who does not have medical qualifications and include:
- help in satisfying the daily life needs of the mentee: purchase of basic food and household goods as well as medicines and press for the funds / money of the person using the service; preparing a meal for a beneficiary or its delivery from a catering point; in the event of limited efficiency of the recipient, feeding and delivering fluids; keep order in the flat of the beneficiary or part of the flat used by the beneficiary (wiping dust, washing floors, vacuuming
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rugs and carpets, washing the dishes and cleaning sanitary facilities); washing small personal clothing; if necessary, bring water and fuel from storage, burning in an oven.
- hygienic care: help in maintaining the personal hygiene of the beneficiary (bath, oral care, care of hands and feet without disease, hair washing, combing); the patient's clothing; change of pampers; sending a bed, changing bed linen.
- care of the protégé: assistance in dealing with physiological needs; emptying the urine; prevention of chafes and bedsores; measuring body temperature, pressure and heart rate; help in laying the patient in bed; changing the position of the patient in bed; help in moving around the apartment; administration of medicines ordered by a doctor (especially for lonely people who are permanently in a lying position). In the case of people who have a family, the medicines administered should be prepared in appropriate doses by family members.
- providing contact with the environment: ordering doctor's visits and a nurse for the beneficiary, implementation of medical prescriptions; dealing with minor official matters; leaving the beneficiary for a walk; making payments.
The above-mentioned activities can be performed depending on the needs of the beneficiary and the timing of the babysitter. The number of hours of care services provided depends on the needs of the beneficiary and the possibilities of the Municipal Social Assistance Center in Pabianice.
Cooperative also deals with the care and maintenance of green areas and the ordering of pavements, squares and city squares. Also looking for orders covering garden and house works ore movings. There is the possibility of hiring employees to mow lawns, prune bushes and trees, weeding and watering. He also manages information boards and advertising columns, accepting orders for posting. He accepts orders from both private persons and companies. Our range covers areas belonging to the city of Pabianice and surrounding communities.
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3.3.3 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION Communal Service
TYPE OF INSTITUTION Social Cooperative
ADDRESS DATA St. Henryka Sienkiewicza 10/12, 95-060 Brzeziny, Poland
LINK TO THE WEBSITE http://communalservice.pl
DESCRIPTION In addition to the tasks entrusted by the City Council in Brzeziny, the Social Cooperative Communal Service offers commercial services in the field of maintaining order, physical work and removal
CASE STUDY Communal Service is a kind of Social Cooperative, which from May 1 this year is responsible for cleanliness and order in Brzeziny. In accordance with the resolution of the Brzezin Town Council No. XIX / 33/2012 of 12 April 2012. The Social Cooperative performs the tasks entrusted in the scope of:
keep clean in the city
ordering streets, pavements and squares
maintenance and conservation of urban greenery
maintaining good road conditions
providing care to homeless animals and catching them
The self-government of the City of Brzeziny and the Commune of Rogów, supervise the owner over the Cooperative. This is an innovative formula that allows us to entrust specific tasks of our Cooperative in extra-ordinary way.
It is worth noting that all services are performed on average 10% cheaper than previously appointed entities. Previously, each work was commissioned to private entities, which obviously brought a number of complications. Fragmentation, lack of standardization, and finally coordination problems - all this disappeared after the cooperative took over. Since the personnel changes in the organization, new service standards have been systematically introduced. Experienced employees successively work for Brzeziny every day.
The cooperative also carries out strictly commercial activities. Moving, mowing grass, laying paving, trimming branches, terrain equation - these are just a few of the tasks we can undertake. Our services are professional and affordable.
The development of the Cooperative is also planned based on
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activities related to legal and organizational advice for entities (mainly local governments) that would plan similar solutions, such as those applied in Brzeziny. In a word - Co-operative Communal Service, can become a good model for others.
In addition to the tasks entrusted by the City Council in Brzeziny, the Social Cooperative Communal Service offers commercial services, including in particular:
Snow removal
Chores
Organizing green areas
Moving
Transportation of things
other (widely understood cleaning and physical work)
3.3.4 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION Pod Jodłami
TYPE OF INSTITUTION Social Cooperative
ADDRESS DATA Kakonin 6b, 26-004 Bieliny, Poland
LINK TO THE WEBSITE http://sspodjodlami.pl
DESCRIPTION The activity of the Social Cooperative "Pod Jodłami" is based mainly on the use of the cultural, natural and historical potential of the Świętokrzyskie Mountains and the Bieliny Commune.
CASE STUDY The Social Cooperative "Pod Jodłami" consists of five young and active women - residents of the Bieliny commune. Four of them are participants in the "Own business opportunity for a better tomorrow" project implemented by the Bieliny Commune under the Operational Program Human Capital action 6.2. Support and promotion of entrepreneurship and self employment on the basis of an agreement with the Voivodship Labor Office in Kielce acting as a 2nd level Intermediate Body under the Human Capital Operational Program.
The main reasons for undertaking such activity were the willingness to overcome their situation on the labor market, willingness to work in a group, mutual support and
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complementation, personal development, gaining professional experience, using their skills, qualifications and the opportunity to combine work with their passions and interests. In addition, market opportunities for such activities, as well as favorable conditions for its conduct and development. Cooperative activities are characterized by a reference to the heritage of the region. The undertaking is distinguished by a significant linkage and comprehensiveness with the tourist and cultural offer of the Bieliny Commune, which has been significantly recognized in the whole country. The activity of the Social Cooperative "Pod Jodłami" is based mainly on the use of the cultural, natural and historical potential of the Świętokrzyskie Mountains and the Bieliny Commune.
The cooperative offers primarily:
atention and gatronomic services
production and sale of souvenirs
performing cleaning works, cleaning service,
organization of free time for children, adolescents and adults (entertainment, educational activities)
promotional activity
regional education in the presentation of medieval craft and craft workshops
3.3.5 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
"Do Usług"
TYPE OF INSTITUTION Social Cooperative
ADDRESS DATA St. Marii Skłodowskiej-Curie 82/84, 87-100 Toruń, Poland
LINK TO THE WEBSITE https://www.facebook.com/spoldzielniadouslug/
DESCRIPTION The cooperative runs a charity shop and a laundry room
CASE STUDY The cooperative was created by the charges of the Municipal Shelter for Homeless Men in Toruń.
At the beginning of July 2017, the cooperative also opened the first charity shop in Toruń.
The store gives the opportunity to give a second - new life to items
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from recycling, things with history and a story in the background, handicrafts made by socially excluded people. All items sold in the store are created or reproduced (recycled) by people from socially excluded backgrounds.
The shop also sells souvenir gallantry, things accepted for processing, recycling, repairs, artistic works and utility items created by people from different backgrounds, made in Social Welfare Homes, community centers, occupational therapy workshops, etc.
As part of the social cooperative, a professional laundry and ironing room was opened for social assistance institutions for private clients.
In addition, the Company offers small repair work, ordering, and moving; cultivation of ornamental plants, shrubs, cuttings for the benefit of the Toruń Commune and for sale to private clients.
creation of a Social Cooperative for Services was possible thanks to project no. RPKP.09.04.01-04-0004 / 16 pt. "Social Economy Support Center in Toruń" implemented as part of the Regional Operational Program of the Kujawsko-Pomorskie Voivodeship for 2014-2020, Priority Axis 9 Solidarne society, Measure 9.4 Strengthening the social economy sector, Sub-measure 9.4.1 Development of social economy sector entities, The project is co-financed from European Union funds under the European Social Fund and is implemented in partnership by the European Center for Youth Co-operation and the Association "Tilia".
3.3.6 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION WOLA
TYPE OF INSTITUTION Social Cooperative
ADDRESS DATA ul. Smocza 3, 01-012 Warszawa, Poland
LINK TO THE WEBSITE http://spoldzielniawola.pl
DESCRIPTION The Social Cooperative conducts trainings related to socio-professional activation and conducts gastronomic and catering activities
CASE STUDY Social Cooperative WOLA was established in May 2015, on the initiative of social workers and people with disabilities, who dreamed of creating a place available, open and friendly to residents and residents of the Wola District, and beyond.
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As part of its activities, it conducts:
Social Center without barriers - rents a room, conducts trainings, courses, workshops and activities related to socio-professional activation. Supports m.in. people with disabilities, unemployed people, seniors, as well as children and adolescents.
PoWoli Cafe - promotes healthy, regional cuisine and multicultural cuisine, confectionery and catering. The menu includes dietary needs (including gluten-free, vegetarian).
The co-operative also conducts regular events in order to integrate the local community into all age groups.
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3.4 Case of Italy
3.4.1 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Officina Giotto
TYPE OF INSTITUTION Consorzio sociale soc. coop. sociale
ADDRESS DATA Via forcellini, 170/a - 35128 padova
LINK TO THE WEBSITE http://www.officinagiotto.com/
CASE STUDY The Giotto Social Cooperative was created during the Eighties by several recent graduates in Forest Science from the University of Padua. It mainly employs disabled people or prisoners, and it manages different work activities, many of which are carried out in the Due Palazzi Prison of Padua. The Cooperative aims at offering people the opportunity to work in a company that has the means to be market competitive. The Giotto Social Cooperative is implementing various projects, including the provision of services such as the design and maintenance of parks and gardens, cleaning, waste collection, reception, parking, management of University dorms, catering, a bicycle workshop, digitalization and call center operations. Officina Giotto provides you the easiest and more complete way to enter the world of food service (the bakery of the Prison of Padua is nowadays renowned), as well as that of conventions and services. All its activities, from catering, to congresses, to landscape maintenance, from bakery to the management of University colleges, are all based on the same principle: the idea that through work it is possible to change one's history and give a second chance. Since the beginning, Officina Giotto aimed at giving a second chance, as well as the possibility of personal growth and independence. In fact, Giotto objective is to create new opportunities out of the prison life and apparent disadvantaged environments.
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3.4.2 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Fondazione Domus De Luna
TYPE OF INSTITUTION Impresa Sociale
ADDRESS DATA Via Vittorio Veneto 96, Cagliari, Italy
LINK TO THE WEBSITE http://www.locandadeibuoniecattivi.it/
DESCRIPTION Restaurant
CASE STUDY The “Locanda dei buoni e cattivi” is a project that concerns the creation of job position addressed to young people with criminal records or physical disabilities. In particular, the objective of the project is to integrate such disadvantaged groups into society. The Restaurant of Buoni e Cattivi offers a simple and authentic cuisine with dishes that are based on recipes of the Sardinian culinary tradition revisited with originality and taste. The dishes are prepared with high quality and fresh products from small local producers. The restaurant is supported by the Foundation Onlus Domus de Luna and aims to give people with criminal record a second chance and to show how opportunities change people and their lives. The name of the restaurant roughly translates as “the restaurants of good and bad men”: as explained by the owners, the structure conveys the mission of the project right from the start; the “bad” in the title refers to those who commit a crime and are unable to change the perception of the community in regards to their past. The restaurant later decided to extend their targets to people with disabilities in order to allow anyone with a difficult situation to take advantage of their structure and obtain a professional experience.
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NAME OF INSTITUTION
Cooperativa Sociale Progetto QUID
TYPE OF INSTITUTION Cooperativa sociale
ADDRESS DATA Via della Consortia 10/D, Avesa (VR)
LINK TO THE WEBSITE http://progettoquid.it/progetto/
DESCRIPTION Recycling clothes and fabrics involving disadvantaged women.
CASE STUDY Progetto QUID is a charity project aiming at recycling clothes and fabrics involving disadvantaged women. By creating a unique, sustainable and creative product, the staff of the company offers an opportunity of emancipation and empowerment. Progetto Quid aims to reintegrate women in situations of hardship, victims of violence or disability into the labor market. These women work as tailors and make new clothes from top-quality branded fabrics that are not sold normally due to imperfections. The idea was born in April 2012, by a group of young professionals who initially dedicated all their free time to startup, flanking the company's commitment to their normal occupations. Quid works with partners such as Calzedonia, Den Store, Berto Industria Tessile, and Altoitaliano. In addition to the corners inside the stores of these established companies, the cooperative has opened its own temporary stores in various locations of the Peninsula (Forte dei Marmi, Trento, Verona, Vicenza). The aim of the company is to combine the environmental aspects of the recovery of the fabric with the ethical ones, which derive from the possibility of rebuilding a life, or at least guarantee a salary that is provided by Quid to disadvantaged women.
3.4.4 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Addiopizzo Travel
TYPE OF INSTITUTION Cooperativa sociale a.r.l.
ADDRESS DATA Via Sicilia 7, Isola delle Femmine, Palermo, Italy
LINK TO THE WEBSITE http://www.addiopizzotravel.it
DESCRIPTION Tour operator
CASE STUDY The tour operator emerged from Addiopizzo as an extension of the ethical consumer strategy against the “pizzo” (hush money) and it specifically targets the tourism sector. Addiopizzo is a grassroots
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Anti-Mafia movement that was founded in 2004 by a group of young people under one slogan: an entire people which pays pizzo is a people without dignity. The strategy used by Addiopizzo in its work is wholly innovative: ethical consumerism against the pizzo. People's selective purchases support businesses which do not give in to the extortionate demands of the Mafia and openly side against them. Addiopizzo urges society to commit to change and encourages a collective cultural revolution against the Mafia. The businesses which we use for our tours do not pay pizzo (this is the Italian name for protection money, a sort of "extorted tax" imposed by the Mob). The companies linked to addiopizzo travel and Addiopizzo are owners of hotels, B&Bs, restaurants, farms and transport agencies who have made the brave decision to rebel against the Mafia. Some of them work in premises confiscated from bosses of Cosa Nostra. Whoever travels with us chooses accommodation facilities certified by Addiopizzo and travels 100% pizzo-free.
