(1) The document discusses building a social entrepreneurship and social investment marketplace in Turkey by examining the current landscape, best practices, and policy options.
(2) It provides background on why social innovation matters, defines key concepts, and gives global examples of social entrepreneurship and impact investing initiatives.
(3) The project aims to strengthen Turkey's ecosystem for social entrepreneurship and social investment through research, framework reviews, a market study, and recommending policy options to facilitate growth.
The document discusses the concepts of social entrepreneurship and entrepreneurship, including examples like Grameen Bank and the process of recognizing social opportunities, developing concepts, acquiring resources, launching ventures, and achieving goals. It also examines characteristics of social entrepreneurs and common myths about social entrepreneurship.
The document provides guidance on developing a social enterprise plan, outlining a 4-step planning process that includes understanding social enterprises, choosing the right type of social enterprise, developing the social enterprise concept, and developing the full social enterprise plan. It describes key elements to include in a social enterprise concept such as the problems being addressed, vision, mission, theory of change, solution, social impact, team, and financial summary. The full social enterprise plan then builds upon the concept and includes additional elements such as social marketing, partnerships, team and financial plans, impact monitoring and evaluation, and implementation.
Hill Holt Wood is a social enterprise that runs a 14 hectare woodland. They provide vocational training for at-risk youth and encourage public access to the woodland. Karen Lowthrop explained that identifying and prioritizing stakeholders is important, as their objectives may differ from the organization's. For Hill Holt Wood, local communities were initially wary but have become partners. Tracking users and outcomes like employment helps prove the woodland's social and environmental value to stakeholders like government agencies. However, the trainees' objective is long-term jobs, while funders track only training completion. Knowing all perspectives is key to effective program delivery and value creation.
This document discusses social entrepreneurship and the process of developing social enterprises. It begins by providing an overview of Muhammad Yunus and the Grameen Bank as a famous model of social entrepreneurship. It then discusses key concepts like social entrepreneurs addressing social problems not addressed by markets or governments through innovative solutions. The document outlines the process of social entrepreneurship from recognizing opportunities to creating social value, developing concepts, acquiring resources, launching ventures, and achieving goals. It also discusses factors like environment, resources, and individual traits that influence social entrepreneurship. Finally, it explores characteristics of social entrepreneurs and common myths surrounding social entrepreneurship.
Creating Value towards Impact InvestingXavier Heude
1) Impact investing aims to generate both financial returns and measurable social/environmental benefits. It involves for-profit investments that target social outcomes.
2) A value analysis assesses opportunities through due diligence and scoring on legal, operational, market, financial, and social/environmental factors. Projects are then monitored on key performance indicators.
3) Lessons indicate collaboration is key to finding deals and sharing knowledge. Metrics and emotion also play a role in decision-making, though financial performance remains primary. The approach requires awareness, dialogue, patient capital, and risk-taking.
Social Finance brings together social and financial expertise to increase funding for social impact. They support social investors and organizations to explore financing options, creating solutions to help them achieve their aims. Their advisory and capital-raising services are informed by research and market intelligence, with the goal of accelerating the development of the UK social investment market through innovation and rigor.
Ethical is a consultancy focused on corporate social responsibility and social innovation. They help clients create value through sustainable development projects. Their services include CSR strategy, social innovation, sustainability consulting, and more. They view CSR and social innovation as strategic priorities that can generate tangible and intangible benefits for organizations. Innovation is important for transforming societies, economies, and addressing social and environmental issues. Ethical's innovation areas include social innovation, brand-driven innovation, and business model innovation.
The document discusses the concepts of social entrepreneurship and entrepreneurship, including examples like Grameen Bank and the process of recognizing social opportunities, developing concepts, acquiring resources, launching ventures, and achieving goals. It also examines characteristics of social entrepreneurs and common myths about social entrepreneurship.
The document provides guidance on developing a social enterprise plan, outlining a 4-step planning process that includes understanding social enterprises, choosing the right type of social enterprise, developing the social enterprise concept, and developing the full social enterprise plan. It describes key elements to include in a social enterprise concept such as the problems being addressed, vision, mission, theory of change, solution, social impact, team, and financial summary. The full social enterprise plan then builds upon the concept and includes additional elements such as social marketing, partnerships, team and financial plans, impact monitoring and evaluation, and implementation.
Hill Holt Wood is a social enterprise that runs a 14 hectare woodland. They provide vocational training for at-risk youth and encourage public access to the woodland. Karen Lowthrop explained that identifying and prioritizing stakeholders is important, as their objectives may differ from the organization's. For Hill Holt Wood, local communities were initially wary but have become partners. Tracking users and outcomes like employment helps prove the woodland's social and environmental value to stakeholders like government agencies. However, the trainees' objective is long-term jobs, while funders track only training completion. Knowing all perspectives is key to effective program delivery and value creation.
This document discusses social entrepreneurship and the process of developing social enterprises. It begins by providing an overview of Muhammad Yunus and the Grameen Bank as a famous model of social entrepreneurship. It then discusses key concepts like social entrepreneurs addressing social problems not addressed by markets or governments through innovative solutions. The document outlines the process of social entrepreneurship from recognizing opportunities to creating social value, developing concepts, acquiring resources, launching ventures, and achieving goals. It also discusses factors like environment, resources, and individual traits that influence social entrepreneurship. Finally, it explores characteristics of social entrepreneurs and common myths surrounding social entrepreneurship.
