Amsterdam Impact 2015-2018 | EN version

/ Action Programme Social Entrepreneurship 2015-2018 Amsterdam, the place to be for social entrepreneurship

Amsterdam Municipality September 2015

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/ Action Programme Social Entrepreneurship 2015-2018

/ Foreword Amsterdam has a long history of entrepreneurs

Social entrepreneurship is important for

who are sensitive to the needs of the city and

Amsterdam. The combination of impact and

its residents. They have always combined

entrepreneurship characteristic of social

innovation and enterprise with freedom and

entrepreneurship enables us to tackle social

citizenship. Amsterdam also has a sizeable non-

issues more quickly and innovatively. Social

profit sector.

entrepreneurship is making Amsterdam an even

Social entrepreneurship is a way of doing

more appealing place to live and work.

business that fits well with both of these

In collaboration with this sector, the

sets of values. Impact first, but with profit

municipal authorities aim to enable social

as the objective, or at the very least with the

entrepreneurship to expand further and to

goal of remaining independent of subsidies

flourish in Amsterdam!

or donations. As a result, Amsterdam has a robust social entrepreneurship ecosystem. This network of social entrepreneurs, platforms and

Kajsa Ollongren

intermediaries, impact investors, corporates,

City Councillor for Economic Affairs

small and medium enterprises (SME), universities, colleges and other organizations, is dedicated to finding innovative solutions to social problems in the city, by means of entrepreneurship.

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/ Action Programme Social Entrepreneurship 2015-2018

/ Introduction All over the world social entrepreneurship

The SER calls on all relevant parties in the

is a relevant social and socio-economic

ecosystem to support social enterprises:

development. The development itself is not

local authorities, professional organizations,

new. However, the number of social enterprises

educational institutes and academics. The

has been rising in recent years. And social

SER also recommends dealing with the

entrepreneurship is increasingly attracting

obstacles social enterprises encounter such

the attention of entrepreneurs, academics and

as measuring impact, limited recognition and

governments1.

acknowledgement, funding, legislation and regulations and government purchasing.

In 2011 the European Commission launched the Social Business Initiative (SBI). It also

This does not detract from the SER’s position

commissioned a survey of the current state of

that social enterprises themselves are primarily

affairs in various European countries regarding

responsible for the success of their businesses.

the promotion of social entrepreneurship2.

The SER views the role of government as mainly one of putting issues on the table and

In June 2013, the UK presidency of the G8

facilitating social enterprises, through measures

established an additional initiative, the Social

such as removing unnecessary impediments,

Impact Investment Taskforce. The taskforce

expanding knowledge and assisting with impact

brings together policymakers, the financial

measurement. Government should also look

sector, philanthropists and businesses in order

critically at its own role as purchaser.

to speed up the creation of a global market for impact. In a recent recommendation, the SER

This is also endorsed by the CDA party’s

endorsed the role of social enterprises because

proposed initiative ‘Ruim baan voor sociale

of their contribution to the public good.

ondernemingen’ (‘Make Way for Social

Enterprise’) which the city council voted to accept on 11 March 2015. This proposal calls for greater emphasis on the theme of social entrepreneurship in the wider sense.

1SER (2015), Social Enterprises. Initial recommendations.

Recommendations 15/03 – May 2015) 2 See appendix 1: Summary of regulations and programmes for social entrepreneurship in European countries

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/ Action Programme Social Entrepreneurship 2015-2018

In accepting this proposal the council expresses

c. …involving other initiatives for the

support for:

introduction of Social Impact Bonds and

• The desire for the Amsterdam municipality

Social Companies, as well as the climate fund

to adopt a leading role and to actively

and the new plans to establish a climate fund.

encourage the combating of social problems

3. …evaluating whether other knowledge

by involving social enterprises;

platforms with expertise in social

• The desire for the Amsterdam municipality

entrepreneurship can be involved in the

to present itself as the leading Dutch city for

process.

social entrepreneurship.

The proposal also asks the council to:

Social entrepreneurship is important for Amsterdam

1. …compile a memorandum about the role of

The Council views social entrepreneurship as

social entrepreneurship in combating social

an important development that can greatly

problems in Amsterdam and the available

benefit Amsterdam. The combination of impact

options for the municipality to adopt an

and entrepreneurship characteristic of social

actively encouraging role in this respect, and

entrepreneurship offers the possibility of

to establish contact and collaborate with the

tackling our city’s social issues more quickly

city’s existing social enterprises.

and innovatively. The main priority for social

2. …to actively encourage and promote the

enterprises is their social mission. That mission

development of new social enterprises in the

can contribute to tackling issues in the city that

wider sense by:

the municipality also wants to solve. Social

a. …considering how social enterprises might

entrepreneurship will make Amsterdam a more

bid more competitively for municipal tenders.

appealing city in which to live and work. Not

This requires a method for determining and

only will this improve the climate for attracting

quantifying impact and the development of a

(international) companies but also for attracting

standard for this purpose.