3.4.5 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
EUREKA!
TYPE OF INSTITUTION Cooperativa sociale a.r.l.
ADDRESS DATA Via DiVittorio 113, San Donato Milanese, Milan, Italy
LINK TO THE WEBSITE http://www.coopeureka.com/index.php/cooperativa-eureka/chi-siamo
DESCRIPTION Cooperative for families
CASE STUDY Since 1993 Eureka stands out for the realization of services aimed at preventing discomfort and promoting the well-being of families. The cooperative was born from the idea of three young mothers. Eureka! has increasingly expanded the range of services and skills offered: family kindergartens, playrooms, information centers, orientation and support in critical situations. As a result, today Eureka is a constellation of innovative, integrated and flexible services, designed specifically to improve the quality of life. In particular, Eureka! is the ideal partner for institutions and companies that want to invest in the well-being of citizens and employees and to facilitate a satisfactory and productive organization of personal and working life. The cooperative has allowed us to count on strong support in case of difficulties, as well as relying on a wide range of social benefits. Eureka is a company with a strong reputation for innovative and recognized ethics. The quality of the services, the high professionalism and the constant
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investment in research and innovation have allowed the cooperative to increase the availability of services as well as the economic result.
3.4.6 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION Trisomia 21 Srl
TYPE OF INSTITUTION Srl
ADDRESS DATA Viale A. Volta 16/18, 50131 Firenze, Italy
LINK TO THE WEBSITE http://at21.it/chi-siamo/trisomia-21-srl/
DESCRIPTION Cafè
CASE STUDY Milleluci Cafè is a bar located in Florence, where young with Down syndrome are employed. Thanks to the collaboration with Unicoop Firenze, which has given the space of the bar, within the framework of a larger project that aims to revitalize and reopen a neglected area to socialization. At Milleluci, the youngs have the opportunity to learn a job and challenge themselves in the professional sphere, acquiring autonomy and greater independence, in the perspective of a Life Project oriented towards the independence from the family of origin. At Millelluci, open for breakfast, lunch and happy hour, guests find great attention to quality, healty and zero-kilometer raw materials, attention to detail and always a warm welcome. In addition, they organize events and themed evenings, addressed to the inhabitants of the area, but also to all the others, with particular attention to children and the elderly.
3.5 Case of Portugal
3.5.1 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Associação cultural Moinho da juventude
TYPE OF INSTITUTION Social organization
ADDRESS DATA Travessa do Outeiro,1, Alto da Cova da Moura 2610-202 Buraca
LINK TO THE WEBSITE http://www.moinhodajuventude.pt/
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CASE STUDY The Associação cultural Moinho da juventude mainly goal is to help all people with integration difficulties in the neighborhood, providing services ranging from accompanying parents in education and care to their children, leisure activities for children between 6 and 12 years. It is mainly focused in a disadvantage area surrounding Lisbon city – Cova da Moura – famous for its disadvantages groups. Moinho da Juventude received the Human Rights Award, awarded by the Assembly of the Republic, by decision of a jury constituted within the Committee on Constitutional Affairs, Rights, Freedoms and Guarantees of the Assembly of the Republic in 2007.
Since then as developed and now has many other social services for the community such as legal support, sports practice, computers for users practice and child care among other services for families.
3.5.2 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Instituto Padre António Vieira
TYPE OF INSTITUTION Social organization
ADDRESS DATA Rua Augusto Abelaira, Loja 10C, 1600-879 Lisboa
LINK TO THE WEBSITE http://www.refugiados.pt/
CASE STUDY The Refugees platform was developed by IPAV that was able to create a network of more then 60 organizations from all over Portugal to support refugees integration and hosting pos Syria. This support infrastructure is conducted mainly through:
PAR FAMÍLIAS [Families] – a hosting project directed to children and their families, with the support of the community and local institutions (state agencies, non-profit associations, religious organizations, schools,…). This model implies that for each family of refugees arriving in Portugal under the EU relocation agreement there will be an institution directly responsible for.
PAR LINHA DA FRENTE [Frontline] – is a fundraising project that aims to support Caritas and JRS (Jesuit Refugee Service) in Lebanon, two highly regarded institutions that are known for their utmost transparency. These organizations are developing support projects designed to guarantee the safety and dignity of refugees and displaced people mostly in Syria, Afghanistan, Lebanon and
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Jordan.
3.5.3 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
EPMontijo
TYPE OF INSTITUTION Social organization local development and school
ADDRESS DATA
Rua José de Almada Negreiros, 217, 2870-442 Montijo
LINK TO THE WEBSITE http://epmontijo.edu.pt/epm/
CASE STUDY This association of development of Montijo also as a school. Holds several entrepreneurship programmes in the region. The school as a new infrastructure of FabLab that allows youth entreprenurship. Students from school and disadvantage groups, companies and other interested parts are invited to free of charge participate and test in new ideas creation. Here it is possible to materialize ideas into prototypes with the support of other creators and inventors. This empowers criativity and development.
3.5.4 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
ACICF
TYPE OF INSTITUTION Social SMEs association
ADDRESS DATA
Rua Dr. Teodoro Mesquita, 37 6230-355 Fundão
LINK TO THE WEBSITE http://www.acicf.pt/
CASE STUDY This association is linked with the local commerce initiatives, not only to revitalize the commerce in the city centre of Fundao as well to launch a number of initiatives as the producers clube with the municipality support and also a big festival event wich is already a winning award of SangriAgosto transforming the city in a giant and sustainable event will all the associations and organziations participating and with thousands of tourists eating and drinking local products. ACICF as also launched the incubator for Smes and NGOs and participated in the launch of the fablab of Fundão allowing students and entrepreneurs to do prototypes of their ideas.
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3.5.5 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
IDPJ
TYPE OF INSTITUTION Sports and youth institute of Portugal
ADDRESS DATA Rua Rodrigo da Fonseca, 55, 1250-190 Lisboa | PORTUGAL
LINK TO THE WEBSITE http://www.ipdj.pt
CASE STUDY This institute has been the biggest driven force in Portugal for the development of youth entrepreneurship, giving grants to cooperatives, youth associations and events promoting their development. By submiting an activity plan to this institute youth entrepreneurs and their organizations are able to get funding for the support of their activities.
Over the years as been the youth guarantee responsable in Portugal supporting the creation of private and social organizations. Last programme developed within the youth guarantee was called Empreende Ja https://eja.juventude.gov.pt/
3.5.6 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION
Associação Cultural e Recreativa de Caria
TYPE OF INSTITUTION NGO – Radio and culture
ADDRESS DATA Edifício da Junta de Freguesia, Caria, Castelo Branco, 6250-111 Caria BMT, Portugal
LINK TO THE WEBSITE http://www.radiocaria.com
CASE STUDY On November 19, 1984, the Association called "Cultural and Recreational Association of Caria" was created, based in Caria, Belmonte county, with the specific objective of promoting cultural and recreational activities. In 1986 was created the "Radio Toca da Moura", pirate radio, precursor of the current "Radio Caria". From 1988, the process of legalizing that radio station began. In March 1989, it was awarded the charter for the exercise of the Radio Broadcasting activity under the name "Radio Caria." In September 1989, regular and official broadcasts began with 14h daily with two effective animators and five collaborators. extends to 24h, which remains until the present date.
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IV Report from test interviews Structured interviews were conducted to extend and validate the study. They were carried
out among representatives of: public institution that is cooperating with social enterprises,
researchers from field of social enterprises, affiliating organization of social enterprises and
organization or institutions that support social enterprises. Interviews were conducted in all
partner countries and consisted of three parts. Section one concerned the organization /
unit / research group. It contained questions about: the purpose of establishing organization
/ unit / research work, time of establishing the organization / unit / research work, with how
many units of social entrepreneurship the organization / unit / research team work with, and
so on. Second section concerned opinions about the general condition of the social
economy It contained questions about: knowledge about Social Entrepreneurship Support
programs, social entrepreneurship potential, the weaknesses of social entrepreneurship,
what kind of support do social entrepreneurship enterprises need most and so on. Third
section includes Information about the interviewer.
Answers given by respondents by country:
Section one - about the organization / unit / research group
Question no. 1
Describe the purpose of establishing your organization / unit / research work?
United Kingdom I/U/1 Enactus is an international non-profit organisation dedicated to inspiring students to improve the world through entrepreneurial action. It provides a platform for teams of university students to create community development projects and social enterprises that put beneficiaries’ ingenuity and talents at the centre of improving their own livelihoods. I/U/2 To enable citizens to build a better, fairer and more equitable city. I/U/3 Healthy Body and Mind Community (HBMCommunity) was established to fill a gap in support for those individuals who have chosen to make lifestyle changes in order to improve their Health and Well-Being. The gap in this support was identified by the founder herself due to her own experience discovering a lack of support in this area. I/U/4 By utilising the skills of intellectual teenage children in my area, it was possible to improve the intelligence of primary school children while also
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improving the employability skills of the teenagers whilst also providing cheap educational childcare. I/U/5 Our organisation was created in order to provide young adults with part time work and experience. As well as this, the programme was designed to improve their employability and soft skills. I/U/6 Young people’s mental health is becoming more recognized as an area which demands better support & services. Good mental well-being is vital in enabling a young person to attain their greatest potential & achieve their dreams. As an organisation we aim to build a community of young people supporting each other grow to reach their potential.
Spain I/S/1 Promotion and dissemination of the Social Economy in the Region of Murcia. Representation and defense of Social Economy companies, whose organization and ownership is based on the principles of Self-management and Solidarity. I/S/2 NEED TO SUPPORT FROM THE FIELD OF THE REGIONAL PUBLIC UNIVERSITY, TRAINING AND RESEARCH OF SOCIAL ECONOMY ENTITIES. I/S/3 To analyze the phenomenon of social entrepreneurship at a scientific level. Dissemination of the knowledge generated. I/S/4 Research analysis of the inclusion processes. I/S/5 The purpose of our research is that, at present, there is a greater knowledge of the social situation, due to technological advances, and, in addition, it is also known that public administrations cannot solve all existing social or environmental problems. Hence, it was necessary to create companies with which to solve problems that are currently unattended. This type of company, or the person who decides to start it, is a great unknown in the business literature. Therefore, it was considered necessary to research this type of enterprise, this type of company and this type of entrepreneur.
Poland I/P/1 Most of my researches’ topics were about different aspects of functioning of social economy entities and social enterprises. Main aim of the biggest research project I made was evaluation of socio-economic efficiency of social cooperatives in field of professional reintegration of people at risk of social exclusion. I/P/2 The main goal of the organization is to promote the idea of economic and social cohesion of Europe, dissemination of cultures, customs and traditions of European nations, as well as undertaking activities related to
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broadly understood social education and shaping attitudes appropriate to citizens of a united Europe. The Association of European Initiatives has its contribution to building democracy in Poland, developing civil society and economic development. The development of the Lodzkie Voivodship is particularly important for us, because the members of the association are people and institutions from this region. The European Initiative Association works with the project method, so far it has implemented over 80 projects in the areas of: European awareness, education, entrepreneurship, and civil society. The projects are targeted mainly at children / teenagers and seniors. Design goals of the Society for European Initiatives are carried out through information activities, seminars / debates, training, cooperation with non-governmental organizations, entrepreneurs, public administration and its organizational units (mainly kindergartens and schools). I/P/3 The study of diversity in the labor market. I/P/4 The main objective of the Regional Center's operation is to equalize the life chances of people who need support and are at risk of exclusion. In pursuing the above assumption, RCPS cooperates within broadly understood social policy with other units of the Voivodship Self-Government, local government units, government administration, churches and religious associations, associations, foundations, health care, education and culture institutions, scientific and research units as well as natural persons and legal. I/P/5 Social support.
Portugal I/PR/1 EUIESA is the international entrepreneurship sustainability association a non-profit organisation dedicated to develop and support entrepreneurship initiatives in Portugal and Africa. I/PR/2 EPM is a professional school that deals in many sectors such as hotels, car mechanics, electricity and others. We are owned by an NGO/association called “Development association of Montijo” and in this association we do more things that the school itself. We are very much related with Quadruple helix in the region and by doing so our main aim is the linkage to the development of the region. I/PR/3 ACICF is the chamber of commerce of Fundao. We are an NGO and we represent over 1200 organizations from Fundao. Some NGOs and many private. I/PR/4 CEC is the chamber of commerce of the centre of Portugal region. We represent 48 business associations and we hold more then 50 thousand organizations as members.
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Question no. 2
Describe the purpose your organization / unit / research work, working with social enterprises?