Creating Value towards Impact InvestingXavier Heude
1) Impact investing aims to generate both financial returns and measurable social/environmental benefits. It involves for-profit investments that target social outcomes.
2) A value analysis assesses opportunities through due diligence and scoring on legal, operational, market, financial, and social/environmental factors. Projects are then monitored on key performance indicators.
3) Lessons indicate collaboration is key to finding deals and sharing knowledge. Metrics and emotion also play a role in decision-making, though financial performance remains primary. The approach requires awareness, dialogue, patient capital, and risk-taking.
Social Finance brings together social and financial expertise to increase funding for social impact. They support social investors and organizations to explore financing options, creating solutions to help them achieve their aims. Their advisory and capital-raising services are informed by research and market intelligence, with the goal of accelerating the development of the UK social investment market through innovation and rigor.
Ethical is a consultancy focused on corporate social responsibility and social innovation. They help clients create value through sustainable development projects. Their services include CSR strategy, social innovation, sustainability consulting, and more. They view CSR and social innovation as strategic priorities that can generate tangible and intangible benefits for organizations. Innovation is important for transforming societies, economies, and addressing social and environmental issues. Ethical's innovation areas include social innovation, brand-driven innovation, and business model innovation.
This document discusses the importance of green infrastructure (GI) and how landscape professionals can lead in delivering GI through an integrated approach to planning. It provides examples of how GI assets such as parks, street trees, wetlands and green roofs can deliver multiple benefits across urban, suburban and rural areas. The document recommends that GI be incorporated into strategic planning and development to address issues like public health, climate change, and economic development in a sustainable way. It highlights the leadership role of landscape professionals in creating a shared vision for GI, and planning, designing, implementing and managing projects that deliver environmental, social and economic outcomes.
This document discusses new hybrid legal structures that allow social enterprises to operate as both nonprofits and for-profits. Specifically, it introduces contract hybrids, which use legal agreements to bind together separate nonprofit and for-profit organizations into a single hybrid structure. It also discusses newer hybrid models like B Corporations, benefit corporations, and L3Cs, which provide legal forms for social enterprises to pursue both social missions and profits. The challenges of creating hybrid structures that satisfy both nonprofit and for-profit regulations and objectives are also addressed.
Shared Value and Sustainable EntrepreneurshipEdward Erasmus
This document outlines a presentation on increasing shared value through sustainable entrepreneurship. It discusses the myth of infinite growth and resources and the need for sustainability. It introduces concepts like corporate social responsibility, innovation, smart ventures, and shared value. It provides an overview of Aruba's current challenges and proposes new forms of entrepreneurship like ecopreneurs, sociopreneurs, creativepreneurs, and globopreneurs to help address these challenges in a sustainable way. The presentation emphasizes integrating economic, social and environmental priorities to achieve a balanced, diversified economy for Aruba that meets present needs without compromising future generations.
What is "Social" in Social Entrepreneurship?Gabrielle Lyon
Presentation for Kellogg University KIEI 452 Fall 2014 "Social Entrepreneurship: Designing for Social Change." Week 3 presentation. See Lyonteaching.wordpress.com for more information.
This document discusses social enterprises and provides information on different legal structures for forming a social enterprise. It defines a social enterprise as a mission-driven entity that applies business strategies to achieve financial, social, and environmental goals. Common structures include benefit corporations, flexible purpose corporations, and LLCs. The document outlines considerations for social enterprises in choosing a legal structure, forming the entity, management and reporting requirements, and examples of existing social enterprises.
This document discusses the future of meetings in 2020 and beyond. It predicts that meetings will become more collaborative, experiential, and enable transformation. Meetings will enable people to solve challenges and make decisions together in ways that were not possible before. They will be the platforms that enable change and accelerate business trajectories. To remain relevant in a digital world where people are always connected, meetings must do more than just presentations - they must inspire, amaze, and enable people to achieve more together than they could alone.
Delivering impact through community sports programmes1978Jen
This document discusses delivering impact through community sports programs. It provides an agenda for a meeting on this topic, including presentations on the impact and value of sports focused community investment, and case studies from Premier League 4 Sport and Sky Sports Living for Sports. There will also be an open panel discussion. The document then discusses the potential impact of sports investment on physical health, mental health, numeracy, and quality of life. However, evidence shows sports investment has produced mixed results, with decreases in some areas but increases in others. The document argues maximizing value requires coordinating activities to have broader impacts through partnerships. It also discusses balancing investments, innovating funding models, and creating long term sustainability.
Social enterprise signals not the noise iiiP.K. Mutch
This document discusses social enterprises, including what they are, where the idea came from, and the current landscape. A social enterprise has a social mission that it pursues through revenue generating activities. The concept emerged from movements promoting cooperative models and in response to concerns about corporate practices. There is now interest in establishing a distinct legal form for social enterprises that would help them attract investment and distinguish themselves while ensuring social priorities. Various jurisdictions have introduced new organizational forms but there remains debate around appropriate regulations and definitions.