(international) talent. Social entrepreneurship

b. …exploring to what extent this requires

contributes to an inclusive city. Of course social

reserving financial resources, for example by

enterprises are also important because, like

establishing an Amsterdam Start-Up Fund

all businesses, they create jobs. The specific

for Social Enterprises.

added value they bring depends on the goods and services they offer and are also related to the impact area in which they operate.

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/ Action Programme Social Entrepreneurship 2015-2018

Social entrepreneurship also suits Amsterdam’s

Social entrepreneurship fits well with this

identity. The city has a long history of

historical development. Social enterprises

entrepreneurship, innovation and citizenship.

contribute to the quality of life in Amsterdam,

The combination of entrepreneurship and

as do other companies and organizations who

international trade with citizenship goes back

implement SRB (Socially Responsible Business)

to the 16th century, when affluent citizens

practices.

established and ran social institutes. Around 1850 a group of wealthy Amsterdam residents assume their ‘duty as citizens’ to contribute to the community. This private initiative results in modern urban facilities such as the Vondelpark and the Concertgebouw. Also in this period, a refuse collection service is established in order to reduce the foul smell in the city.

“From the time of the explosive expansion of Amsterdam in the 16th century, private initiative has been the key to the city’s success. Small enterprises clubbed together to undertake large ventures. They invested jointly in innovations in which anyone could participate. The VOC (Dutch East India Company), the first company in the world to issue shares, is a prime example of this. Mutual care was a central tenet during the Dutch Golden Age, especially after the Roman Pope and the Spanish King were driven out. From then on the community of Amsterdam took care of its own sick and needy. Since then the notion that successful entrepreneurs should also actively dedicate themselves to the community has become part of Amsterdam’s DNA.” Paul Spies, Director, Amsterdam Museum

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/ Action Programme Social Entrepreneurship 2015-2018

This action programme was compiled in

enterprises, for example by means of their

collaboration with the sector. We held numerous

SRB (Socially Responsible Business) practices.

meetings. Over the course of four interactive

In other words, it is important to facilitate

sessions, or so-called labs, with partners in the

connections with other companies and

ecosystem, we were able to outline the needs

organizations that offer social value.

and develop ideas for potential measures.

• The objective of this action programme

is to increase social entrepreneurship in Amsterdam and thereby to create a greater social impact in the city. The action

#Brief overview In this document, the Council sets out its

programme is aimed at:

vision for social entrepreneurship and the

• Increasing the number of new social

direction it should take. Chapter 1 deals with

enterprises and growing and scaling existing

the definition of social entrepreneurship

social enterprises

and describes the social entrepreneurship

• Increasing job opportunities in Amsterdam

ecosystem in Amsterdam. Chapter 2

• Tackling social issues through

discusses the opportunities and options

entrepreneurship

for strengthening the ecosystem for social

• Positioning Amsterdam as the place to be for

entrepreneurship in Amsterdam. It also

social entrepreneurship

addresses the needs of social entrepreneurs and other partners in the ecosystem. In

Het doel van het Actieprogramma is tweeledig:

chapter 3 you will find the action plans and

The objective of the action programme is

their specific measures. Chapter 4 describes

twofold:

the organization of the programme and

1. Create and expand the social

presents the budget.

entrepreneurship sector.

2. Increase positive social benefits in general.

This is why the action programme is aimed at increasing the number of social enterprises and their continued growth and scaling, as well as at creating connections between social enterprises and other businesses and organizations. In short, it is aimed at strengthening connections in the entire ecosystem, so that more companies and organizations will become more like social

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/ Contents Councillor’s Foreword 3 (Summary) Introduction 4-7 Brief overview 7 Table of contents 8-9 Summary 10-13

Chapter 1 Social enterprise in Amsterdam 14 Definition social enterprise 15 Partnership municipality and social enterprises 17 Ecosystem social enterprise in Amsterdam 18-20 Social enterprises in Amsterdam 21 Impact areas 22 Development of social enterprises: start-up, continued growth, scaling 22

Chapter 2 Action programme: opportunities for strengthening the social enterprise ecosystem in Amsterdam 23 Needs of social entrepreneurs and other members of the ecosystem 24-25 Social entrepreneurs in Amsterdam have their say 26-27 The role of the municipality 28 Policy consistency 28

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Chapter 3 6 action plans, 17 measures Objective of the action programme 31 Action plans