United Kingdom I/U/1 To Enable Progress Through Entrepreneurial Action by creating the framework for our network to develop entrepreneurial focused community outreach projects that have a positive impact in people’s lives, our goal is to enable sustainable human progress. To Develop Values Driven Leaders. We believe that entrepreneurship and business can play a critical role in providing solutions to some of the world’s most challenging problems. By connecting generations of leaders to learn from each other and challenging students to apply that learning to solve real world problems within their own communities, they develop stronger leadership skills as well as an understanding that they can have a positive impact on society through entrepreneurial action. I/U/2 To enable citizens to build a better, fairer and more equitable city. I/U/3 The purpose of Healthy Body and Mind Community (HBMCommunity) is to provide a safe and secure communication platform offering support and information to people who are seeking to make healthy lifestyles changes both in body and mind. I/U/4 To Improve the employability of 16-18 year olds and provide cheap educational childcare. I/U/5 Working as a social enterprise means that the funds that were raised could be primarily reinvested into making the programme better, as well as providing better, fairer pay for our workers. I/U/6 In order to leave an impact on the world and support others.
Spain I/S/1 Promote the constitution, consolidation and development of Social Economy companies. I/S/2 ORGANIZE EVENTS, CONFERENCES OR RESEARCHS THAT ADDRESS THE PROBLEMS OF SOCIAL AND SOLIDARITY ECONOMY ENTITIES. I/S/3 Research in Social Entrepreneurship. I/S/4 To implement good practices of labour insertion and to study the mechanisms of insertion.
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I/S/5 Precisely, the purpose of our research work is to know if the social entrepreneur has distinctive characteristics of other entrepreneurs and know if, when creating companies, these types of people are conditioned by environmental factors, such as aid, public policies, government programs, etc. in a similar or different way to the common entrepreneur. The purpose of our research work is to know, to a greater extent, this business phenomenon in order to encourage the creation of social enterprises in any territory.
Poland I/P/1 My research work is all about different aspects of social economy, I am also active in many consulting bodies in this field. I/P/2 the Society's activities includs them. I/P/3 I am interested in the specifics of people employed in social entrepreneurship and the reasons for their decision to work in cooperatives. I/P/4 Poland's accession to the European Union has expanded the possibilities of effective counteracting social exclusion. Regional Center for Social Policy in Łódź from December 1, 2015 implements the project entitled "Coordination and development of social economy in the Lodz region". The project is co-financed by the European Union from the European Social Fund under the Regional Operational Program of the Lodzkie Voivodship for 2014-2020, Priority axis IX Social inclusion, Actions IX.3 Development of social economy, Sub-measure IX.3.2 Coordination of the social economy. The project assumes working out a framework for cooperation in the field of social economy and impact on the functioning of the sector in terms of: regional and local, entities of the social economy and individuals (people at risk of social exclusion). Indirectly, the project should contribute to the creation of new and sustainable jobs in the social economy sector. I/P/5 We help people interested in opening a social cooperative.
Portugal I/PR/1 We mostly work with youths, SMEs and entrepreneurs. In these areas we have several programmes in place. For the social enterprises it is the youth area as we try to empower youths to become more entrepreneurs and we try to do it locally and to have mentorship programmes to support them. I/PR/2 We have an employment centre and an entrepreneurship centre. Most of our deal with social enterprises is the support we give them on projects and development of initiatives due to our entrepreneurship centre. Here we have a lot of machineries (3D printers and many others) that students and other organizations can use to develop their own initiatives.
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I/PR/3 We have several programmes on consulting and training for SMEs and non for profit organizations. I/PR/4 To develop programmes to support the creation of social smes. To empower the creation of new businesses both private and social in the regions.
Question no. 3
When the organization / unit / research work, was established?
United Kingdom I/U/1 Enactus worldwide was founded in 1975 (as SIFE – Students in Free Enterprise). It arrived in the United Kingdom in 2002 with the creation of Enactus UK Ltd (SIFE UK). I/U/2 2014. I/U/3 2017. I/U/4 2012. I/U/5 2012. I/U/6 2017.
Spain I/S/1 April 3, 1987. I/S/2 2008. I/S/3 2006. I/S/4 The organization started its activity in 2006. I/S/5 Our research group was created in 2006.
Poland I/P/1 I started my interest in this field in 2008. I/P/2 June 2000. I/P/3 2013. I/P/4 The Regional Center for Social Policy in Łódź was established by Resolution No. VII / 61/99 of the Regional Assembly of the Lodz Voivodship of March 30, 1999, in order to implement the tasks of the Lodzkie Voivodship Self-government, resulting from the Act on Social
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Assistance and other tasks entrusted to implementation on the basis of other regulations, contracts and agreements. I/P/5 2010.
Portugal I/PR/1 EUIESA was established 2016 – May. I/PR/2 2014. I/PR/3 ACICF has over 50 years. I/PR/4 1993.
Question no. 4
When the organization / unit / research work, started working with social entrepreneurship?
United Kingdom I/U/1 Enactus as an organisation has begun to make a shift from simply embedding entrepreneurial principles within community development projects to championing the creation of social business in recent years. Around 2012 there was a strategic shift to support the development of social enterprises in response to the growing ambition of the student membership and the sector at large. I/U/2 2014. I/U/3 N/A. I/U/4 2012. I/U/5 2012. I/U/6 2017.
Spain I/S/1 April 3, 1987. I/S/2 2011. I/S/3 2012. I/S/4 Our organization started working in the field of social entrepreneurship in 2013 with a project of labor insertion through organic farming. I/S/5 The work on social entrepreneurship began in 2010.
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Poland I/P/1 2008. I/P/2 TIE deals with the support of informal groups and young non-governmental organizations. So far, the Incubator of Citizens' Initiatives (subsidy of the city of Łódź in 2009) has been implemented, implementing training and advisory activities for young organizations and informal groups from the city of Łódź. Incubator of Youth Civic Initiatives (2012-2014 co-financed by the Fund for Non-Governmental Organizations - in partnership with the Czech Republic). The aim of the project was to develop the social activity of students of 18 junior high schools and to provide training and consulting support for teachers and educators. I/P/3 2015. I/P/4 since 2014. I/P/5 2010.
Portugal I/PR/1 Since day one. Its was a key focus. I/PR/2 2012. I/PR/3 Aroung 10 years. I/PR/4 1993.
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Question no. 5
Where did the interest in social entrepreneurship in your organization / unit / research work, come from?
United Kingdom I/U/1 The founders of Enactus built the organisation around the principle that business should play a key role in empowering people to improve their own livelihoods. As time has passed the method for achieving this within the organisation has moved away from education and employability towards entrepreneurship. I/U/2 I don’t think there is a special interest – its just the way businesses should be. I/U/3 N/A I/U/4 The idea that I could provide a service to the local community whilst also enhancing the skills of teenage children was an idea that I particularly liked. I/U/5 The programme, because of the way it worked and the purpose it served, was naturally going to be a social enterprise, it was also a good way to promote social enterprise to those who may not have previously heard about it. I/U/6 I’ve always had a passion for business from a young age, I was inspired from watching business shows such as the apprentice and dragon’s den.
Spain I/S/1 From the initiative to disseminate and promote a new way of generating value to society aimed at the social and economic development of a community, based on the idea that companies should not only be economically viable, but can also generate a social impact on their communities taking into account the economic, environmental and social sustainability. I/S/2 THE NEED TO SUPPORT COLLECTIVE COMPANIES THAT PROMOTE THE SOCIAL AND LABOR INSERTION OF PEOPLE AT RISK IN EXCLUSION OR POVERTY, AS WELL AS COMPANY MODELS MOST RESPONSIBLE AND THAT RAISE AN ALTERNATIVE ECONOMIC MODEL TO THE DOMINANT CAPITALIST. I/S/3 CONGRESS OF RESEARCH UNIVERSITY OF NEW YORK (NYU). I/S/4 The interest arose in the university environment, where several teachers, students and technicians of employment and local development coincided
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in a few days and decided to have a more empirical role in the field of social inclusion research and, in particular, the insertion labor. I/S/5 Our interest arose due to the recent knowledge of social companies that were being created in different parts of the world. The Global Entrepreneurship Monitor project, in 2009, conducted a survey of social entrepreneurs and, from there, we started working to learn about this type of enterprise.
Poland I/P/1 This field is close to me because of my previous experience in executive bodies of many organisations of non-profit or social economy kind. I/P/2 TIE acts as a non-governmental organization dealing with education and advisory support but also professional and social activation of people at risk of social exclusion, inactive or inactive. In our opinion, the professional third sector can find better solutions to social problems, support the administration in the implementation of its own tasks. I/P/3 because it is one of the parts of the job market. I/P/4 The main objective of the Regional Center is to equalize the life chances of persons in need of support and those at risk of exclusion, therefore the subject of social economy as a field solving the social problem was natural. I/P/5 It started with the growing interest in social cooperatives in Poland and the lack of training institutions, so we decided to provide them and help people with a dream of own social cooperatives.
Portugal I/PR/1 The founders of EUIESA have many experience in the institute of youth of Portugal, in universities, in entrepreneurship programmes. Even one vice-president is the president of the Angola association of entrepreneurs in Angola Africa therefore there were something missing in the entrepreneurship ecosystem and we try to respond to it. I/PR/2 With the connection with the municipality of Montijo, the cultural groups working in the region and mostly by understanding the immense potential that students have for creating new things and being a small region it makes sense to be community related. I/PR/3 Since the early beginning of the association creation we alreay worked with social sector. I/PR/4 We deal with a lot of situations in the region centre of Portugal. Social entrepreneurship was just one more situation to try to empower our regions to be better and more focused on the territories.
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Question no. 6 With how many units of social entrepreneurship do your organization / unit
/ research team work?
United Kingdom I/U/1 The Enactus team works with a variety of stakeholders to foster social entrepreneurship. In terms of university partners, it works with over 1700 globally, with 59 of those being the UK. Additionally, the organisations work with 39 corporate and social partners to deliver the Enactus Programme. I/U/2 I don’t understand this. I/U/3 1. I/U/4 One. I/U/5 We worked as one organisation, but sometimes organised meetings and trips to view and learn about other social enterprises, however we did not collaborate with them in our work. I/U/6 -
Spain I/S/1 In Amusal we inform and advise the groups promoters interested in establishing themselves as Social Economy companies. And we associate companies owned by their workers. In the Region of Murcia there are more than 560 Labour Companies and more than 1,000 companies that, without being limited companies, are majority owned by their workers. I/S/2 PARTICIPATION IN A PROJECT TO PROMOTE A HUB, WHICH WOULD SEEK SUPPORT SERVICES FOR NEW BUSINESS PROJECTS WITH THE FORM OF SOCIAL ECONOMY COMPANIES. THIS PROJECT DID NOT FRUCTIFY CURRENTLY, THE CHAIR DEVELOPS ANNUAL TRAININGS IN THE FRAMEWORK OF WORKSHOPS AND COURSES, AS WELL AS RESEARCHS ON VARIOUS AREAS OF INTEREST OF THE SOCIAL ECONOMY. ON THEIR WEB PAGE YOU CAN SEE SOME OF THE VIDEOS OF WORKSHOPS ORIENTED IN A SPECIFIC WAY TO GIVE VISIBILITY TO BUSINESS PROJECTS WITH A MARKED SOCIAL AND SOLIDARY APPROACH FROM THE FIELD OF THE UNIVERSITY: V Conference of the Chair of Social Economy of the UMU Building companies that promote changes in society (https://tv.um.es/canal?cod=&serie=14351), recently participating in the Social and Solidarity Economy Fair of Molina de Segura (https://www.youtube.com/watch?v=ogYgi9JtrSY&t=132s). I/S/3
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- I/S/4 One unit. I/S/5 We work from the research group Leadership and Business Management at the University of Murcia.
Poland I/P/1 In my research work I had some contact with about 100 organisations including social enterprises and all kind of umbrella organisations I/P/2 Constant cooperation with one foundation and occasional cooperation with the foundation, association and 2 informal groups. I/P/3 15. I/P/4 cooperates as part of broadly understood social policy with other units of the Voivodship Self-Government, local government units, government administration, churches and religious associations, associations, foundations, healthcare, education and culture institutions, scientific and research units as well as citizens and companies. I/P/5 now with four.
Portugal I/PR/1 We work with 3 or 4 social entrepreneurs at each time. I/PR/2 We have unit. I/PR/3 1. I/PR/4 One.
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Question no. 7
How many employees / volunteers counts your organization / unit / research team?
United Kingdom I/U/1 Enactus UK consists of 9 full-time staff members, 560 business volunteers, 38 Alumni volunteers and over 3000 student volunteers. I/U/2 14. I/U/3 2. I/U/4 150, Years 9 to U6 (U6 = Upper Sixth = Year 13). I/U/5 There were around 20-30 paid members of staff and mentors and around 120 students of the programme. I/U/6 8.
Spain I/S/1 21 people on staff. I/S/2 The Chair is composed by 40 University professors and researchers linked to the regional and national SE sector. I/S/3 4. I/S/4 Our organization has 3 employees and 30 volunteers. I/S/5 Our research group consists of 16 people.
Poland I/P/1 Most of my research I try to do by myself, but sometimes I need to cooperate with other researchers or interviewers. I/P/2 5 members of the board (in voluntary service), project teams employed in the implementation of individual projects co-financed from external funds. I/P/3 not applicable. I/P/4 63 people currently work at RCPS in Łódź. I/P/5 5.