Can Social Innovation be a sustainable business model? Nowadays, we do not simply rely on the government or NGOs for solving social problems. What can be done by a start-up enterprise or multinational corporation? How can Social Innovation be incorporated into their business practices?
In this session, we looked at Social Enterprise in Asia, the opportunities and hurdles that exist, and the scalability of various businesses
Mirjam schöning sens24 - social entrepreneurs - a view from a support organ...SENStation
Country: Switzerland
Speaker: Mirjam Schoening
What is the Problem?
Starting a social enterprise is tough. Sustaining and scaling it is even tougher.
What is the Opportunity?
Having had the privilege of working closely with 200 of the world´s leading social entrepreneurs that are part of the Schwab Foundation´s community for the past 12 years, I can share a few observations and lessons. Some of the key questions are around how to finance a social enterprise, the importance of considering governance questions early on, how do you grow the enterprise and how do you find and retain talent?
Fred is a social enterprise practitioner who has worked with several organizations in South Australia, including in disability services, mental health, youth programs, and consulting. He defines social enterprises as organizations that have an economic, social, or environmental mission; generate income through trade; and reinvest the majority of their profits back into their mission. Social enterprises come in various forms but aim to address social problems and create social impact through an entrepreneurial approach. Fred observes opportunities and challenges for social enterprises in South Australia, including developing a hub and supporting Indigenous social enterprises, but notes the sector remains disconnected and innovation is needed beyond just social business ventures.
This document provides an overview of social entrepreneurship. It begins by defining social entrepreneurship and distinguishing it from traditional entrepreneurship, noting that social entrepreneurs address social issues through earned income strategies while pursuing both social and financial returns. It then discusses the methods, perspectives, key tasks, critical success factors, and potential pitfalls of social entrepreneurship. Finally, it provides examples of prominent social entrepreneurs from India.
Hitachi is highly focused on social innovation with expertise in infrastructure technologies to give solutions to the world's environmental, social, and sustainability challenges.
This document provides an agenda for a class on impact investing and social capital markets. The agenda includes discussing Kiva.org, reviewing what was learned the previous week, providing an overview of impact investing and social capital markets, doing an activity where students take on the role of investors, reviewing what was learned that day, and previewing the next week's topic. The class will cover topics like the spectrum of markets from financial capital to philanthropy markets, the social finance continuum, examples of the social capital market in Canada, and the supply of finance for social enterprises.
1. The document discusses the rise of social entrepreneurship and sustainable business models that focus on solving social and environmental problems while also being financially self-sustained.
2. Examples are provided of social enterprises like Grameen Bank, Specialisterne, and companies like Vestas that integrate social and environmental goals into their business strategies and operations.
3. The document argues that new business logics are needed that view the economy as a means to social ends, focus on creating social value in addition to profits, and see corporations as part of the larger societal system rather than just profit-making machines.
Allyson discusses Shared Value, the concept first popularized by Michael Porter and Mark Kramer in their Harvard Business Review article, and shape the discussion around the impact & import for the non-profit sector.
You can see and hear the full presentation in context by visiting http://sigeneration.ca/SharedValue.html
Allyson Hewitt is the Director of Social Entrepreneurship at the MaRS Discovery District and Director of SiG@MaRS.
The Young Foundation is a UK-based nonprofit that brings together insight, innovation, and entrepreneurship to address social needs. Founded by social entrepreneur Michael Young, it develops new ideas into sustainable organizations through research, advisory work, and social ventures. The foundation partners with organizations through its Social Entrepreneur in Residence model to accelerate the adoption of scalable social ventures in health and social care, supporting ideas from concept to mainstreaming. It is currently working with Midland Heart on a partnership to select four ventures over 18 months in areas like homelessness, learning disabilities, mental health, and older people.
Design thinking is a systematic approach to generating innovative ideas to solve social problems. It involves listening to understand people's needs, ideating potential solutions, and iterating through prototyping. This process reduces risk for social entrepreneurs and allows them to challenge assumptions, uncover new insights, and discover opportunities for significant improvement. Innovation requires innovating in not just products and services but also delivery models, partnerships and other aspects to solve entrenched social problems in sustainable ways.
Design thinking is a systematic approach to generating innovative ideas to solve social problems. It involves listening to understand people's needs, ideating potential solutions, and iterating through prototyping. This process reduces risk for social entrepreneurs and allows them to challenge assumptions, uncover new insights, and discover opportunities for significant improvement. Innovation requires innovating in not just products and services but also delivery models, partnerships and other aspects to solve entrenched social problems in sustainable ways.
This document discusses social entrepreneurship and its key concepts. It defines entrepreneurship and distinguishes it from social entrepreneurship, noting that while entrepreneurship focuses on financial profits, social entrepreneurship prioritizes social missions over profits. The document traces the origins of social entrepreneurship historically and provides several definitions that emphasize its goals of creating social value through innovative solutions. Finally, it examines different concepts within social entrepreneurship around balancing social missions with market-based approaches.
The document discusses key concepts around social entrepreneurship and social businesses. It defines social entrepreneurs as change agents who adopt a social mission to create social value, recognize opportunities to serve that mission, engage in continuous innovation and learning, act boldly without limitations of current resources, and maintain a high level of accountability. True social entrepreneurs will significantly reform or revolutionize their industries. Social businesses differ from traditional businesses in that their earned income strategies are tied directly to their social mission and they pursue a double bottom line of social and financial returns. The document also discusses differences between social entrepreneurs, non-profits, CSR programs, and provides examples of social business ideas and considerations for planning and human resources in social businesses.
