This module discusses social enterprise as a tool for social inclusion and integration. It defines social enterprise as a business that tackles social problems and reinvests profits into the social cause. The module explores examples of inspiring social enterprises, including ones in Ireland and the Netherlands that provide employment opportunities. It also covers idea generation, business models, and support available for starting a social enterprise. The key aspects covered are defining the social problem to address, generating ideas to solve it, and identifying the right business approach.

1. Module 5:
SOCIAL
ENTERPRISE - a
key integration
and progression
tool
"The European Commission support for the production of this publication does not constitute an
endorsement of the contents which reflects the views only of the authors, and the Commission
cannot be held responsible for any use which may be made of the information contained therein."

2. Who is this module for?
This module can be used by anyone (person or organisation)
who is passionate about doing something to change or
address interface challenges in their communities, towns,
cities or regions and want to harness the power of social
enterprise to do so.
About this Module
Having come through Modules 1-3, you should be coming to
this module enthused and inspired, bursting with ideas of
how you can improve your Interface Community. In this
module we will look at social entrepreneurship in more
detail as a key integration and progression tool.

3. Learning Focus of Module 5
 What is Social Enterprise?
 Learn from Inspiring Social Enterprises
 Planning a New Social Enterprise
 Getting started with Idea Generation
 Identify the Right Approach for your Community/Interface
Area
 Business Models in Social Entrepreneurship
 Support for and Funding your Social Enterprise

4. Practical Learning Focus
This module includes individual and group work exercises, the icon
guide to same is ….
Exercise Exercise Icon
Group Discussions
Written Exercise or Quiz
Video
Downloadable Resources for
extra reading

5. Social Enterprise is one of the most powerful tools to contribute to social
inclusion. Social inclusion relates to the ability, of an individual or group of
individuals, to participate in the social and economic lives of their communities
and to have their contributions acknowledged. It also involves access to tools -
such as enterprise and education - that enable participation and a set of shared
rights, values and responsibilities that bind people together in a cohesive
society.
Social Enterprise NL has adopted the European definition of social
entrepreneurship:
A social enterprise is an operator in the social economy whose main objective
is to have a social impact rather than to make a profit for their owners or
shareholders. It operates by providing good and services for the market in an
entrepreneurial and innovative fashion and uses its profits primarily to
achieve social objectives. It is managed in an open and responsible manner
and, in particular, involves employees, consumers and stakeholders affected by
its commercial activities.
"
”
What is Social Enterprise ?

6. A Social Enterprise is
a profit-making business set up to tackle a social or
environmental need to and to retain and reinvest profits
back into the cause which motivates it.
A simple definition is the
‘design and implementation of better ways of meeting
social needs*.’
Typically strive for transformational improvements ,not
incremental gains. Social Enterprises tend to innovate and
experiment more than traditional models of business
because they are usually designed to fill a gap in existing
services that cannot or will not be delivered by the public
and private sectors.
They are often designed to reach socially excluded people
by providing volunteer, training and employment
opportunities.
* definition used by Centre of Social Innovation in New Zealand.

7. A Social
Enterprise is
Socially run local businesses in a
neighbourhood can:
• contribute to a sense of local
identity
• help to develop the self-
confidence of local people –
very important in Interface
Areas.

8. What is at the heart of Social
Enterprise?
 Taking more time to define and redefine the problem –
giving( and taking) space to think and explore all
possibilities.
 Wider view of evidence – combining quantitative and
qualitative research to give depth and rationale to key
issues.
 Looking for solutions in AND beyond formal services -
concentrating on meeting the needs identified in the
research phase, whatever form that might take.
 Seeing users as contributors not problems - consulting
users in the research phase and potentially involving them
in the development of new solutions.

9. What is at the heart of Social
Enterprise ?
Societal Change is creating problems with the emergence of
new or exacerbation of old divides that go beyond physical and
psychological interfaces:
 Altered economic relationships
 Gap between winners and losers
 Economic decline generates adversities
 Digital divide
 New sources of labour displace old sources
 New ways of thinking can displace adherents of old ways

10. The Social Business Model vs.
Traditional Business
Source: https://www.ericsson.com/en/networked-society/trends-and-
insights/networked-society-insights/social-
business?gclid=CMS5gobswtQCFdS4GwodeZQCxg
TRADITIONAL BUSINESS MODEL SOCIAL BUSINESS MODEL
Value
Proposition
Revenue
Model
Network
Relations
Social Impact
Model
Financial
Sustainability
Model
Community
Engagement

11. Why is it a Powerful Tool?
Some key features of social enterprise are:-
 Social enterprise is about enterprise. It is a model of
enterprise that focuses on delivering social returns using
business principles and reinvests any surpluses it makes
into furthering it social goals rather than its profits
being claimed by any one individual or group of
stakeholders
 Social enterprise is now outstripping conventional SMEs
in terms of growth and resilience
 Social enterprise is attracting students and graduates to
consider it as a viable path fuelled by both the rise of
youth employment but also a growing social divide
 Social enterprise is about local heroes. They are
grounded in the community, provide goods and services
local people, they are run by people from the
community.