Portugal I/PR/1 We have a team of 5 persons. I/PR/2
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We have 50 people. I/PR/3 5. I/PR/4 30.
Question no. 8 How many employees / volunteers deals with the issue of social entrepreneurship in your
organization / unit / research team?
United Kingdom I/U/1 Out of the 9 members of staff, 4 are dedicated to the management of the Enactus Programme and the development of community projects and social enterprise. The vast majority of Enactus volunteers are focused on the issue of social entrepreneurship. I/U/2 14. I/U/3 N/A. I/U/4 60, U6 and L6 teach (L6 = Lower Sixth = Year 12). I/U/5 3-4. I/U/6 8.
Spain I/S/1 9 Technicians. I/S/2 - I/S/3 2. I/S/4 Concerning social entrepreneurship our unit has 6 people. I/S/5 Currently, in research topics of social entrepreneurship, specifically, we only work two people.
Poland I/P/1 At University of Lodz there are at least few others making research in this field. My research team is rather small (look above). I/P/2 2 people. I/P/3 not applicable. I/P/4 There are 2 people involved in social economy at the RCPS in Łódź. I/P/5
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4.
Portugal I/PR/1 2. I/PR/2 We have 10 people. I/PR/3 2. I/PR/4 3.
Question no. 9 Does your organization / unit / research team cooperate with other organization / unit /
research team dealing with the subject of social entrepreneurship?
United Kingdom I/U/1 Enactus cooperates with a range of organisations to deliver it’s Programme. From a set of private sponsor companies represented a number of sectors. These invest directly into the Programme providing funding to run the organisation and provide varying project grants to support development. I/U/2 Yes. I/U/3 Yes. NHS. I/U/4 No. I/U/5 Yes, it has done before. I/U/6 Yes.
Spain I/S/1 We work in collaboration with various organizations, companies, institutions and public bodies. (CEPES: Spanish Business Confederation of Social Economy, CONFESAL: Business Confederation of Labour Societies at national level, organizations of the Social Economy of Murcia, CARM: Autonomous Community of the Region of Murcia, SEF: Regional Employment and Training Service of the Region of Murcia, INFO: Regional Agency of Development of Murcia, Local Administrations, Trade Unions, Business Organizations, Chambers of Commerce, etc.). I/S/2 From the university environment, we work in collaboration with other research groups on the subject, and sectoral, such as Reas Murcia: Alternative and Solidarity Economy Network, REAs at national level, UCOMUR: UNION OF ASSOCIATED WORK COOPERATIVES OF THE REGION OF MURCIA, AMUSAL: Association of Social Economy Companies of the Region of Murcia, Traperos de Emaus: solidarity and fight against social
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exclusion initiative, etc. I/S/3 Yes, we work in collaboration with the University of Cantabria and the University of Bradford. I/S/4 YES, our organization cooperates with other administrations and with the University of Murcia, through its Observatory of Local and Rural Development. I/S/5 Yes, we also cooperate with the Chair of Entrepreneurs of the University of Murcia and with the members of the Global Entrepreneurship Monitor Project, of which we take part in.
Poland I/P/1 I have some cooperation with umbrella organisations (like centres of social economy’s support). I also cooperate in some research projects with other universities from time to time. I/P/2 Yes. I/P/3 Yes. I/P/4 Yes. I/P/5 Yes.
Portugal I/PR/1 Yes. We cooperate with municipalities, corporations and other stakeholders. I/PR/2 Yes we work with more then 20 organizations mostly in Quadruple helix cooperations (SMEs, people, public authorities and academia research). I/PR/3 Yes, namely municipality of Fundão, professional school of Fundão and many others local associations. I/PR/4 Yes. We partner with over 100 organizations in the centre of Portugal and many related with entrepreneurship and social entrepreneurship.
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Second section - opinions about the general condition of the social economy
Question no. 10
Do you know any Social Entrepreneurship Support programs in your country?
United Kingdom I/U/1 Enactus UK, School for Social Entrepreneurs, UnLtd, Social Enterprise UK, Year Here, Social Enterprise Mark, British Council. I/U/2 Yes. I/U/3 No. I/U/4 Yes, I have heard about UnLtd. I/U/5 I am aware of organisations like Social Enterprise UK and UnLtd. I/U/6 Yes - the school for social entrepreneurs.
Spain I/S/1 APEM Project (AMUSAL); Entrepreneurship Program (CROEM); Columbus Project (FUERM: University Business Foundation); Programs of Promotion of the Social Economy of the Region of Murcia (Autonomic Administrations); Ashoka Network of Social Entrepreneurship. I/S/2 Not specifically, except for the support that can be given regionally and in a different way to employment in Special Employment Centers, or that through a specific project to promote employment is given from the Promotion Plans of the Social Economy, such as the Plan of the Region of Murcia. At a private level, there are support projects or awards for social projects, such as an initiative by banking entities such as BBVA or La Caixa. I/S/3 At a private level, there are support projects or awards for social projects, such as an initiative by banking entities such as BBVA or La Caixa. Ashoka España (http://spain.ashoka.org/. I/S/4 Yes, there are several supported by financial institutions, as well as others
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that are convened by national public bodies and the Autonomous Communities. I/S/5 Yes, I know the one offered by Obra Social La Caixa (banking entitiy) and that several town councils launch, from time to time, grants for social entrepreneurs.
Poland I/P/1 Yes, quite well. I/P/2 In Poland there is a network of social economy support centers, these activities are also supported from European funds. I/P/3 Yes. I/P/4 Yes. I/P/5 Yes.
Portugal I/PR/1 Portugal inovação social, Empreende já from IPDJ, CASES. I/PR/2 Yes. There are many from CASES on entrepreneurship and Portugal inovação social. I/PR/3 Yes. I/PR/4 Yes.
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Question no. 11
How do you assess programs for supporting social entrepreneurship in your country? The disadvantages / advantages
United Kingdom I/U/1 Accessing support Programmes in the UK tends to be based application based or membership based. The advantage is that the main support programmes can be accessed remotely, especially at the initial stages of business formation. As a disadvantage access at grassroots level can be restrictive as the topic itself is not well publicised in local communities (but perhaps something more indicative of the UK’s attitude to start-ups outside of city locations). I/U/2 Criteria for entry into nearly all of the programmes favours certain classes and background. I/U/3 N/A. I/U/4 The better programs provide a platform for the newly formed social enterprise to grow and build a reputation whilst also providing good support to help it grow. The support could be in the form of expert advice or funding. These are the sort of aspects that are looked at when assessing the support programs. I/U/5 There seems to be quite a few grants available for Social Enterprises, but I feel that instead of application forms, if the assessors could see the Social Enterprise working in person it would be a great and fair way to assess them. Also if there were more mentorship programmes and support that offers advice and possible even the use of resources and contacts, rather than just money. I/U/6 -
Spain I/S/1 Although in Spain there are programs to promote Social Economy by Public Administrations, there are no specific programs that encourage the creation of social enterprises. There are only subsidies for the Third Sector that carry out social action activities. I/S/2 Incipient, because recently something has been differentiated between entrepreneurship and support to the Social Economy in general, and more recently, still very scarcely, to projects of social entrepreneurship in a strict sense, not according to what the Law defines 2011 of SE in Spain. I/S/3
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VERY LOOSE AND SCARCE. I/S/4 I think that the offer of support programs is insufficient, although I also believe that it is necessary to establish mechanisms to give greater diffusion to the actions that are being carried out. I/S/5 I believe that social enterprises are indispensable for the proper functioning of any country, despite its economic development. It is true that there are entrepreneurship aids in general that social entrepreneurs can benefit from and that, in addition, there is a growing number of private organizations that try to promote this entrepreneurial phenomenon. Despite this, I think they are insufficient and that there should be more public and private measures oriented to the own and distinctive characteristics that this type of companies have.
Poland I/P/1 Disadvantages: aimed usually at social cooperatives only; not enough programs aimed at development of ongoing organisations; sometimes they cause financial dependence from public funding Advantages: quite good system of umbrella organisations – centres of social economy’s support; strong financial support for new organisations. I/P/2 currently, this system is being reformed, there is an Integrated Support System for Social Economy and the OWES accreditation process. I/P/3 Well. I/P/4 There are many programs supporting social economy, I rate them well. There is no permanent system that supports social economy. I/P/5 In general, a lot has improved, but still people who design programs do not understand the specifics of the social economy.
Portugal I/PR/1 It is based on applications. Many times there is not a real connection with the person or the situation as it is just a form were an entrepreneur applies. One needs more connection to real life situations and dedication to offer a community solution based on social entrepreneurship to surpass difficulties or challenges a specific target group or community have. I/PR/2 The programmes are very good. Advantages are give knowledge to students, youths and people that want to develop business related with social area. I/PR/3 Lack of getting entrepreneurs into social areas and not only in private areas. Mostly in our region. I/PR/4 Portugal inovação social is a new programme launched by the Portuguese
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government recently.
Question no. 12
Is the social entrepreneurship potential well used in your country?
United Kingdom I/U/1 The UK benefits from the Social Value Act which requires people who commission public services to think about how they can also secure wider social, economic and environmental benefits. This in theory allows social entrepreneurs to enter into public procurement chains, avenues that have tended to be restricted to private companies. However, it should be noted that generally social enterprises would need to be operating at scale in order to compete with private bids into the procurement chain. I/U/2 No. I/U/3 N/A. I/U/4 Yes, Cadburys began as a social enterprise and totally renovated an area on the outskirts of Birmingham. I/U/5 Yes, I believe so, now more and more people in the UK know about Social Enterprise, however there is still room to improve. I/U/6 Yes.
Spain I/S/1 Clearly NOT, even when the scarcity of public funds is maintained, the available social entrepreneurship initiatives should be made more visible and social entrepreneurship promoted in general. I/S/2 I think it is not well used, and the existing projects lack public support or incentives, having to compete in the market without further support. I/S/3 NO. I/S/4 I think it could be improved by raising awareness about the possibilities offered by social entrepreneurship. I/S/5 I think not, that it could be improved a lot. There are people with good ideas, but finally they do not manage to transform it into a company, either because they do not have financing, because they do not know how to manage a company, because they do not know how to face the biggest difficulties that this type of company usually surrounds.
Poland I/P/1 The potential always can be used better, but the course seems to be right.
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Right now, the society (including rulers) should get more consciousness about social entrepreneurship and the possibilities it gives for social policy. I/P/2 Social entrepreneurship has great potential. An important element is the conduct of socially responsible business and the implementation of public tasks by social entities. I/P/3 It develops in the right direction. I/P/4 Not enough yet. I/P/5 It is mainly treated as a fight against social exclusion, which has its good sides.
Portugal I/PR/1 Generally speaking yes. I/PR/2 No, I think it can ge even more disseminated and get more social entrepreneurs. I/PR/3 No. We need here in Fundão to tell them at an early age that they can develop themselves in the social sector. I/PR/4 Yes we have some examples of success stories however we can show more.
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Question no. 13
Is social entrepreneurship visible in your country?
United Kingdom I/U/1 Depending on locality there can either be an abundance of support (metropolitan areas) or scarce physical support (rural areas). The majority of Higher Education institutions in the UK run some form of support for social entrepreneurs either as part of their existing enterprise function or as a standalone recognised feature. Government statistics estimate there are around 70,000 social enterprises operating in the UK, which in total contribute around £24 billion to the UK economy. Clearly social business has a presence in the country but again whether there is an understanding of the benefits that permeates through business education and start-up programmes remains to be seen. I/U/2 Yes. I/U/3 - I/U/4 There are social entrepreneurs but sometimes it isn’t very well advertised which companies are social enterprises. I/U/5 Yes. I/U/6 Yes.
Spain I/S/1 In particular, in the Region of Murcia, the Pact for the Excellence of the Social Economy has been signed, which will lead to the creation of 10,500 jobs and will have quality plans in the companies. Among other initiatives set up with the objective of creating employment for quality and social cohesion in the Region, the Third Sector is present throughout the territory. In general, social entrepreneurship is very little visible. In the Third Sector, the Social Organizations, Disability Organizations and NGOs stand out. I/S/2 NO. Projects of social entrepreneurship in a strict sense, can only be known through platforms such as Ashoka España (http://spain.ashoka.org/) , or by having a knowledge of successful experiences such as La Fageda (http://www.fageda.com/es/) , Koiki (http://www.koiki.eu/es/) , A toda vela (http://atodavela.org/), etc. I/S/3 NO. I/S/4
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I think so, both from the point of view of the work carried out by associations and foundations and cooperatives. However, I think there is potential for this area to grow. I/S/5 It is true that more and more importance is being given to it and a greater number of social enterprises are known, but I believe that it is not visible. Today, in degrees related to knowledge in companies (in which I teach class) the majority of students do not know what a social enterprise is.