This document discusses the importance of green infrastructure (GI) and how landscape professionals can lead in delivering GI through an integrated approach to planning. It provides examples of how GI assets such as parks, street trees, wetlands and green roofs can deliver multiple benefits across urban, suburban and rural areas. The document recommends that GI be incorporated into strategic planning and development to address issues like public health, climate change, and economic development in a sustainable way. It highlights the leadership role of landscape professionals in creating a shared vision for GI, and planning, designing, implementing and managing projects that deliver environmental, social and economic outcomes.
This document discusses new hybrid legal structures that allow social enterprises to operate as both nonprofits and for-profits. Specifically, it introduces contract hybrids, which use legal agreements to bind together separate nonprofit and for-profit organizations into a single hybrid structure. It also discusses newer hybrid models like B Corporations, benefit corporations, and L3Cs, which provide legal forms for social enterprises to pursue both social missions and profits. The challenges of creating hybrid structures that satisfy both nonprofit and for-profit regulations and objectives are also addressed.
Shared Value and Sustainable EntrepreneurshipEdward Erasmus
This document outlines a presentation on increasing shared value through sustainable entrepreneurship. It discusses the myth of infinite growth and resources and the need for sustainability. It introduces concepts like corporate social responsibility, innovation, smart ventures, and shared value. It provides an overview of Aruba's current challenges and proposes new forms of entrepreneurship like ecopreneurs, sociopreneurs, creativepreneurs, and globopreneurs to help address these challenges in a sustainable way. The presentation emphasizes integrating economic, social and environmental priorities to achieve a balanced, diversified economy for Aruba that meets present needs without compromising future generations.
What is "Social" in Social Entrepreneurship?Gabrielle Lyon
Presentation for Kellogg University KIEI 452 Fall 2014 "Social Entrepreneurship: Designing for Social Change." Week 3 presentation. See Lyonteaching.wordpress.com for more information.
This document discusses social enterprises and provides information on different legal structures for forming a social enterprise. It defines a social enterprise as a mission-driven entity that applies business strategies to achieve financial, social, and environmental goals. Common structures include benefit corporations, flexible purpose corporations, and LLCs. The document outlines considerations for social enterprises in choosing a legal structure, forming the entity, management and reporting requirements, and examples of existing social enterprises.
This document discusses the future of meetings in 2020 and beyond. It predicts that meetings will become more collaborative, experiential, and enable transformation. Meetings will enable people to solve challenges and make decisions together in ways that were not possible before. They will be the platforms that enable change and accelerate business trajectories. To remain relevant in a digital world where people are always connected, meetings must do more than just presentations - they must inspire, amaze, and enable people to achieve more together than they could alone.
Delivering impact through community sports programmes1978Jen
This document discusses delivering impact through community sports programs. It provides an agenda for a meeting on this topic, including presentations on the impact and value of sports focused community investment, and case studies from Premier League 4 Sport and Sky Sports Living for Sports. There will also be an open panel discussion. The document then discusses the potential impact of sports investment on physical health, mental health, numeracy, and quality of life. However, evidence shows sports investment has produced mixed results, with decreases in some areas but increases in others. The document argues maximizing value requires coordinating activities to have broader impacts through partnerships. It also discusses balancing investments, innovating funding models, and creating long term sustainability.
Social enterprise signals not the noise iiiP.K. Mutch
This document discusses social enterprises, including what they are, where the idea came from, and the current landscape. A social enterprise has a social mission that it pursues through revenue generating activities. The concept emerged from movements promoting cooperative models and in response to concerns about corporate practices. There is now interest in establishing a distinct legal form for social enterprises that would help them attract investment and distinguish themselves while ensuring social priorities. Various jurisdictions have introduced new organizational forms but there remains debate around appropriate regulations and definitions.
Can Social Innovation be a sustainable business model? Nowadays, we do not simply rely on the government or NGOs for solving social problems. What can be done by a start-up enterprise or multinational corporation? How can Social Innovation be incorporated into their business practices?
In this session, we looked at Social Enterprise in Asia, the opportunities and hurdles that exist, and the scalability of various businesses
Mirjam schöning sens24 - social entrepreneurs - a view from a support organ...SENStation
Country: Switzerland
Speaker: Mirjam Schoening
What is the Problem?
Starting a social enterprise is tough. Sustaining and scaling it is even tougher.
What is the Opportunity?
Having had the privilege of working closely with 200 of the world´s leading social entrepreneurs that are part of the Schwab Foundation´s community for the past 12 years, I can share a few observations and lessons. Some of the key questions are around how to finance a social enterprise, the importance of considering governance questions early on, how do you grow the enterprise and how do you find and retain talent?
Fred is a social enterprise practitioner who has worked with several organizations in South Australia, including in disability services, mental health, youth programs, and consulting. He defines social enterprises as organizations that have an economic, social, or environmental mission; generate income through trade; and reinvest the majority of their profits back into their mission. Social enterprises come in various forms but aim to address social problems and create social impact through an entrepreneurial approach. Fred observes opportunities and challenges for social enterprises in South Australia, including developing a hub and supporting Indigenous social enterprises, but notes the sector remains disconnected and innovation is needed beyond just social business ventures.