12. Why is it a Powerful Tool?
Social enterprise is about innovation.
They identify social needs that are
not adequately addressed (if at all)
and devise innovative solutions. They
often look at what is being delivered
and devise better ways to meet the
need.
Social enterprise and innovation
starts with people, rather than
services. It starts by seeing the
world through their eyes,
recognising the resources and
capacities they can offer, and also
the nature of the needs, hopes and
desires they have.

13. Where it starts?
The pathway to social innovation begins with the desire
to make things better. In order to improve things there
has to be innovation. Innovation begins with
consideration of how a problem is framed.
Entrepreneurship can be fixated on finance and if it is
absent, they can feel stuck. Whereas social innovation is
innovative because it looks at the nature of the problem
and its potential solution in different, new ways.
Typically, it taps into new resources, it is often frugal,
working with what people can bring to the table
themselves.
Although governments is investing more and more in
social enterprise, it often emerges from ‘in between’
spaces – community champions, new partnerships, third
sector and community organisations..

14. Opportunity for Social Enterprise
of population
SCOTLAND
Being aware of
social enterprise
At a national level, we can learn
from Scotland, a country that has
embraced the social economy and
now has a thriving social enterprise
culture with 71% of the population
being aware of social enterprise.
There are over 3,000 social
enterprises, most of them profitable,
employing over 100,000 with a
combined annual turnover of stg £3.1
billion (€3.4 billion)!
71%

15. Opportunity for Social Enterprise in the
Netherlands
The social enterprise sector is a young market with a lot of
growth potential at present. It is difficult to determine exactly
the amount of social enterprises but McKinsey has estimated this
number between 5,000 and 6,000 social enterprises (year 2016).
It is estimated that social enterprises in the Netherlands
generate approximately 3.5 billion in revenue and employ
between 65,000 and 80,000 people.
5,000+
ENTERPRISES
SOCIAL ENTERPRISES IN THE NETHERLANDS
SOCIAL
50,000+
EMPLOYED
Source: www.mckinsey.com
€3.5
REVENUE
BILLION

16. Learn from Inspiring
Social Enterprises

17. Inner City Enterprise (ICE), Dublin
- Ireland
Inner City Enterprise (ICE) is a not-for-profit charity established to
advise and assist unemployed people in Dublin’s inner city to set up
their own businesses or create their own self-employment. Over the
last 6 years, ICE dealt with over 1,800 clients and established over
800 new businesses. ICE looks likely to assist a further 215 new start-
ups in 2017.
ICE provides a range of supports including:
 in depth, individual business advice and supports to both pre-
enterprise and new start-ups.
 Financial supports - ICE provides financial support in the form of
loan finance from €1,000 – €5,000 at 5% of interest, over a 3-year
period to commercially viable new enterprises for the following:
Capital Expenditure, Working Capital and Business Premises. ICE
are also a recognised conduit for MicroFinance Ireland, who are
providers of loan finance of between €1,000-€25,000.

18. EXERCISE 1:
WATCH Inner City
Enterprise VIDEO
Refer to Module
Learner Workbook.
Inner City Enterprise (ICE), Dublin
- Ireland
“Not only are they able
to build themselves but
they are able to build a
community around
them.”
https://www.youtube.com/watch?v=ES33YS7I_Ks

19. Case Study: Downpatrick Social
Enterprise Hub
The Social Enterprise Hub Programme is a project managed by Invest NI
and Department for Communities. It is aimed at assisting aspiring
entrepreneurs to explore and develop social business ideas. The services
delivered within the hubs include the following:
• Opportunity for aspiring social entrepreneurs to hot desk or test trade
out of the hub premises
• Meeting / training / conference room available for hub member’s use
• One to one meetings to assist participants in defining, exploring and
developing their business ideas
• Delivery of Social Spark Sessions aimed at assisting attendees to further
develop existing business ideas and generate new ideas through the use
of design thinking approaches
• Organisation and delivery of workshops tailored to the participants
needs which include sales and marketing, leadership and finance.