Poland I/P/1 For sure it is, but people sometimes may not know, that certain entity is an example of social economy. But these are rather lacks of our education. Cooperatives are very strong in Poland especially in the country. I/P/2 Although in my opinion the ES is treated narrowly only as an element of professional and social activation or activation activities within the labor market, often also in the context of the social clause. However, ES activities can be much wider, which is not widely known. There are dedicated internet services as well as Centers supporting ES activity. I/P/3 Rather, yes, but stereotypically its employees are perceived as demanding more care. I/P/4 Yes, but not enough yet. I/P/5 On the one hand, yes, because people know more and more about what is going on with the social economy and on the other hand, people who use social services like social cooperatives do not always know that this enterprise is such a cooperative.
Portugal I/PR/1 Yes. There are NGOs creation every day. Social entrepreneurs can create an NGO in a day. I/PR/2 No. Portugal is very knowned nowadays due to entrepreneurship ecosystem but it is mostly private entrepreneurship. I/PR/3 Mostly in the third sector, with elderly homes and home care support. I/PR/4 Yes, mostly by being related with the third sector.
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Question no. 14
Is there support for social entrepreneurship in your country? Is it effective?
United Kingdom I/U/1 There is definitely the potential for individuals to access information and support for social entrepreneurship. And for those who know where to access this support no doubt benefit from it. But the question of visibility affects the rate at which people choose to form social business as opposed to standard enterprises. I/U/2 Some. Partly. I/U/3 Yes. I/U/4 There is support but you have to know about the support available for it to be effective. Sometimes the support isn’t very well communicated to people. I/U/5 Yes, it is quite effective, but could do with some improvements. I/U/6 Yes, the support is effective. There are many grants available that support social enterprises.
Spain I/S/1 There is very little support for social entrepreneurship. There are programs of different Public Administrations that promote the Social Economy, through the allocation of grants and subsidies, clearly insufficient. I/S/2 NO. DOES NOT EXIST. I/S/3 NO. I/S/4 In recent years I think there has been an increase in support for social entrepreneurship and I think it is effective. I/S/5 As I said, I think there is support for this type of enterprise, but it is very scarce and even people who want to start a social enterprise do not know how to access it. Therefore, I do not consider it very effective.
Poland I/P/1 Usually aimed at social cooperatives. Quite a lot of such organizations appeared lately. So in terms of incubation this process seems to be quite effective. But support for ongoing organizations is not developed enough. I/P/2
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There are dedicated solutions, OWES, an accreditation system for these centers, and also an association of organizations and institutions supporting ES actions are needed to build social awareness and the "brand" of the social economy Thanks to the http://www.ekonomiaspoleczna.pl portal, it is possible to reach current information, events, trainings or documents that form the basis for the functioning of social economy entities. I/P/3 Yes, but there are embezzlement by intermediary institutions. I/P/4 There is support for social entrepreneurship, but there is no plan for a balanced development of social economy. I/P/5 There is, but it still needs to be refined.
Portugal I/PR/1 It exists. If the support is effective or not it depends on case by case. Each social organization needs specific things and the reality is that in terms of public support the government is cutting social money. I/PR/2 Some. Partly. I/PR/3 Yes. I/PR/4 Yes now each time more.
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Question no. 15
What role do you see for social entrepreneurship in your country?
United Kingdom I/U/1 Personally, I see the social entrepreneurship as playing a significant role in answering some of societies biggest challenges. It has the potential to engage communities at a grassroots level providing higher levels of inclusive participation across the board. I/U/2 To make business work in the interest of the people and place it is based. I/U/3 Positive Social Impact. I/U/4 There is definitely potential for social enterprises to play a large role in society with so many social issues arising and growing in the UK. But I am unsure as to whether the UK is producing enough students with ambition to create social enterprises to make a difference. I feel as though it should be embedded into the school curriculum to inform students of the possibilities of a social enterprise. I/U/5 Social Enterprise could begin to take over previously regular businesses, if people sacrifice some of their profits then they could benefit the communities massively. I/U/6 Making, creating and leaving a lasting positive change.
Spain I/S/1 We could describe the little we have as heroics. The individual private initiative and especially collective generation of sustainable economic activity need a greater role that promotes a real economy at the service of people. Differentiating from mere speculation by creating goods and services in a socially responsible manner. It will be an economy that generates changes in society based on Cooperation, Responsible Participation and Solidarity. I/S/2 IT COULD BE A CHANNEL TO PROMOTE THE SOLUTION FROM THE SOCIETY OF COLLECTIVE PROBLEMS, PROMOTING VALUES OF SOLIDARITY AND MUTUAL BENEFIT. I/S/3 A very important role to meet social needs not addressed by institutions. Social initiatives tend to dedicate their efforts to meet very basic needs for the survival of the people, to ensure the fair redistribution of scarce resources among the needy, to develop sustainable and environmentally friendly activities or to adapt technologies to local needs and
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infrastructures . Its social purpose, therefore, is related to activities such as the reduction of financial illiteracy, care for the elderly, the preservation of the environment, the promotion of ethical practices in the markets, the offer of employment opportunities to disadvantaged minorities, the development of socially marginalized or improving the quality of social services, among other issues. In short, your ideas often change the future making the current world a better place for everyone. However, the evolution of entrepreneurship in Spain has decreased in recent years, mainly due to the deep crisis that is affecting most of the world economies. It is vital to involve the population in the implementation of innovative ideas with the aim of solving the most pressing problems of society, thereby achieving social value through the improvement of the quality of life of many people. I/S/4 The role of social entrepreneurship plays a very important role not only in the labor insertion of people, but also in the intervention in the fields of care, the environment, etc. I/S/5 Despite not being very visible there is a large number of companies that have been created to solve problems that they saw in their area, which is why there are social enterprises. So its role is essential in any territory, but it is not given the importance it deserves in my country (Spain).
Poland I/P/1 Support of social services, and their commercialisation. Support of social policy, especially in field of actions against social exclusion. Professional reintegration of disabled people. I/P/2 ES entities can be a response to problems that are not solved by public administration or business. I/P/3 An incubator for risky, niche ideas and beginners. I/P/4 Solving social problems. I/P/5 support for people who want to work in a different way from that which offers a free market, or for those who would not check on the free market.
Portugal I/PR/1 Social sector aknowleges an increasing importance each time more and more. Social sector holds many workers, many communities services and it is the only change many people have of getting support (elderly, health care, nurseries etc). It should be more defined in each reagion to be visible what exists in each part of the country, some sort of a map allowing to define specific targets and actions plan of development. I/PR/2
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To improve people lives. To have responses to their needs and community needs. I/PR/3 To offer what community needs. To give answer to many issues that our society is facing. I/PR/4 They support a whole sector of community based support to elderly people, and hospitals and others in which they acknowledge a big part of employment and communities daily.
Question no. 16
How do you assess the possibility of creating units of social entrepreneurship by a resident of your country?
United Kingdom I/U/1 There is a growing interest on focusing on creating economically, socially and environmentally friendly business. Whether these classify as traditional social enterprises or not depends on the definition used but if a person has an interest in doing so there avenues they can pursue. I/U/2 I don’t understand this. I/U/3 N/A. I/U/4 There has to be a problem within a society that needs to be solved. There also has to be a gap in the market and not too much competition within a small area. I/U/5 It seems very possible and is getting easier and easier to do. I/U/6 -
Spain I/S/1 Due to the increasing level of education of the population, the promotion of the "entrepreneurial spirit" that has led to the "crisis of traditional employment", and taking into account the promotion of collective employment formulas of the economy social, social entrepreneurship opportunities are growing. The "Niches of Opportunity" establishing services of proximity to the citizenship were cut by "the Crisis", we hope that they reappear with "the recovery". I/S/2 - I/S/3 Very positively I/S/4 I think that it is not easy due to an excessive bureaucracy and a lack of
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awareness about the subjects that can be addressed and the opportunities it generates. I/S/5 In Spain there is a great bureaucratization when dealing with public administration. It is true that certain procedures are trying to speed up or, at least, are putting measures to expedite them, but there is still much to do to create a common or social enterprise. It is something that does not involve a lot of time by Spanish people.
Poland I/P/1 Thanks to support centres system it is quite easy, no special barriers. I/P/2 thanks to the availability of information and support from external funds, the process of establishing an ES entity is not complicated. I/P/3 It's very easy. I/P/4 There is a rich free support system that helps to create a social enterprise, but no successive help during later operations. I/P/5 With a little commitment, and support from competent institutions its easy.
Portugal I/PR/1 Many people create NGOs in Portugal. It is even increasing. I/PR/2 If social entrepreneurship unit is a department in our organization yes we can think on that for the future. I/PR/3 N/A. I/PR/4 It is normal to have the creation of associations and NGOs in Portugal.
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Question no. 17
Is setting up a social enterprise unit more difficult than setting up an ordinary company in your country?
United Kingdom I/U/1 Legally a Social Enterprise can be established in exactly the same way as any other business. There are no formal requirements of what constitutes a ‘social enterprise’ however they can document their social purpose in their Articles of Association if they so desire. Alternatively, they can form a Community Interest Company which has enshrines the social mission and sets out a legal asset-lock. I/U/2 Yes if you mean the legal form of a CIC. I/U/3 Gathering funding streams and investment could sometimes be more difficult with the nature of social enterprise. However, in terms of planning to develop a social enterprise it is similar to a general business start-up apart from registration of the company. I/U/4 I think that setting up either have the same difficulty levels. Both need an original idea and both need the same sort of foundations to thrive. I do know that the government offers numerous schemes and funding for enterprises but I don’t think this is well known about. I/U/5 I think that in terms of ‘setting up’ they will be a similar difficultly, however Social Enterprises may be harder to maintain. I/U/6 No, I think they are equally as hard.
Spain I/S/1 No, as the constitution procedures are the same for both legal typologies. In addition, there are programs to promote the Social Economy by public administrations that subsidize both the creation of employment and investment for the procurement of fixed assets. I/S/2 OF COURSE. THE FORMS OF SOCIAL ENTERPRISES USE TO ADHERE TO THE FORM OF ASSOCIATION, FOR THE LACK OF INITIAL TOOLS, THE LACK OF KNOWLEDGE, THE INFORMAL OF THE ACTIVITY THAT THEY DEVELOP. OTHER SOCIAL FORMS OF ENTERPRISE WITH A MORE SOCIAL NATURE, AS THE INSERTION COMPANIES CAN BE, ARE UNKNOWN, AND THEIR CREATION IS COMPLEX. FOR EXAMPLE IN MURCIA, THE REGISTRATION OF INSERTION COMPANIES, COMPULSORY, HAS NOT BEEN CREATED UNTIL A FEW YEARS AGO. I/S/3
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I don´t think so. I/S/4 From my point of view, I consider it more difficult, especially for financial reasons. I/S/5 There is no specific legal form to establish a social enterprise in our country, as can be seen in other parts of the world, such as the United States (except for labor cooperatives or associations with very specific characteristics), so, creating this type of companies is usually similar to common companies.
Poland I/P/1 Again thanks to support centres seems even easier, but due to obligatory training and courses it takes more time. I/P/2 No. I/P/3 No. I/P/4 Yes, because there are many formal requirements for a social enterprise. I/P/5 Maybe a little, but there are so many support institutions that it balances.
Portugal I/PR/1 Legally no. you just need more people onboard the “project” as you need a minimum of 3 people. I/PR/2 No. it is in the same day the creation of the NGO. I/PR/3 No. Just needs more people for example the board needs to have at least 3 people. I/PR/4 No. it is as easier as a company.
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Question no. 18
Do employees of social entrepreneurship units you know have a chance to find employment outside the social labour market?
United Kingdom I/U/1 It would depend upon the experience undertaken as part of their employment but it is not uncommon for employees to move into other similar businesses. I/U/2 Yes. I/U/3 N/A. I/U/4 Yes. I/U/5 Yes, definitely. I/U/6 Yes.
Spain I/S/1 Yes, as long as they have an adequate level of technical qualification in their professional sector. I/S/2 THE JOBS THAT OCCUPY ARE AND ARE BEING ESSENTIAL IN ITS SOCIAL REINCLUSION, RECOVERY OF ITS SELF-ESTEEM, INSERTION TO THE LABOR MARKET WHICH WERE COMPLETELY EXCLUDED, WHILE THE TRANSIT AS WORKERS TO CONVENTIONAL COMPANIES, IT IS NOT ALWAYS EASY. AN IMPORTANT IDEA IS LIKE THE SOCIAL RETURN OF THAT TYPE OF COMPANIES, JUST SUPPORTED, IS MORE THAN RECOVERED THROUGH BUSINESS MODELS AS SPECIAL EMPLOYMENT CENTERS OR INSERTION COMPANIES, IF IT IS NOT KNOWN OR IS CALCULATED. I/S/3 Yes. I/S/4 From our experience, from the social entrepreneurship units, we train and favour the competences that are subsequently valid for other companies. I/S/5 Despite being people who are very involved with the social issue, usually do not have problems when working in other types of companies, despite preferring to remain in the social labour market.
Poland I/P/1 Right now the unemployment in Poland is very low, so I would say that everyone has a chance of working on open labour market. Of course not everyone is capable of doing it due to low competences, skills (social
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economy entities may help with that) or deficiencies connected with health or complicated background (e.g. former prisoners or addicts). In this second case, social labour market might be the only possible option. I/P/2 yes, they have sufficient, sometimes even better qualifications and experience. I/P/3 Yes. I/P/4 Some. I/P/5 Each case is individual, some will easily find a job on the open market, for another it would be difficult, for others, the social economy is the only chance.