This document provides an overview of social entrepreneurship. It begins by defining social entrepreneurship and distinguishing it from traditional entrepreneurship, noting that social entrepreneurs address social issues through earned income strategies while pursuing both social and financial returns. It then discusses the methods, perspectives, key tasks, critical success factors, and potential pitfalls of social entrepreneurship. Finally, it provides examples of prominent social entrepreneurs from India.
Hitachi is highly focused on social innovation with expertise in infrastructure technologies to give solutions to the world's environmental, social, and sustainability challenges.
This document provides an agenda for a class on impact investing and social capital markets. The agenda includes discussing Kiva.org, reviewing what was learned the previous week, providing an overview of impact investing and social capital markets, doing an activity where students take on the role of investors, reviewing what was learned that day, and previewing the next week's topic. The class will cover topics like the spectrum of markets from financial capital to philanthropy markets, the social finance continuum, examples of the social capital market in Canada, and the supply of finance for social enterprises.
1. The document discusses the rise of social entrepreneurship and sustainable business models that focus on solving social and environmental problems while also being financially self-sustained.
2. Examples are provided of social enterprises like Grameen Bank, Specialisterne, and companies like Vestas that integrate social and environmental goals into their business strategies and operations.
3. The document argues that new business logics are needed that view the economy as a means to social ends, focus on creating social value in addition to profits, and see corporations as part of the larger societal system rather than just profit-making machines.
Allyson discusses Shared Value, the concept first popularized by Michael Porter and Mark Kramer in their Harvard Business Review article, and shape the discussion around the impact & import for the non-profit sector.
You can see and hear the full presentation in context by visiting http://sigeneration.ca/SharedValue.html
Allyson Hewitt is the Director of Social Entrepreneurship at the MaRS Discovery District and Director of SiG@MaRS.
The Young Foundation is a UK-based nonprofit that brings together insight, innovation, and entrepreneurship to address social needs. Founded by social entrepreneur Michael Young, it develops new ideas into sustainable organizations through research, advisory work, and social ventures. The foundation partners with organizations through its Social Entrepreneur in Residence model to accelerate the adoption of scalable social ventures in health and social care, supporting ideas from concept to mainstreaming. It is currently working with Midland Heart on a partnership to select four ventures over 18 months in areas like homelessness, learning disabilities, mental health, and older people.
Design thinking is a systematic approach to generating innovative ideas to solve social problems. It involves listening to understand people's needs, ideating potential solutions, and iterating through prototyping. This process reduces risk for social entrepreneurs and allows them to challenge assumptions, uncover new insights, and discover opportunities for significant improvement. Innovation requires innovating in not just products and services but also delivery models, partnerships and other aspects to solve entrenched social problems in sustainable ways.
Design thinking is a systematic approach to generating innovative ideas to solve social problems. It involves listening to understand people's needs, ideating potential solutions, and iterating through prototyping. This process reduces risk for social entrepreneurs and allows them to challenge assumptions, uncover new insights, and discover opportunities for significant improvement. Innovation requires innovating in not just products and services but also delivery models, partnerships and other aspects to solve entrenched social problems in sustainable ways.
This document discusses social entrepreneurship and its key concepts. It defines entrepreneurship and distinguishes it from social entrepreneurship, noting that while entrepreneurship focuses on financial profits, social entrepreneurship prioritizes social missions over profits. The document traces the origins of social entrepreneurship historically and provides several definitions that emphasize its goals of creating social value through innovative solutions. Finally, it examines different concepts within social entrepreneurship around balancing social missions with market-based approaches.
The document discusses key concepts around social entrepreneurship and social businesses. It defines social entrepreneurs as change agents who adopt a social mission to create social value, recognize opportunities to serve that mission, engage in continuous innovation and learning, act boldly without limitations of current resources, and maintain a high level of accountability. True social entrepreneurs will significantly reform or revolutionize their industries. Social businesses differ from traditional businesses in that their earned income strategies are tied directly to their social mission and they pursue a double bottom line of social and financial returns. The document also discusses differences between social entrepreneurs, non-profits, CSR programs, and provides examples of social business ideas and considerations for planning and human resources in social businesses.
Health Financing for Community Health Systems DokhoCORE Group
WorldVision partners with private sector businesses through collaborative public-private partnerships (PPPs) to jointly implement development and relief projects that support health initiatives. These partnerships allow businesses to align their philanthropic efforts with community needs, while providing WorldVision access to greater resources like expertise, networks, and funding. When engaging with companies, WorldVision keeps in mind that businesses' main objective is profit while NGOs focus on social good, so partnerships must create mutual value for both parties.
An overview of the regulatory and competitive landscape of social enterprise in Europe, with a lot of across-country diversity. Attention is paid to incorporation choice, finance, networks, and linkages with local economic development.
The document discusses corporate social responsibility (CSR) with a focus on Infosys. It provides context on the evolution of CSR in India and defines CSR. It then discusses Infosys' CSR initiatives in areas of health, education, and community development. The author aims to explore Infosys' social responsibilities in different Indian cities and how it contributes to rural development. Models of CSR and perspectives on CSR in Asia and India are also summarized.
