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#PomaKSRB konferencija - Social enteprise youth guide 2015 - Ana Filipovska


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U okviru projekta “Pokret omladinskog aktivizma - POMAK”, od 23 do 25. januara 2015. godine, na Borskom jezeru po prvi put u Srbiji, organizovana je Nacionalna Konferencija o socijalnom preduzetništvu i kreativnim industrijama.

Nakon otvaranja konferencije prva sesija upravo je bila posvećena priručniku o kreativnim industrijama i socijalnom preduzetništvu mladih, a o njemu su govorili njegovi autori Ana Filipovska , Aleksandar Đerić i Ana-Marija Đurić. Učesnici su zahvaljujući Milošu Ljubomiroviću, autoru filma Sjene, imali priliku da čuju i praktični uspešni primer prikupljanja sredstava putem crowdfunding-a.

Projekat o socijalnom preduzetništvu i kreativnim industrijama, Pokret omladinskog aktivizma “Pomak”, Timočki omladinski centar realizovao je u partnerstvu sa Krovnom organizacijom mladih Srbije, a uz finansijsku podršku Ministarstva omladine i sporta Republike Srbije.

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#PomaKSRB konferencija - Social enteprise youth guide 2015 - Ana Filipovska

  1. 1. Social Enterprise Youth Guide Ana Filipovska
  2. 2. Social Enterprise Real Story
  3. 3. Socialization of business Social enterprise will create new ways to do business  Social enterprise is often defined as finding business and market based solutions to systemic social issues, such as social exclusion, long-term unemployment and sustainability.  A social enterprise puts a higher premium on its social mission and its social returns which moderate the way it runs its business.
  4. 4. To identify social enterprises, we commonly use this criteria: 1. Constant production and selling of goods or services; 2. The enterprise is autonomous in relation to public and private sectors; 3. The enterprise takes economic risks in order to obtain their own income; 4. The enterprise employs certain, minimum number of paid workers, and most often volunteers participate in activities of social enterprises; 5. Business activities are clearly undertaken in order to achieve the social impact and benefits to society or to a marginalised group; 6. The enterprise has been formed and operates as a result of an organised and solidarity action; 7. The management is based on the principle of “one member - one vote”; 8. Beneficiaries participate in the management structure of social enterprises; 9. There are clear rules and practice related to limited distribution of profit.
  5. 5. Social Enterprise Models  Model One: Engage in a trading activity that has no direct social impact, make a profit, and then transfer some or all of that profit to another activity that does have direct social impact (the ‘profit generator model’) Example: for-profit businesses with CSR programmes  Model Two: Engage in a trading activity that does have direct social impact, but manage a trade-off between producing financial return and social impact (the ‘trade-off model’) Example: fair trade businesses; microfinance institutions; firms that employ disadvantaged people  Model Three: Engage in a trading activity that not only has direct social impact, but also generates a financial return in direct correlation to the social impact created (the ‘lock-step model’)
  6. 6. KEY PARTNERSHIP   The network of suppliers  and partners that make  the enterprise work    Commercial: -Coffee distributor -Drink distributor -Local  chamber  of  commerce  Impact: -Non-for-profit partner  supporting young people  with long-term  unemployment  - Social Enterprise  Alliance -Social Investor   KEY ACTVITIES The most important  things that need to be  done to make the  enterprise work Commercial: Baristaring Cooking/catering Customer service Impact: Support and participation activities VALUE PROPOSITION   The products and  services that create  value for specific  customer segments-  what keeps customers  returning to your  enterprise  Commercial Value: Great fair trade  coffee , fresh organic  food, personal service   Impact Value  Proposition: Sustainable income for  young people who  have been long term  unemployed  CUSTOMER RELATIONSHIP   The types of relationship an   social enterprise establishes with  specific customer segments  Commercial/Impact Personalized services, repeat  custom , loyalty, long term  customers CUSTOMER SEGMENTS   The different groups  of people or  organizations an  social enterprise  aims to reach and  serve Commercial: Walk-by commuters Local businesses,  offices, services  (retail and catering) Regulars Impact: Ethical consumers  Non-for-profits Other social  enterprises  Social procurement  customers (catering) Government  purchasing jobs for  people with long  term unemployment  and financing  training  KEY RESOURSES The most important  assets  (physical,  intellectual, human,  financial)  Commercial: Kitchen/coffee Equipment Shop(asset) Location Staff Impact: Support expertise Support staff Impact brand CHANNELS How an social enterprise  communicates with and reaches  its customer segments to deliver  a value propositions Commercial: Retail-high traffic near public  transport station Word of mouth Commercial:   Impact:   Inventory  Equipment   Utilities  Staff  Support and participation  costs (staff, productivity,  training, work)  Readiness cost  Commercial:   Impact:  Retail sales  Catering sales  Participation and  support funding  Training funding 
  7. 7. Legal structure for social enterprises Italy UK Serbia Legal framework Low decret 155/2006 Companies Act 2004 Community Interest Company regulations 2005 Law on Professional Rehabilitation and Employment of Persons with Disabilities Law on Cooperatives Law on Associations Law on Endowments and Foundation Company LawLegal forms Association, Foundations. Social cooperatives, private companies All companies regulated with Companies Act from 1985 Association, Foundations. Social cooperatives, private companies Entrepreneur model collective empowerment individual and collective empowerment individual and collective empowerment Profit distribution Direct or indirect distribution is forbidden Partial distribution of profit allowed Is no regulated Governance principals of participation “one principals of participation “one Is no regulated
  8. 8. EU funds available for financing social enterprises  EaSI (2014-2020) - EU Programme for Employment and Social Innovation with global budget of 920 million of euro is a financing instrument at EU level to promote a high level of quality and sustainable employment.  COSME is the EU programme for the Competitiveness of Enterprises and Small and Medium-sized Enterprises (SMEs) running from 2014 to 2020 with a planned budget of €2.3bn.
  9. 9. Conclusion  You may have the most beautiful and meaningful social mission, but you have to have sustainable means to fulfil it, the economic activities must be efficient and produce financial return.  The biggest challenge in the social enterprise development to find and maintain the delicate balance between its social goals and profitability.  In a world dominated by individual and corporate interests, a Social Enterprise has the capacity to mobilize and focus on common goals to do things differently because of the desire of social and economic transformation for justice
  10. 10. If we want to keep moving forwards equity and sustainability, we have no other choice than to be creative and innovative! Discussion/questions?