Portugal I/PR/1 It depends if you are located in big centres and metropolitan areas or not. In several areas the NGOs such as elderly homes are the only employment exists. I/PR/2 Yes but usually they prefer to stay social. I/PR/3 N/A. I/PR/4 Yes.
Question no. 19
What are the weaknesses of social entrepreneurship enterprises that you know?
United Kingdom I/U/1 Profitability and scalability; profit can sometimes be a scary word to some new social entrepreneurs but it is such a key component to allow for the growth of impact that it is important that business basics are followed. I/U/2 Not always fully self financing. I/U/3 Difficulty acquiring funding. I/U/4 They don’t seem to be as well advertised as ordinary companies and I think that each social enterprise should be well documented and should have its story known. I/U/5 The majority Social Enterprises with issues are struggling to support themselves financially. I/U/6 Making a social impact & being financially sustainable.
Spain I/S/1
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The lack of business management capacity in leadership. Not having adequate financing both at the time of its establishment and in its subsequent development. The lack of existing visibility around the concept of social entrepreneurship, as well as the lack of credibility and recognition of the sector in the market. The difficulties of start-up and the scarce entrepreneurial tradition. The absence of a specific legal framework for social entrepreneurship in our country. An advantageous tax treatment, adequate access to financing, adapted labour legislation, etc., it would be advisable to have a specific framework that generates confidence in stakeholders and thus avoid making social enterprises more risky and of less formal consideration than the traditional ones. I/S/2 LACK OF BUSINESS VISION, LACK OF BUSINESS TRAINING, LACK OF PROFESSIONALISM, DIFFICULTIES OF THE COMPLEX SITUATIONS THAT MANY TIMES ACCOMPANY THE PROJECTS, AND TO THE PEOPLE OR COLLECTIVES WITH WHICH THEY WORK, WITHOUT SUPPORT DESPITE THEIR WORK. I/S/3 The main weaknesses of social enterprises are that they are created with such a strong social mission, usually by people who are part of disadvantaged groups and that, despite being well, distances them from an efficient business management. I/S/4 Financing difficulties, weak organizational structure. I/S/5 The main weaknesses are the lack of financing, the scarce survival because, normally, they invest their profits in generating greater social value. In addition, they usually give back to their employees below the market, as they cannot afford to pay higher salaries, which does not allow them to have the best talent or they must work with volunteers who do not know how to perform work as a professional who has been trained for it.
Poland I/P/1 Economic weakness, lack of competences, low quality of products and services, inability of using social economy trademark as competitive advantage. I/P/2 instability of financing. I/P/3 Sometimes they are used to extort external aid - financial means. I/P/4 Too small managerial competencies of company leaders. I/P/5 It happens that the idea for a company is not well thought out, or simply
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for a given service there is no demand, or it is to small to bring income. Sometimes the support of the program does not coincide with the needs of the social enterprise. And of course the human factor is the most unreliable. People are not trained or there is no leader.
Portugal I/PR/1 Participatory management and decisions. Start it with no funds and without grants or bank system. I/PR/2 Lack of funding. Lack of resources. Lack of specialized people. I/PR/3 Most of them are social and usually leaders are socially driven to provide solutions and answers to communities and lack team building or other resources to be able to give answers that this organizations need such as funding, growth, more partnerships etc. I/PR/4 Access to funding, support from different sides of society.
Question no. 20 What kind of support do social entrepreneurship enterprises need most in your opinion?
United Kingdom I/U/1 From the business side; drafting a clear value proposition, defining the customer and clear financial planning. From the social side; a clearer view on documenting impact measurement and utilising the power of co-creation and collaboration with partners and beneficiaries. I/U/2 Wider income streams. I/U/3 Sound business advice: organisational operations. I/U/4 The funding to start trading and also the advertisement. I/U/5 Financial support may be popular, however correct mentorship is very useful. I/U/6 Financial.
Spain I/S/1 Greater institutional support, Greater promotion and visibility in the Company. I/S/2 SPECIFIC PROTECTION, PROMOTION AND SUPPORT MEASURES, SOCIAL VISIBILITY, FORMATION AND CREATION OF COOPERATION AND PROFESSIONALISATION SPACES. I/S/3 Training in business strategy.
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Facilitate access to financial resources. Promotion of its activities. I/S/4 Especially financial support. I/S/5 Social entrepreneurs want to solve a problem, they have a clear objective, but they need business training, since they cannot forget that it is a company and must be managed as such. In addition, they need more financing because they usually invest their profits in generating more social value, instead of growing your company to help more people, something that would be achieved if your company stayed alive over the years.
Poland I/P/1 Organisational support for ongoing organisations; financial support for ongoing organisations especially those who want to develop or re-branch their business. I/P/2 education, legal and organizational support (housing and infrastructure). I/P/3 Training, legal aid, financial. I/P/4 A greater understanding of the idea of Social economy among a wide population of people. I/P/5 In my opinion, merits, training, service as accounting or law. And the insight into the real example of what did not work out for others and why. You can learn a lot from the mistakes of others.
Portugal I/PR/1 Be complementary with others. Have better mentorship. To provide training to social leaders and social entrepreneurs on how to manage one. I/PR/2 Better funding systems. I/PR/3 Elderly support. I/PR/4 They need more training to leaders of social organizations. They need more partnerships and differentiated sources of funding.
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Question no. 21
How many social entrepreneurship organizations, has helped/examined your organization/unit/research group, in the last three years?
United Kingdom I/U/1 Social Enterprise UK, The RSA, Big Issue Invest, Think for The Future and Second Shot Coffee. The majority of our Enactus teams partner with social enterprises to deliver their projects. I/U/2 Several thousand social entrepreneurs have worked from here and/or worked with us. I/U/3 N/A. I/U/4 None have helped, around 5 have viewed our business model. I/U/5 6-7. I/U/6 2.
Spain I/S/1 •More than 100 companies per year referring to Social Economy Companies. •3 or 4 per year concerning those where the social purposes directed to third parties predominate, (Home Help, Rehabilitation of people with disabilities of all kinds, Support or welcome to refugees or immigrants, Work with ethnic minorities. I/S/2 - I/S/3 I have a database with more than 500 social companies from around the world. I have done several research works on them. I/S/4 Two organizations. I/S/5 We have had contact with 7 social companies in the last 3 years.
Poland I/P/1 About 50. I/P/2 Non. I/P/3 10. I/P/4 Several hundred.
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I/P/5 It's hard to say, but certainly about a hundred.
Portugal I/PR/1 6. I/PR/2 Around 20 organizations. I/PR/3 N/A. I/PR/4 Around 40. I/PR/5
Question no. 22 What are the problems of social entrepreneurship most often encountered
in your work?
United Kingdom I/U/1 A lack of awareness and understanding around the topic of social entrepreneurship. Misconceptions about what is and what isn’t classed as a social enterprise. Then at the level our organisation operates at often university students will not possess the fundamental business principles that form the bedrock of successful social enterprises. I/U/2 Quality of message, quantity of work. I/U/3 Sustainability. I/U/4 Advertising the social enterprise has been the most evident problem. I/U/5 Financial sustainability, that can lead to things like a lack of physical resources in the short term. I/U/6 Creating & maintaining financial sustainability.
Spain I/S/1 Lack of entrepreneurial training of the promoters. Difficulty of access to financing. Lack of institutional support. A dominant culture far removed from good business practices. A local society in general with low salary, education and income levels. I/S/2 LACK OF PROFESSIONALIZATION AT WORK LINKED TO VOLUNTARISM. LACK OF RESOURCES IN PRECARIOUS PROJECTS IN THEIR CURRENT DIMENSION. AND DESIGN. I/S/3 Financing. Awareness at a social level about its importance.
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Great burden of legal paperwork. Absence of a clear legal figure. Like the one created in UK. I/S/4 Lack of funding and greater awareness of the work promoted by organizations. I/S/5 Their main problem is survival but also the fact that they cannot hire qualified personnel on many occasions and have to rely on volunteers who, despite being aware of the cause, do not know how to do certain jobs adequately or, simply, these. They find a job and decide to stop being volunteers in the social enterprise from one day to the next, which causes a big problem for the social enterprise. But, above all, its main problem is to obtain financing and generate profit in order to continue creating social value.
Poland I/P/1 Lack of support for ongoing organisations, society knows not too much about social ecnomy, so they have problems with promotion. I/P/2 change of the purpose of the action, "burnout" of members operating in the organization. I/P/3 Irresponsible staff, no finances, burnout. I/P/4 Difficulties in finding good employees. I/P/5 People completely unprepared to start and run a social enterprise.
Portugal I/PR/1 Most of the social leaders are from social areas and are not managers, they need a specific different mind-set on how to develop a business even if social. I/PR/2 Specialization, management of the NGO, ability to growth. I/PR/3 Money, management and partnerships. Public support is now more difficult as before due to economic constraints. I/PR/4 Funding and knowledge to run and manage a social enterprise. Conflicts of power in associations.
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Question no. 23
How do you assess the sustainability of social entrepreneurship enterprises?
United Kingdom I/U/1 Very much dependant on the particular enterprise and the challenge they are trying to solve. There are a number of successful social enterprises that have existed for decades, whereas others struggle to get off the ground often due to revenue generation. However, ultimately a healthy ecosystem of social enterprise can be established in local communities creating a circular economy where by each are interdependent upon each other’s growth. I/U/2 Fine, quite sustainable. I/U/3 Data evaluation. I/U/4 Is there going to be demand for the social enterprise is 10 years time? Will the problem that the social enterprise is trying to help still be evident? I/U/5 Looking at the success in the social sector, their finances and the team that are running them. I/U/6 Feedback / evaluation forms from users.
Spain I/S/1 Any company that wants to endure over time must be sustainable. The social purpose of the company should have enough impact on the Society to generate social change and support the sustainability of the project. Being social innovation a tool capable of integrating different interest groups to meet social needs and respond to existing social problems, should be a factor of sustainability. I/S/2 SOCIAL SUSTAINABILITY IS CLEAR, FOR ITS SOCIAL FUNCTION AND ITS GREATER SUSTAINABILITY. THE ECONOMIC ALWAYS FAILS, BECAUSE THE BUSINESS CRITERIA ARE NOT THOSE YOU PRIORITIZE, BUT THE SOCIAL OR COLLECTIVE PURPOSES OF THE PROJECT. I/S/3 In my view, in the same way as other companies, adding that if a social enterprise loses its founding objective it may also lose its social character. In other words, the social enterprise has as its main objective the achievement of the community, social or environmental good, although this does not mean that it does not have to obtain its own economic benefit in the daily practice of its business activity.
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I/S/4 Sustainability and long-term planning by companies remain very complicated. I/S/5 As I said, that is one of their main problems. They forget that, in truth, it is a company and that, without the survival of it, it will be impossible to create social value over the years.
Poland I/P/1 I would say that significant market share of social enterprises is inevitable for sustainable development of economy. I/P/2 the external financing opportunities allowing for the development of the organization are particularly important. I/P/3 Positively, slowly proceed. I/P/4 There is no such. I/P/5 I'm not an optimist.
Portugal I/PR/1 Social leaders need training and managerial background to be professionals. Most of them don’t have it. The bigger ones yes. I/PR/2 Usually they are not great experts on management and sustainability. I/PR/3 Society will always have challenges and communities will need support therefore social organizations will be each time more and more the answer. I/PR/4 Social enterprises are very important and with society becomes older it is increasingly more important for example for elderly support.
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Question no. 24
In your opinion, what are the biggest strengths and weaknesses of social entrepreneurship enterprises in your country?
United Kingdom I/U/1 Strengths -The high level of support available to those who know where to look. -A long history of successful (both in terms of impact and profitability) across the UK. -The Social Value Act Weakness -The perception of social enterprises automatically being not-profit. -Social Enterprises role in Further and Higher Education. -Collaboration between social enterprise at scale. I/U/2 Too broad a question really. I/U/3 The strength lies in the positive impact created to the beneficiaries. The weaknesses could lie in the management and operations. I/U/4 Once Grown, their ability to have a large effect on the community such as Cadburys is a strength. I/U/5 Strengths – Creating impact and helping the community. Weakness – Even if it is growing in popularity, simply not enough people know about Social Enterprise – it would be far more effective if more people saw it as a viable alternative to ‘normal’ business. I/U/6 Strengths - we create and leave positive change that supports our community. Weakness - creating and maintaining financial viability is difficult.