This document provides an overview of a class on impact investing and social capital markets. The agenda includes a discussion of Kiva.org, a review of concepts from the previous class, an overview of impact investing and social capital markets, an investor simulation activity, and a preview of the next class. Key concepts that were reviewed from the last class include the spectrum of markets from financial to philanthropic and the social finance continuum. The document also provides diagrams illustrating the social capital market and the supply of finance.
Presented during Tshikululu's first Serious Enterprise Development workshop, which took place on 6 October 2010. Dr Francois Bonnici (founder, TSiBA Entrepreneurship Centre) explores the opportunity for supporting social enterprises as part of an aligned enterprise development and corporate social investment strategy.
Similar to Socialimpactmarkets projectpresentation 2012 (20)
Opportunites for scaling social enterprises - Tshikululu Serious Enterprise D...
Socialimpactmarkets projectpresentation 2012
1. 1
SOCIAL IMPACT
MARKETS & POLICIES
Building a Social Entrepreneurship and Social Investment
Marketplace in Turkey: Landscape, Best practice and Policy Options
Project presentation
1st November 2012
www.socialimpactmarkets.org
2. 2
Agenda
1. Background
2. Relevance for Turkey
3. The project
3. 3
Why does social innovation matter in our
societies?
• Socio-economic challenges in housing,
education or health in many countries at
unacceptable levels – including Turkey
• Climate change, environmental
degradation deepening
• For emerging economies such as
Turkey: poverty and fast growth of new
wealth next to each other
• Limitation of existing approaches of
governments, civil society => need to do
things differently and work across
traditional boundaries
4. 4
This field is about blurred boundaries & in-
between worlds and no agreed definitions
Social entrepreneurship: Primarily
social or environmental objective,
both for profit and non-profit,
innovative and entrepreneurial in
their approach, generating
revenues
Social investment: Various forms
of financing between ‘financial
returns only’ and ‘impact only’
Social innovation: Innovations
(=making new ideas work) that are
both social in their ends and their
means.
Source: Pharaoah, N. (2008): Landscape of social investing
5. 5
Sustainability entrepreneurship: Moving from
‘either ….or ‘ to ‘and’ ! Too good to be true?
Important elements of a social
entrepreneurship definition:
Economic
• Creating a social AND/OR
environmental impact
intentionally
OR OR
• Innovative (=making new ideas
AND!
work) in terms of process,
products or services
Environ
OR
• Involved in trading/revenue
Social
-mental generating activities
• Ideally combining economic,
Source: Parrish, B. (2008): Sustainability entrepreneurship –
green and social dimensions =
a literature review. sustainability entrepreneurship
6. 6
Focus: sustainable & innovative for profit and non-
profit organisations that intentionally aim at
generating a social/environmental impact
Charities Enterprising Hybrid Social Commercial
NGO business Corporations
Non profit Non profit Organisation For profit Full profit (with
with social company with some CSR
Relies entirely Financially mission social mission activities)
on grants, sustainable
subsidies,
fundraising Financially Reinvests x%
Strategic sustainable or more of its
partnerships
through own profits back into
income its core social
generation activities
Social Financial
returns returns
Based on: Wolfensohn Centre for Development at Brookings (2011): Social Entrepreneurship in the Middle East
7. 7
So what is the role of government, what can
they do to grow this emerging field?
Options for policy interventions range from direct
interventions to enabling action, including: (co-) financing;
legal regulations; building market infrastructure; public
procurement; tax incentives.
Thornley et al (2011): Impact investing – a framework for policy design and analysis
8. 8
There is a lot going on in this areas outside
Turkey…..
9. 9
A few global examples of social innovation at
government, investment and enterprise level
Initiative Description
Social Impact Bonds Pay-out to social investors is linked to the government savings achieved by
(UK)/Pay for Success delivery of certain social outcomes (e.g. reoffending rate amongst prisoners)
Bonds (USA) with support by social organisations
Bonventure (Germany) Social Investment Fund investing in social enterprises in Germany (equity,
loan, grants) in education, environment, democracy projects
Social Stock Exchange Enable investors to trade exclusively in companies with social and
London (2012), Nairobi environmental goals (beyond CSR)
(2011), Singapore
(2010)
Kiva (USA) Non profit that allows individuals to lend small amounts of money to people in
developing countries via field partners (incl. Turkey)
Skoll Foundation (UK) Investor in SE worldwide; established Skoll Center for SE at Oxford University;
Skoll World Forum; socialedge.co.uk online community
Ciudad Saludable Less expensive garbage systems, organized more than 1,500 waste
(Mexiko) collectors, created jobs, improving living conditions for > 6 mio, replicated
around the world.
10. 10
And what is happening in Turkey?
?
Source: Jackson & Associates (2012): Accelerating impact – achievements, challenges and what is next in building the
impact investing industry. Prepared for Rockefeller Foundation July 2012.
11. 11
Agenda
1. Background
2. Relevance for Turkey
3. The project
12. 12
Turkey’s economy has been on the rise in
the last decade.