20. Case Study: Downpatrick Social Enterprise
Hub
• One to one mentoring sessions with individuals / groups to assist
them with product / service development, business planning,
sourcing finance / funding, company set up, strategic planning
• Opportunity for participants to meet and hear from successful local
social entrepreneurs
• Signposting and referral system to other sources of business /
financial support Networking events to allow aspiring entrepreneurs
to meet others and develop linkages
Area of research interest:
The hub is interested in new approaches and ideas with respect to
running businesses with a social mission.

21. Social Enterprise NL
Social Enterprise NL connects social entrepreneurs who act differently,
who work towards an inclusive and circular economy where profit is
created for everyone. They offer a community for like-minded, diverse
support programmes, ensure more recognition of the social enterprise
sector and plead for a favourable business climate. Because more growth
means more impact!
The services delivered within the hubs include the following:
• Funding. Social Enterprise NL offers a masterclass funding, 1-on-1
support and an even more intensive proces called ‘Next Level’.
• Measuring impact. Social Enterprise NL offers a one-day Clinic with
information on how to measure impact of your company.
• Positioning, marketing and communication. Social Enterprise NL offers
masterclasses, experts and personal coaching on these subjects.

22. Social Enterprise NL
• Business planning and skills. By offering (coaching) sessions and
masterclasses in collaboration with partners like ABN Amro Social
Enterprise NL offers for example support for strategic issues,
organizing and structuring your business and so on.
• Legal and governance. Via the legal office of partner CMS you can get
advice on all legal and fiscal questions. For questions about
governance, strategy, taxes or insurances, you can get in touch with
partner PwC.
• Personal support. Social Enterprise NL offers multiple coaching
processes where you will discuss questions around personal
development.
Because of the collaboration with partners the business support services
are offered for free or at reduced rates for the members of Social
Enterprise NL.

23. The Irish Prison Service
The Irish Prison Service published ‘A NEW
WAY FORWARD’ SOCIAL ENTERPRISE
STRATEGY 2017-2019. Why?
 People with education and training, who
are in work, are less likely to offend.
 In recognition of the positive impact
that securing employment plays in
reducing re-offending rates and creating
safer communities
 Social enterprise’ initiatives are a way of
increasing employment rates of people
with criminal convictions.
EXERCISE 2: Download and
Review ‘A NEW WAY FORWARD’
Refer to Module Learner Workbook.
www.irishprisons.ie/wp-
content/uploads/documents_pdf/Th
e-Dept-of-Justice-SE-strategy-
Web.pdf

24. eDUNDALK -
LOUTH, IRELAND
According to Census figures, Dundalk
has one of the largest African
Populations in the Ireland.
eDundalk is a Social Enterprise
launched in 2014 with a vision to see
African Diaspora represented at
leadership positions across all sectors.
Their aim is to promote
employability, entrepreneurship,
social inclusion, development
education, integration and tourism.

25. eDUNDALK -
challenges
As a Diaspora, it can be difficult to
access mainstream employment
opportunities irrespective of your
‘imported’ qualifications and
experience. According to ESIRI and
Equality Authority in Irish
Independent (2013). "Black Africans
have the highest rate of
unemployment and the lowest rate of
employment; this group also reports
the highest rates of discrimination
both in the workplace and when
looking for work." eDundalk is
passionate about helping to build
sustainable economic development
for African Diaspora in Ireland.

26. Food Cloud – www.foodcloud.com
• Founded in 2013 FoodCloud is a social
enterprise that connects businesses with
surplus food to local charities and
community groups in Ireland through a
technology platform. It matches those
with too much food with those who have
too little.
• They believe in building a culture where
everyone has the chance to celebrate
good food and learn about its benefits &
believe communities built on shared
food can be rediscovered.

27. Food Cloud – www.foodcloud.com
EXERCISE 3: WATCH
Food cloud profile
VIDEO
Refer to Module
Learner Workbook.
Iseult Ward and Aoibheann
O'Brien explain how
FoodCloud and FoodCloud
Hubs are working together
to maximise the surplus
food redistributed to
charities in Ireland.
Click to Watch:
https://www.youtube.com/watch?v=QAh1
j6OTA9s

28. Planning a new Social Enterprise
- Getting started with an Idea Generation
- Identify the Right Approach for your enterprise

29. What are your community’s unique identity and shared values?
What are it’s pain points ? What problem needs to be solved? In
Module 2, Effecting Change in your Community, our exercise looks at
What you Want to Achieve. If you have not completed same as yet, it
is now time! Answering the following questions will help you identify
what you want to achieve in your Interface Community.
 What community problem/goal to be addressed?
 Specific behaviours of whom that need to change
 List the improvements in community-level outcomes that should result
 What would success would look like? How will the community be different if the
intervention is successful?
 What will change by how much and by when?
Getting Started with Idea Generation
EXERCISE 4: Idea Generation – Planning Projects in your
Community
Refer to Module Learner Workbook.