Spain I/S/1 STRENGTHS: High motivation of the promoters. Strong commitment to the local community where they act and from which they are born. Active participation of the agents involved in the company. Linkage with the most needed social groups. Absence of profit motive and search of social purposes. WEAKNESSES: Low professionalization of management. Scarce staff training. Relatively young companies. Lack of private funding sources. THREATS: Growing competition in the sector and Excessive dependence on Public Administrations (income, subsidies). OPPORTUNITIES: Prevention of labour exclusion of disadvantaged people, great social impact as it pursues the common good. Growth of the social
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conscience and the need for the involvement of people in solving their own problems. Existence of platforms or networks to support social enterprises. Aids and public subsidies. More engagement of workers with the objectives of the organization when introducing them as partners. I/S/2 STRENGTHS: CONFIDENCE GENERATED IN THEIR ENVIRONMENT, ONCE THEY ARE KNOWN OR THE SERVICE IS RECEIVED, AND SOCIAL SUPPORT THAT MANY TIMES SEES IN VOLUNTEERING THAT ALTERNATIVELY SUPPORTS THOSE BUSINESS PROJECTS. WEAKNESSES: IN GENERAL, BEING SCARCE, WITH INSUFFICIENT DIMENSION, PRECARIOUS IN YOUR RESOURCES AND MEANS, AND IN CASES WHICH ARE HIGHLIGHTED THE DIMENSION THAT YOU HAVE BEEN ABLE TO ACHIEVE, YOUR LACK OF VISIBILITY OF YOUR SOCIAL FUNCTION. I/S/3 - I/S/4 STRENGTHS: greater professionalism as well as greater quality in management. WEAKNESS: there are no stable structures in organizations. I/S/5 STRENGTHS: the people who form them, aware of their social objective, do not mind investing money and time to be able to help others. WEAKNESS: not to manage them as a common company and rely heavily on aids/grants to be able to finance themselves.
Poland I/P/1 Strengths: Involvement of entrepreneurs; creativity; Weaknesses: weak financial basis; inability of using social enterprise as a good brand; rather small and local organisations. I/P/2 + activities activating various social groups, undertaking non-standard solutions. - business financing and team potential. I/P/3 + Low assumption responsibility, + financial support. - Unprepared employees, - lack of a long-term real plan in the market reality. I/P/4 Strengths include: - professional and social activation of the unemployed - an opportunity to return to the labor market - implementation of social goals - a relatively large initial capital for the establishment and development of a social enterprise - self-government support through the commissioning of services. The weaknesses include: Low knowledge of public administration employees on the specifics of the SE • Low knowledge of other entities about the specifics of the organization's activities • Dependence of
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employment in SE on external financial support. I/P/5 Strengths: financial support at the beginning, support of the institution, cool idea. Weaknesses: not always well thought out business plan, unprepared workers and originators, unstable financing (sometimes companies only survive when financial support is in progress, when the subsidy ends they are closed).
Portugal I/PR/1 Strengths: Community connection Motivation of leaders Weakness: Management Lack of grants and sustainability in many cases. I/PR/2 Too broad a question really. I/PR/3 Strengths are definitely the support to society and communities. The weaknesses are the lack of public support and many times the growth challenges such as need for funding and others. I/PR/4 Strengths are to reach a big part of communities in local areas. Weaknesses are to be hostages of public funding.
Question no. 25 What are the most common reasons for closing down of social enterprise in your country?
United Kingdom I/U/1 Lack of ccurate market analysis, assuming the solution to service users’ needs without thorough needs analysis and business revenue generation. I/U/2 Founder moves on. I/U/3 Funding. I/U/4 Rather than finding numerous solutions to a problem and not realising that their starting solution will change, some founders of social enterprises get too focused on one route to solve their problem which can cause the business to fail. I/U/5 A lack of sustainable finances, or potentially the founding team moving on to new projects.
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I/U/6 Finances, I think.
Spain I/S/1 Corporate and/or business mismanagement, difficulties with funding. I/S/2 LACK OF ECONOMIC VIABILITY, AND WEAR OF VOLUNTARISM WITHOUT A BUSINESS VISION AND SUSTAINABILITY AND PROFESSIONALIZATION OF ACTIVITIES. I/S/3 Commercial companies are subject to market discipline, if they do not create value they tend to be out of business. However, for social entrepreneurs, the social mission is explicit and central, they are also subject to the market, but markets do not work as well for social entrepreneurs and social value is often difficult to measure. Studies show that the consolidation rate of the social enterprise is considerably lower than that of commercial enterprises. This may be due to the fact that social entrepreneurs must face the challenge of maintaining the social mission of their approach, while trying to generate a competitive economic return for investors. What makes it necessary for social activity to be carried out through the application of the same forms of management as a commercial company. Let's not forget that there are social enterprises with profit motive, non-profit, hybrid (a mixture of the previous two) and the traditional NGO. And the problems are very different. Therefore we have non-profit or philanthropic social enterprises, within which are NGOs, even hybrid companies. The former are financed mainly by donations or subsidies, or through subsidiary business activities that facilitate the survival of the company and in no case distribute any benefit. The income generated is reinvested in the company, sometimes even forced by law, as in the case of NGOs. On the other hand, hybrid social enterprises, without forgetting their social mission, sustain their activities, more than in donations or subsidies, through commercial activities or external financing as any type of organization. Their objectives combine the creation of social and economic value, failing if they lose their social mission or if they are not able to generate enough income to finance their activities. I/S/4 The scarce financing of projects. I/S/5 Mainly, they are not profitable and precisely because of lack of money they must close the company.
Poland I/P/1 Financial problems and conflicts between stakeholders I/P/2 bad financial situation. I/P/3 conflict in the team, exhaustion of the idea, unprofitability.
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I/P/4 The poor concept / business plan of a social enterprise, as well as the human factor. I/P/5 end of financing, human factor ,not profitable idea.
Portugal I/PR/1 Lack of resources. Money. I/PR/2 Funding, specialization of management, managing the resources and sometimes managing the lack of payments from public sector. I/PR/3 Money. I/PR/4 Lack of money.
Question no. 26
List what are the most important reasons for the success of long-established social enterprises in your opinion?
United Kingdom I/U/1 -Passion to solve a particular social challenge. -An entrepreneurial mindset. -Adaptability. -Excellent brand and story telling. -A quality product or service that is competitively priced. -Beneficiary centric. I/U/2 Quality work and quality people. I/U/3 Maintaining stakeholder relationships. Continued awareness of the cause. Stay committed to your mission statement and maintaining the core values. I/U/4 Having a founder who is passionate about solving their chosen problem in society but also being open minded. Growing the social enterprise is also key and making sure that your passion is shown through your service. You need to provide a good service so that your customers keep returning. I/U/5 Clear and achievable targets. An effective team of people running the SE. A strategy that incorporates the essentials of business (business plans – financial calculations), but keeps the social goal at the heart of what they do. Finding a sustainable balance between the ‘social’ and the ‘business’ side of things. I/U/6
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Clear values and ethos. Clear vision. Being financial sustainable. Continually evaluating the social impact being made.
Spain I/S/1 Level of leadership and motivation of the promoters. Level of business training of managers. Ability to develop a plan with well-defined objectives that is valid and that generates a sufficient social impact in its environment. Sufficient capacity for commercial action. Planning of viable, sustainable and ambitious company. I/S/2 THE PRESENCE OF LEADERS, WITH VISION AND THAT GENERATE CONFIDENCE, IN ADDITION TO MARKET SPACES IN WHICH THEIR ACTIVITY IS DEVELOPED, WHICH ARE NOT USED TO BE COVERED BY CONVENTIONAL COMPANIES DUE TO THE LACK ECONOMIC INTEREST. I/S/3 The probability of success of this type of activity increases when three situations converge: 1) the social entrepreneur is a good manager; 2) he feels capable and; 3) he is not afraid of making mistakes. I/S/4 The establishment of clear objectives and the obtaining of stable income. I/S/5 I have already commented on it throughout the interview, it should be managed like any other company, with that its survival would be achieved. There is no need to think in the short term about solving the most pressing problems, but if you manage to keep the company in time you can help many more people. Also, it must be taken into account that there are companies that have managed to raise funds, either with public or private aids/support, with the realization of projects in which they collaborate with other companies, etc. But the fact of being able to count on this aid has been decisive for the company to survive over the years.
Poland I/P/1 Support and cooperation with local government, good business idea, flexibility of entrepreneurs, activity in a niche market. I/P/2 Flexibility in operation and adaptation to changing conditions and regulations. Good communication between team members working together on the implementation of activities. I/P/3 A well thought out business plan. Trained responsible staff. Idea. I/P/4 Good leader.
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I/P/5 Clear vision, Being financial sustainable, Good leader, Support and cooperation with local government, Well-prepared manager and employees.
Portugal I/PR/1 Community connection. Team. Support from stakeholders and community. I/PR/2 Work they do, connection with people and community. I/PR/3 Linkage with community and people. I/PR/4 Community relation.
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V Summary and conclusions on Youth Social Entrepreneurship
5.1 Development of the results of the questionnaire test
5.1.1 Case of United Kingdom
Preliminary conclusions from questionnaire interviews
After conducting the interviews, it seems that one thing most of these organisations have in common is their relatively recent start dates, this seems to indicate that there seems to have been some kind of watershed on people’s knowledge about social enterprise and their willingness to go out there and create one. It seems that Social Enterprise has grown in popularity and, in the public’s eyes viability.
Most of those interviewed have created their social enterprise with a goal to the wider society: ‘to leave an impact on the world and support others’ and ‘to enable citizens to build a better, fairer and more equitable city.’ Social Enterprises tend to have one focused goal that their organisation is founded around, but are always looking to have social impact in whatever they do.
Interestingly the view of most participants to question 5 (the interest of social entrepreneurship) were quite similar and along the lines of business, however one answer ‘it’s just the way business should be’ shows a clear socially focused mind-set (over business), at least among some people.
In terms of the number of people involved in the Social Enterprise, these figures vary massively, ranging from 2 into the hundreds. However from these statistics it can be seen that Social Enterprises do not actually need lots of people to start, for example ‘Enactus UK’ is a huge company spanning the UK, however it only consists of 9 full-time staff members, incorporating student volunteers into what they do is massive, so Social Enterprises can overcome issues with a lack of staff with efficient collaborations with different groups.
With regards to the difficultly of setting up a Social Enterprise, most interviews shared a belief that a Social Enterprise and regular business have a similar amount of difficulties, just in different areas. However it seems that finances of Social Enterprises are the main aspect that holds them back, and the reason most Social Enterprises in the UK struggle.
Social Enterprises in the United Kingdom seem reasonably well supported, with awareness of grant programmes, however it seems that besides financial support Social Enterprises in the UK do not have much else.
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5.1.2 Case of Spain
Preliminary conclusions from questionnaire interviews
After conducting the interviews, it seems that one of the highlights is that in Spain there is a framework law on social economy, however social entrepreneurship is not legislated nor are there specific policies for its promotion. Despite its recent popularity, social entrepreneurship is a relatively new concept still in the development stage, lacking a concrete and consensual definition.
In Spain, this ecosystem is still in an embryonic phase, despite the growth of recent years. In spite of this, social entrepreneurship distils energy that is increasingly alive in our country, and there is progressively more and more interest in this field by the institutional, professional, business, educational, etc. environment.
However, it is important to point out that one should not simply copy what has already been done in other countries, but that legal development must adapt to the culture and be integrated into the Spanish context, otherwise it will not be successful
The crisis represents a major setback for the most vulnerable groups. Many of these difficulties can be solved thanks to social entrepreneurship initiatives, which are always aimed at solving problems of inequality, injustice or solidarity.
Most of those interviewed share the same opinion that is a social enterprise provide an example that it is not necessary for a company to have the sole objective of earning money to survive. Social entrepreneurs play in a scenario of maximum competitiveness, and can achieve profitability objectives without discarding principles of honesty, common good, solidarity or social welfare.
With regards to the difficultly of setting up a Social Enterprise, most interviews shared a belief that a Social Enterprise in Spain faces a series of difficulties that can be grouped into four blocks. It is necessary to have an adequate legal and institutional framework for the promotion and consolidation of latent creativity in social enterprises, to solve the problem of lack of financing, the great ignorance and lack of existing visibility around the concept, as well as the lack of credibility and recognition of the sector in the market, the problems in the management of human resources, the creation of a sectoral identity, that is, in definitive, the creation of a real ecosystem of social entrepreneurship.
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5.1.3 Case of Poland
Preliminary conclusions from questionnaire interviews
After conducting the interviews, it seems that research pointed to a number of problems that strongly inhibit the development of the social economy. They can be divided into the following categories:
1. Capital problems. Although social economy entities receive various types of financial support to start, they are obliged to issue them in accordance with the regulations and not necessarily the needs.
2. Formal and legal problems. To a large extent, they come from ignorance of social economy regulations by officials or the usual reluctance of officials to provide help. The lack of legal knowledge by social co-ops is also of great importance, and as a result, registration procedures are prolonged and state aid is obtained.
3. Lack of experience. The lack of experience in running a business has a negative impact on the quality of business operations by co-operatives. This category is also partly related to formal and legal problems, and consequently the co-stockholders may be more exposed to the actions of dishonest contractors. Lack of experience is also a lack of self-confidence, which can be manifested, for example, in business talks.
4. Psychological problems. These problems may be partly related to the lack of experience (eg inability to resolve conflicts or motivating to work). In the case of the social economy, psychological problems arise due to the fact that the employees themselves originate in the majority of people threatened with social exclusion. Problems related to low self-esteem and lack of faith in one's own abilities as well as many other types characteristic for a given type of exclusion are revealed.
5. Unfair competition. Inability to compete with market players due to their lowering of tender prices below labor costs. Social co-operatives employ all employees legally, abide by all labor standards, etc., while market competition often violates labor laws or employs employees not legally, which makes it possible to win tenders at prices below the lowest labor costs.