• The worlds 15th largest economy
• Fastest growing amongst OECD
countries in 2011 (8.9%)
• GDP/capita: $14k (Brazil $11k, India
$3k, Russia $16k)
• 50% of 72 mio pop below 28y
• Anatolian Tigers contribute much of
the boom (textile and furniture)
• 35 mio internet users, second fastest
growing e-commerce market
• A regional and global player with
increasingly self confident
international diplomacy
13. 13
However, Turkey is often placed at the
bottom in social, environmental rankings.
Issue Rank/%
UN Development Index 2011 92nd/187
Legatum Prosperity Index 2012 75th/110
Year of school attendance 2009 (ERI data) 115th/173
Adult literacy rate 2009 (ERI data 73rd/141
Freedom of press index 2011-12 148th/179
Yale University Environmental Performance Index 109th/132
World Economic Forum Gender Equality Gap Index 2012 122nd/135
% of female mayors in Turkey 0.8
% of women facing violence 42
14. 14
There are some amazing Turkish social
entrepreneurs and new initiatives that have emerged
in the past two years
Family&
Turkish SE Corporate SE working
eco-system Social Venture Foundations group in
Competitions Ministry of
TUSEV SE
Development
Project
B-Fit
Endevor
Turkiye Cop Kiva.org
DFI financed AKUT
Investment Madam
funds The HUB Impact
Grameen
Istanbul &Social Bugday Foundation
Balyolu change
Ashoka Etc.. Associations
Turkiye Yesilist
Zumbara
PNB IT, Youth, Women
Sabanci Dream Turkiye entrepreneur
Bir silgi
Changemaker Academy financing
bir kalem
International
SE and II SE courses SE
community at private
‘Big Conferences
universities
Business’ 2010, 2012
15. 15
B-Fit offers women the space to gain fitness
combined with a franchise system => scaling up
and women become entrepreneurs themselves
16. 16
Cop(m)adam*, a for-profit venture, addresses
waste problem in cooperation with Unilever while
creating income-generating opportunities for local
women
* Started as a project out of Sabanci
University
17. 17
Zumbara: ‘time bank’ for individuals to exchange
services without money emphasizing the value of
reciprocity, time and personal relationships
18. 18
Ashoka re-launched their operations in Turkey
in 2011
Omer Madra
Acik Radio
IPC Senior
Ibrahim Betil Fellow 2012/13
TOG
Youth
development
Nasuh Maruki
AKUT
Rescue Service
And many others…..
http://www.ashoka.org/country/turkey
19. 19
What are elements that play are role in the Turkish
ecosystem for social entrepreneurship and impact
investing?
Trust!
Entre-
preneur
Blurred Collaboration!
ship
boundaries! climate Socio-
State & Beyond profit!
economic
partner-
& political
ships
situation
Impact
Bottom up approach &social Social well-being!
change
Empathy! Social
SE&inter-
cohesion& Matchmaking!
me-diaries
culture
Diversity!
Social
capital
Information markets Innovation!
sharing!
Interdisciplinary! Putting pieces
together! Holistic approach!
20. 20
Entrepreneurship climate: (Social)
entrepreneurship is a new concept - and a unusual
career path for many Turks.
“When I told my parents I • Jobs with Governments or multinationals
wanted to work on social
and environmental issues
preferred
instead of joining the family • Only 6 out of 100 are entrepreneurs and
firm, they told me I was most ‘by necessity’
crazy”
• Entrepreneurs ‘by choice’ often
discouraged by their families
• Turkey one of the most difficult countries
to do business (143rd/184)*
• Combining the notion of ‘business’ and
Z. T., owner of a ‘social’ would seem as a misfit to many
sustainability consulting Turks
firm, Istanbul
*WB Doing Business Indicators 2011
21. 21
Social capital markets and finance: Developing
– slowly.
• Family and friends still main source of
finance
• Turkey not included in the geographical
coverage of most impact investing funds
• Development Finance (IFC, KFW/DEG,
EIB) main providers of sustainable debt
and equity finance
• Kiva partnership since 2011, but generally
microfinance industry surprisingly
underdeveloped
• Foundations started with grant making in
2008
• Some incubation, seed financing for
entrepreneurs (youth, IT, women)
22. 22
Social cohesion: Strong friend & family
networks, but other connections not always
easy
• Turkey ranks 136th/153 in the World “ I wanted to discuss my
Giving Index 2011 business with other start up
entrepreneurs and see where
• Low level of trust in others (8%), i.e. in we can collaborate but they
people outside the family and friends think I only want to steal their
network* ideas. There is a huge
• Access to opportunities (education, mistrust even amongst us and
jobs and economic status) strongly everybody works alone. ”
correlated with socio-economic
background and personal connections*
• Little tolerance for minorities and
immigrants*
• Polarisation (e.g. constitutional M.N., IT and social media
referendum voting patterns) entrepreneur, Istanbul
*Legatum Proseperity Index 2011
23. 23
State & Partnerships: There is (still) a high
confidence in the State as a provider of social
welfare
• The State (together with mosques and
religious institutions) traditional seen as
the main provider of social welfare
• Traditionally centralised, top down
approach in politics and business, little
local management and participation
• Civil society historically weak
BUT:
• Increased participation and engagement
by civil society
• PPP legislation introduced recently (2011)
• Strong separation between public, private
and civil society
24. 24
Despite challenges there are significant
opportunities to grow this field in Turkey
• Young, social media and tech-savvy population
• Increased recognition of high profile social
entrepreneurs in society
• Big corporations: potential for intra-preneurship
and JV/social business
• Potential for innovative financing mechanism
(both public and private)
• Turkish family foundations and Turkish diaspora
• Capacity of civil society and grass root
movements is increasing
• Increased awareness of international
developments in Turkey – and international
attention on Turkey
• Government interested in SE
25. 25
What does it take for this ‘market’ to develop in
Turkey?