30. At the heart of any successful business lies a problem – businesses solve
problems for people. A social enterprise also has to look at the social
problem that it is trying to address and ensure that the business idea can
address both problems.
Some social enterprises are started for similar reasons to traditional,
commercial businesses – either a lack of supply, or unmet demand for a
particular product or service. They respond to market opportunity.
You can also identify openings by speaking to local residents or business
people and considering local economic data. Turn to an industry expert
or someone who has worked in the industry to identify gaps and
opportunities as well as doing your own market analysis.
For example – no shop in your community ?
Idea Generation

31. Business Models in Social Entrepreneurship
Some of the most common frameworks we see successful social
enterprises using are:
• Cross Compensation - one groups of customers pays for the service.
Profits from this are used to subsidize the service for another,
underserved group.
• Fee for Service - Beneficiaries pay directly for the good or services
provided by the social enterprise.
• Employment & skills training - The core purpose is to provide wages,
skills development, and job training to the beneficiaries: the
employees.
• Market Intermediary - The social enterprise acts as an intermediary, or
distributor, to an expanded market. The beneficiaries are the suppliers
of the product and/or service that is being distributed to an
international market.

32. Business Models in Social Entrepreneurship
•Market Connector - The social enterprise facilitates trade
relationships between beneficiaries and new markets.
•Independent supporter - The social enterprise delivers a product or
service to an external market that is separate from the beneficiary
and social impact generated. Funds are used to support social
programmes to the beneficiary.
•Cooperative - A for profit or non - profit business that is owned by
its members who also use its services, providing virtually any type of
goods or services.
But deciding which business model would work best
for your circumstances is a challenge.

33. 4 Social Enterprise Ideas
IDEA 1: Establish a Community Shop
(fee for service business model)
Create a food market that sells food to low income
communities at a discounted price. The business model
could work on the basis that discounted food is donated (or
purchased very cheaply) from food suppliers and other
supermarkets, who cannot sell the food themselves for a
variety of reasons such as approaching expiry dates, dented
cans, and product mislabelling.
In the UK, The Company Shop stops good food going to
waste. Founded by John Marren over 40 years ago, they are
now the UK’s largest redistributor of surplus products.
Visit: https://www.companyshop.co.uk/

34. Click to watch: https://youtu.be/pV0vDqh-6CQ
EXERCISE 5 :
WATCH THE
COMMUNITY SHOP
VIDEO
Refer to Module
Learner Workbook.
The Company Shop – Case
Study

35. We love how they share
their impact.
Check out
https://www.companysho
p.co.uk/media/2563/com
munity-shop-impact-
report-digital.pdf

36. 4 Social Enterprise Ideas
IDEA 2: Establish a Socially Conscious Online
Marketplace
(Market Connector business model)
Help underserved artisans sell their products to the world by
building a platform that makes it easy for them. Artisans can
either manage their online store directly, or the platform can
act merely as a listing service that connects the artisans
face-to-face with buyers.
Revenue is created by either charging listing fees directly to
the artisan, via a commission on goods sold, or built-in as a
premium fee to the buyer.
Profit generated can be used to fund social services that
directly affect the artisan communities.

37. TOMS Marketplace gives other
social entrepreneurs a platform
to help them succeed. Click to
watch:
https://www.youtube.com/watc
h?v=Q95SQlS9x2o
EXERCISE 6: TOMS
MARKETPLACE VIDEO
Refer to Module Learner
Workbook.
Toms Marketplace – Case
Study

38. 4 Social Enterprise Ideas
IDEA 3: Food for Philanthropy
(Independent support business model)
Create a food company that provides an
already needed/wanted product and use
the profits to support philanthropic work.
The company is easily scalable and can
focus on just one product line/charity, or
can be easily scaled to provide multiple
food products and support a variety of
charities.

39. 4 Social Enterprise Ideas
3) Food for Philanthropy
(Independent support business model)
Find out more about Newman’s Own: www.newmansown.com/food/ &
http://newmansownfoundation.org/
“What could be better than to hold your hand out to people
who are less fortunate than you are?” - Paul Newman
Mission: Newman’s Own Foundation uses the power of
giving to help transform lives and nourish the common good.
“100% of Profits to Charity” has been running for close to 35
years, and as of May 2017, has donated over $490 million
(€416 million) to thousands of deserving organizations
around the world.