The barriers identified above are confirmed by previously presented conclusions of the researchers of this sector, especially in the area of the first four points.
At the beginning of the social economy in Poland, the activity of these organizations depended primarily on local government authorities, thanks to which cooperatives could overcome initial capital or formal and legal problems. However, the effectiveness of these activities depended mainly on the goodwill of the given self-government, and the assistance options were often quite modest, additionally it was difficult to expect professional advisory assistance, for example in the field of running a business, from public administration employees. The integrated Social Economy Support System, which currently operates, has been based on a different principle, i.e. support for social economy entities by specialized organizations in this field. This assumption gives the opportunity to adjust the support to the
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needs and individual cases.
5.1.5 Case of Portugal
Preliminary conclusions from questionnaire interviews
Interviewees point out that social enterprises are still in infancy. State support is more and more accurate in terms of financing. however, there is a lack of training and study visits for future entrepreneurs. There are number of barriers that made development of social economy sector difficult. A major challenge to growth is a lack of knowledge of how draft business plans, managing, and stay financial stabile.
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5.2 Conclusions and recommendations for Youth Social Entrepreneurship
Despite the heterogeneity of Social Economy and its support in particular
countries studied, it is possible to see both common points requiring improvement, as well
as guidelines and inspirations of already existing solutions. On the posting of a desk
research survey, individual interviews, and analysis of legislation in selected countries,
recommendations were made regarding. The recommendations also apply to
organizations from the social economy environment and changes in the support system:
1. Co-operatives' cooperation with local government authorities should be improved and
developed.
2. The institutions that support social economy should be professionalised. Their activities
should be based on solid funding mechanisms, not activities from project to project. The
centers should ensure better preparation of cooperatives for managerial and specialist
purposes. People interested in opening their own social economy unit should be able to
communicate better with the environment, use a good image of the social economy entity
and the local enterprise as a source of competitive advantage.
For the durability of the cooperative, it seems necessary psychological, substantive and
legal care over cooperatives, because internal conflicts are often at the root of the
problems of many organizations.
3. Persons preparing to open a social cooperative should be covered by financial assistance
as early as during the training, because the current need to keep the status of the
unemployed. Preparation for the creation of a cooperative should also include practices in
existing social economy entities in order to better prepare future cooperatives for the
hardships of working in such organizations.
4. It is possible to consider the rules of granting bridging support, which may be of a
disincentive nature to work on improving the economic efficiency of the undertaking.
5. The period of support for cooperatives should end with obligatory financial vetting,
which after the first period of the cooperative's activity would allow to identify areas for
improvement.
It would also be a permanent inspection of the Centres’ activities in the field of support for
new social cooperatives.
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Research tools BASIC INFORMATIONS
NAME OF ORGANIZATION *
COUNTRY *
PERSON RESPONSIBLE FOR THE TASK *
EMAIL ADDRESS TO THE PERSON RESPONSIBLE FOR THE TASK
*
DESCRIPTION OF STEPS
1. DESK RESEARCH
1.1 Desk research on social entrepreneurship in your country, describe legal framework and way of organizing of social economy sector.
1.2 Select Institutions based on previous desk research in which questionnaire interviews will be conducted. With particular regard to:
Public institutions that are cooperating with social enterprises.
Researchers from that field.
Affiliating organizations of social enterprises.
Organizations or institutions that are supporting social enterprises.
1.3 Find at least 6 examples of good practices on Youth Social Entrepreneurship and prepare short case studies about them in Your country.
2. QUESTIONNAIRE TEST
2.1 Conducting a test interview on the basis of a uniform questionnaire for all partners among the selected minimum of six institutions
2.2 Deliver the leader organisation, transcript of questionnaire interview on the unific form
3. DEVELOPMENT OF THE RESULTS OF THE QUESTIONNAIRE TEST
Extracting preliminary conclusions from questionnaire interviews
1. DESK RESEARCH
1.1 DESCRIPTION OF LEGAL FRAMEWORK AND WAY OF ORGANIZING OF SOCIAL
ECONOMY SECTOR
1.2 SUTABLE SIX RESPONDFENTS FOR THE QUESTIONNAIRE INTERVIEW
1.3 SIXC ASE STUDIES ON GOOD PRACTICES OF YOUTH SOCIAL ENTERPRENAURSHIP
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Instruction Please complete the chart
1.1 Desk research on social entrepreneurship
1.1Describe legal framework and way of organizing social economy sector. (underline key words)
Minimum - 1800, Maximum 4000 characters
*
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1.2 Select Institutions based on previous desk research in which questionnaire interviews will be conducted.
With particular regard to:
• Public institutions that are cooperating with social enterprises.
• Researchers from that field.
• Affiliating organizations of social enterprises.
• Organizations or institutions that are supporting social enterprises.
MINIMUM 6 BY EVERY PARTNER
SELECTED SOCIAL ECONOMIC INSTITUTIONS NAMES
1. *
2. *
3. *
4. *
5. *
6. *
1.3 Examples of good practices on Youth Social Entrepreneurship and prepare short case studies about them.
FIND MINIMUM 6 BY EVERY PARTNER IN HIS COUNTRY
1.3.1 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION *
TYPE OF INSTITUTION *
ADDRESS DATA *
LINK TO THE WEBSITE *
DESCRIPTION *
CASE STUDY *(MINI. 1000 – Max. 2500 characters)
OPTIONAL REMARKS
1.3.2 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION *
TYPE OF INSTITUTION *
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ADDRESS DATA *
LINK TO THE WEBSITE *
DESCRIPTION *
CASE STUDY *(MINI. 1000 – Max. 2500 characters)
OPTIONAL REMARKS
1.3.3 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION *
TYPE OF INSTITUTION *
ADDRESS DATA *
LINK TO THE WEBSITE *
DESCRIPTION *
CASE STUDY (MINI. 1000 – Max. 2500 characters)
OPTIONAL REMARKS
1.3.4 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION *
TYPE OF INSTITUTION *
ADDRESS DATA *
LINK TO THE WEBSITE *
DESCRIPTION *
CASE STUDY *(MINI. 1000 – Max. 2500 characters)
OPTIONAL REMARKS
1.3.5 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION *
TYPE OF INSTITUTION *
ADDRESS DATA *
LINK TO THE WEBSITE *
DESCRIPTION *
CASE STUDY *(MINI. 1000– Max. 2500 characters)
OPTIONAL REMARKS
1.3.6 EXAMPLE OF GOOD PRACTICE
NAME OF INSTITUTION *
TYPE OF INSTITUTION *
ADDRESS DATA *
LINK TO THE WEBSITE *
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DESCRIPTION *
CASE STUDY *(MINI. 1000 characters– Max. 2500)
OPTIONAL REMARKS
2. QUESTIONNAIRE TEST
2.1 Conducting a test interview on the basis of a uniform questionnaire for all partners among the selected minimum of six institutions
2.2 Deliver the leader organisation, transcript of questionnaire interview on the unific form
2.2.1 STRUCTURAL INTERVIEW WITH INSTITUTIONS RELATED TO THE SOCIAL ECONOMY
FIRST INSTITUTION
NAME OF INSTITUTION *
NAME AND SURNAME OF THE PERSON WHO WAS INTERVIEWED
*
DESCRIPTION OF THE INSTITUTION
*
INSTITUTION'S WEBSITE *
ADDRESS OF THE INSTITUTION
*
INTERVIEW TRANSCRIPTION *
OPTIONAL REMARKS
2.2.2 STRUCTURAL INTERVIEW WITH INSTITUTIONS RELATED TO THE SOCIAL ECONOMY
SECOND INSTITUTION
NAME OF INSTITUTION *
NAME AND SURNAME OF THE PERSON WHO WAS INTERVIEWED
*
DESCRIPTION OF THE INSTITUTION
*
INSTITUTION'S WEBSITE *
ADDRESS OF THE INSTITUTION
*
INTERVIEW TRANSCRIPTION *
OPTIONAL REMARKS
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2.2.3 STRUCTURAL INTERVIEW WITH INSTITUTIONS RELATED TO THE SOCIAL ECONOMY
THIRD INSTITUTION
NAME OF INSTITUTION *
NAME AND SURNAME OF THE PERSON WHO WAS INTERVIEWED
*
DESCRIPTION OF THE INSTITUTION
*
INSTITUTION'S WEBSITE *
ADDRESS OF THE INSTITUTION
*
INTERVIEW TRANSCRIPTION *
OPTIONAL REMARKS
2.2.4 STRUCTURAL INTERVIEW WITH INSTITUTIONS RELATED TO THE SOCIAL ECONOMY
FOURTH INSTITUTION
NAME OF INSTITUTION *
NAME AND SURNAME OF THE PERSON WHO WAS INTERVIEWED
*
DESCRIPTION OF THE INSTITUTION
*
INSTITUTION'S WEBSITE *
ADDRESS OF THE INSTITUTION
*
INTERVIEW TRANSCRIPTION *
OPTIONAL REMARKS
2.2.5 STRUCTURAL INTERVIEW WITH INSTITUTIONS RELATED TO THE SOCIAL ECONOMY
FIFTH INSTITUTION
NAME OF INSTITUTION *
NAME AND SURNAME OF THE PERSON WHO WAS INTERVIEWED
*
DESCRIPTION OF THE INSTITUTION
*
INSTITUTION'S WEBSITE *
ADDRESS OF THE INSTITUTION
*
INTERVIEW TRANSCRIPTION *
OPTIONAL REMARKS
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2.2.6 STRUCTURAL INTERVIEW WITH INSTITUTIONS RELATED TO THE SOCIAL ECONOMY
SIXTH INSTITUTION
NAME OF INSTITUTION *
NAME AND SURNAME OF THE PERSON WHO WAS INTERVIEWED
*
DESCRIPTION OF THE INSTITUTION
*
INSTITUTION'S WEBSITE *
ADDRESS OF THE INSTITUTION
*
INTERVIEW TRANSCRIPTION *
OPTIONAL REMARKS
3. Extracting preliminary conclusions from questionnaire interviews
DEVELOPMENT OF THE RESULTS OF THE QUESTIONNAIRE TEST
Preliminary conclusions from questionnaire interviews
Minimum – 1800, Maximum – 4500 characters
*
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*Please complete the chart
THANK YOU!
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STUDY OF SOCIAL ENTERPRISE
This questionnaire aims to explore the challenges of the social entrepreneurship. The
information collected during the research will be used to create a Social Entrepreneurship
handbook and to compare its condition and solutions related to it in selected EU countries.
NAME OF ORGANIZATION *
COUNTRY *
PERSON RESPONSIBLE FOR THE TASK *
EMAIL ADDRESS TO THE PERSON
RESPONSIBLE FOR THE TASK
*
TYPE OF INSTITUTION
(select one)
Public institution that is cooperating
with social enterprises
Researchers from field of social
enterprises
Affiliating organization of social
enterprises
Organization or institutions that
support social enterprises
Preparation for the interview:
1. Introduce yourself
2. Present the purpose of the study and project
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3. Ask for permission to record
4. Explain that you do not intend to evaluate the answer, you count on honesty that will
help to develop socially entrepreneurial
5. Start the interview
INTERVIEW SCENARO
Section one - about the organization / unit / research group
1. Describe the purpose of establishing your organization / unit / research work?
2. Describe the purpose your organization / unit / research work, working with
social enterprises?
3. When the organization / unit / research work, was established?
4. When the organization / unit / research work, started working with social
entrepreneurship?
5. Where did the interest in social entrepreneurship in your organization / unit /
research work, come from?
6. With how many units of social entrepreneurship do your organization / unit /
research team work?
7. How many employees / volunteers counts your organization / unit / research
team?
8. How many employees / volunteers deals with the issue of social
entrepreneurship in your organization / unit / research team?
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9. Does your organization / unit / research team cooperate with other
organization / unit / research team dealing with the subject of social
entrepreneurship?
Second section - opinions about the general condition of the social economy
10. Do you know any Social Entrepreneurship Support programs in your country?
11. How do you assess programs for supporting social entrepreneurship in your
country?
The disadvantages / advantages
12. Is the social entrepreneurship potential well used in your country?
13. Is social entrepreneurship visible in your country?
14. Is there support for social entrepreneurship in your country? Is it effective?
15. What role do you see for social entrepreneurship in your country?
16. How do you assess the possibility of creating units of social entrepreneurship by
a resident of your country?
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17. Is setting up a social enterprise unit more difficult than setting up an ordinary
company in your country?
18. Do employees of social entrepreneurship units you know have a chance to find
employment outside the social labor market?
19. What are the weaknesses of social entrepreneurship enterprises that you
know?
20. What kind of support do social entrepreneurship enterprises need most in your
opinion?
21. How many social entrepreneurship organizations, has helped/examined your
organization/unit/research group, in the last three years?
22. What are the problems of social entrepreneurship most often encountered in
your work?
23. How do you assess the sustainability of social entrepreneurship enterprises?
24. In your opinion, what are the biggest strengths and weaknesses of social
entrepreneurship enterprises in your country?
25. What are the most common reasons for closing down of social enterprise in
your country?
26. list what are the most important reasons for the success of long-established
social enterprises in your opinion?
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Information about the interviewer
The name of the organization
The organization financing
Relation with social entrepreneurship