Uncoordinated Marketplace
Growth Maturity
innovation building
Sporadic Market Mainstream Activities reach
entrepreneurial infrastructure players enter a relatively steady
activities (intermediaries) functioning state and growth
Disruptive built market rates slow
innovators =>lower Organisations Consolidation
pursue new transaction become more New disruptions
business costs higher specialised,
models scale professional
Impact at scale
Today
Adjusted from The Monitor Institute (2009): Investing for Social and Environmental Impact.
26. 26
Agenda
1. Background
2. Relevance for Turkey
3. The Project
27. 27
What are our main research questions?
1. Who are these new social entrepreneurs, what
are their strategies and constraints?
2. What is the perception of funders and Building a
investors in Turkey and internationally? What marketplace
is keeping them away from engagement and for social
investment in value driven organisations in entrepreneur
Turkey? ship & social
Investment
3. What are specific issues with regard to green
in Turkey
entrepreneurship compared to ‘normal’ social
entrepreneurship?
4. What can the Turkish Government do to
promote this emerging field?
28. 28
Project objective: strengthen the eco-system for
Social Entrepreneurship and Social Investment in
Turkey 4
Impact
3
2 Outcome. Eco-system for
Output social, environmental
1 Outcome 1: Key
innovation in Turkey
player‘s awareness,
Input Data strenghtened
interest increased
Briefing Outcome 2: Better
Task 1 –5 documents Social and
policies developed
Blogs environemntal
(More details Outcome 3: Lessons
Reports challenges reduced
see below) learned prepared,
Policy contributed to
recommen- international
dations debates
29. 29
The work benefits from support and
collaboration with many partners
Additional task
Focus:
on climate Survey data
change Cross-sectoral
Legal &
Rockefeller regulatory work
IPC Foundation
Focus on impact
Social (PCV/IRI at Harvard
investing
enterpreneurship University):
and the role of Building a Collaboration
Government in marketplace for
Turkey: best practice impact investing in Collaboration:
and policy options in Turkey: landscape TEPAV
the climate change and policy options Thomson Reuters
sector Foundation
Sabanci University
Turkish Government
Sector stakeholder
(TUSEV, Ashoka)
30. 30
An outline of the building blocks of the
ecosystem – and the project design
Task 2 & 4
Task 3&4
Policy, regulatory & legal framework
Government International
Context
Task 3
Perception by
Market Intermediaries potential investors
Investment advisors, SE trainers,
rating and evaluation agencies, and support
private business organisations
Social venture
models
Demand Supply Development of
Social and green PE&VC funds, DFIs,
entrepreneurs banks, foundations, marketplaces
government, business
Best practice policy
interventions
31. 31
The work will be implemented in five steps
1 2 Framework 3 4 5
Preparation Market Review Policy options Outreach
review
Conceptual Relevant Demand side International Briefing
background policies Supply side experience sessions
Questionaires Legal & Intermediaries Blog
Interview regulatory Policy options Working
guidelines framework for Turkey group
Lawyers ToR Socio- Legal meetings
economic & Liaison with
Financing
cultural internat
context Other
Experts/
Practicioners
Workshops
IIPC annual
conference
32. 32
The core of the work will be implemented
in the next 8 months
Work schedule
Project duration
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8-10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
Task 1: Mobilize and refine research
methodology
Task 2: Review policy, legal and regulatory
framework
Task 3: Carry out market review
Task 4: Identify policy options
Task 5: Consult and dissiminate findings
34. 34
I have completed much of task 1
(preparatory work) & started some of task 2
No Tasks Status
1 Social media presence (LINKEDIN; facebook; √
LINQTO)
2 Conceptual background to questionnaires (demand) √
3 Interview guidelines (demand) √
4 Demand survey questionnaire design √
5 Conceptual background to questionnaires (supply) In progress
6 Interview guidelines financiers (supply: international In progress
and Turkey)
7 Contact strategy and list In progress
8 Lawyer’s terms of reference (if confirmed by Thomson In progress
& Reuters/Mercator)/Recruitment of research assistant
35. 35
Outreach: listening, gathering data,
conceptualising ideas, identifying best practice,
connecting, raising awareness, facilitating policy
change
• Project website and presentation
• Social media presence: LinkedIn,
LinqTo; Facebook
• Collaborative approach
• 2-3 workshops during the project
• Participation at international
conferences
• Project workshop in Istanbul
• Presentation at international
conference IIPC London 2013
http://www.socialimpactmarkets.org
36. 36
Thank your for your attention!
Anja-N. Koenig
Istanbul Policy Center/Sabanci University Istanbul Turkey
akoenig@socialimpactmarkets.org
www.socialimpactmarkets.org