40. 4 Social Enterprise Ideas
3) Food for Philanthropy
(Independent support business model)
Watch documentary: https://www.youtube.com/watch?v=V8o-
TRbFuwM&t=631s
EXERCISE 7: Give It All
Away: Newman's Own
Recipe for Success
Documentary
Refer to Module Learner
Workbook.

41. 4 Social Enterprise Ideas
4) Barnsley Community Build
(Employment & skills training business model)
Barnsley Community Build delivers training and
employment in the construction industry to those at
risk or unlikely to achieve anything meaningful without
support, including young people not in work or
education.
http://www.bcbtraining.co.uk/

42. More Inspiration:
SPITALFIELDS
COMMUNITY,
LONDON
 Lying in the heart of the East
End, Spitalifields is an area
known for its spirit and strong
sense of community.
 Historically, it has played host
to a transient community –
primarily for new immigrants.
 It celebrates and embraces
cultural diversity and as a
result it has evolved into one
of London’s favourite and
most vibrant areas for
creative entrepreneurs.

43. Rich Mix, Community
Arts Centre,
Spitalfields
Rich Mix is a charity providing access to
culture for all in East London
RICH MIX, IN SPITALFIELDS, EAST LONDON,
with its history as an area of settlement for
groups new to Britain, is a hub for real
artists from a diverse array of countries
performance spaces where we work with
both emerging and established artists, and
support them to deliver and develop their
artistic practice.
Rich Mix aims is to be a place where the
communities of the world, who are the
citizens of East London and beyond, can
come together to experience and make
world class art and feel that it’s a place
where they belong. We are committed to
delivering excellent art to increasing and
increasingly diverse audiences.

44.  Learn about who Rich Mix
collaborate and work with
 Learn about the facilities they
provide and their creative hub
tenants
 Learn how Rich Mix are
attracting partners and support
Rich Mix website:
www.richmix.org.uk
EXERCISE 8: Explore the Rich Mix Case
Study in further detail
Refer to Module Learner Workbook.

45. More Inspiration:
Restaurant het
Ambacht
Restaurant ‘het Ambacht’
(Craftsmanship) strives for a balance
between tasteful food and social
responsibility in harmony with the
environment.
This restaurant focuses on an
important task in the Frisian society:
The reintegration of incapacitated
young people because of a handicap
or an illness.
Restaurant ‘het Ambacht’ believes in
providing new opportunities and
second chances to people who were
previously labelled as ‘troubled’.

46. More Inspiration: Restaurant het Ambacht
 Every year the restaurant trains 10 – 15
young (disabled) people to EQF level 2.
Working and learning form an inseparable
social component in the corporate
philosophy.
 Furthermore, 4 to 6 times a year, restaurant
het Ambacht places itself in favour of
fundraising dinners, charities or social
projects.
 All these social activities have resulted in the
title ‘most social company in Friesland of
2015’.
 ‘Business is not just taking the most profit,
but also giving’

47. Support for and Funding your
Social Enterprise
Module 2 goes into significant detail on How to Source Funding to Make
a Difference and Accessing Supports – here are some supports specific
to social enterprise.

48. Help to get started: Link with a Social
Enterprise network
For example - Social Enterprise NL is the national network
for social enterprises in the Netherlands. Earlier the
benefits of this network have been mentioned.
Another national network for social entrepreneurs is the
Social Power House. Here you can follow trainings and
coaching and buddy programmes. They also offer social
power lunches, facilitate on- and offline meetings and
open space co-creation. The Social Power House can
support you with the realisation of a social initiative,
project or business.
In the Netherlands you can also join more local social
networks. For example in The Hague you can join Social
Club The Hague. They organise pitch events, knowledge
sharing sessions, they offer Pitch coaches, business plan
support and a large relevant network.
Such local networks are also e.g. in Twente (ROZ), Utrecht
(Public Space) and Friesland (ST Sociale Ondernemingen
NN).

49. Funding
 Crowdfunding: Oneplanetcrowd. This is thé
crowdfunding platform for social entrepreneurs.
Oneplanetcrowd stands for double efficiency: attractive
financial returns and positive impact on human and
environment.
 SI² Fund is investing in high impact potential social
businesses and supports them to achieve lasting societal
change and a fair financial return. They are particularly
keen to support early stage or growth phase businesses
with scalable and innovative solutions.
 Society Impact is an inclusive platform for all
stakeholders. They design innovative financing schemes
for entrepreneurs who have social impact, in a
profitable way, both socially and financially.
 On social-enterprise.nl you can find a useful list of
funding opportunities for social entrepreneurs.