1. Map facts & figures social entrepreneurship in Amsterdam 32

2. Strengthen network and create optimal environment

for social entrepreneurship 33

3. Expedite more work /assignments for social enterprises 33

4 Expedite more capital for social enterprises 34-35 5. Strengthen entrepreneurial skills 36-37

6. Branding Amsterdam as the place to be for social entrepreneurship 38-39 Partnership with government and Europe 40 Summary of the action plans and accompanying measures 41 Factsheet per measure Action plan 1 42-43 Action plan 2 44-46 Action plan 3 47-50 Action plan 4 51-52 Action plan 5 53 Action plan 6 54 Chapter 4 Organization of the programme and bud

55-56

APPENDIX 1: Regulations and programmes in EU member states APPENDIX 2: Players in the ecosystem and what they offer the city APPENDIX 3: Figure - summary partners

57-59 60-63 64-65

APPENDIX 4: List of stakeholders 66-69

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/ Action Programme Social Entrepreneurship 2015-2018

/ Summary The Council views social entrepreneurship as

The objective of the action programme is to

an extremely important development that can

increase social entrepreneurship in Amsterdam

greatly benefit Amsterdam. The combination of

and to create a greater social impact in the city.

impact and entrepreneurship characteristic of social entrepreneurship offers the possibility

The action programme is aimed at:

of tackling the city’s social issues more quickly

• Increasing the number of new social

and innovatively. Therefore, social enterprises

enterprises and growing and scaling existing

are major partners for the municipality in

social enterprises

its approach to challenges the city faces.

• Increasing job opportunities in Amsterdam

Within this partnership we are jointly looking

• Tackling social issues through

for the interface between the objectives of

entrepreneurship

social enterprises and those of the municipal

• Positioning Amsterdam as the place to be for

authorities.

social entrepreneurship

The social enterprise ecosystem in Amsterdam is a network of people and organizations that aims

The action programme aims to strengthen both the social entrepreneurship ecosystem in

to create and nurture social entrepreneurship in

Amsterdam and the connections between the

Amsterdam. Social entrepreneurs themselves

partners in the ecosystem.

are part of this ecosystem but so too are intermediaries, platforms, interest groups,

We will expand on existing robust elements in the

investors, corporates, SME, organizations and

ecosystem and tackle its shortcomings. We will

universities and colleges of higher education.

do this in collaboration with social entrepreneurs

The ecosystem has national and international

in Amsterdam and other partners.

branches. Advantages of this ecosystem are the

The action programme consists of six action

presence of all relevant players and a varied

plans, each with their own specific measures.

offering of services and products.

The action plans address issues that social entrepreneurs and the ecosystem need in order to be able to flourish and develop optimally.

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We will focus on six elements that are essential for social entrepreneurship: strengthening the network, purchasing from social enterprises, capital, entrepreneurial skills, and branding Amsterdam as the place to be for social enterprise. And we will compile facts & figures about social entrepreneurship in Amsterdam.

By acting on all these fronts simultaneously, we will strengthen those elements that are crucial for the social entrepreneurship climate in Amsterdam.

The action plans and specific measures were developed in collaboration with the sector. To this end we held numerous meetings and we organized four interactive labs with partners.

The measures will be further developed and jointly honed in the coming period.

During the course of the programme we will continue to confer with each other in order to verify whether the measures are still appropriate and whether new opportunities have arisen.

The action programme consists of the following action plans and specific measures: 1. Map facts & figures of social entrepreneurship in Amsterdam 2. Strengthen network and create environment for social entrepreneurship 3. Expedite more work/assignments for social enterprises 4. Expedite more capital for social enterprises 5. Strengthen entrepreneurial skills of social entrepreneurs 6. Branding Amsterdam as the place to be for social entrepreneurship

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Summary: list of the action plans and accompanying measures Action plan + objective 1. Facts & figures Objective: expand knowledge of, and about social entrepreneurship in Amsterdam

2. Strengthening network and environment for social enterprises Objective: provide an optimal environment for social entrepreneurship

3. Expedite more work /assignments for social enterprises Objective: increase turnover of social enterprises

4. Expedite more capital for social enterprises Objective: sufficient capital for social enterprises in all development stages

5. Strengthen entrepreneurial skills Objective: provide a variety of facilities in the city for strengthening social entrepreneurs’ entrepreneurial skills

6. Branding Amsterdam as the place to be for social entrepreneurship Objective: connect partners in ecosystem Amsterdam; recognition and appreciation of social entrepreneurship; attract (national and international) social entrepreneurs, talent, impact investors and events with national and international allure

Measures 1. Map ecosystem needs and ideas for measures 2. Map ecosystem facts & figures 3. Develop methodology for measuring effectiveness of action programme and system for reporting outcomes

4. Develop portal/app Amsterdam ecosystem 5. Further develop interface with municipality 6. Expedite sufficient physical locations for social entrepreneurship 7. Attract and develop events of national and international allure 8. Exploration by Purchasing Amsterdam/lead buyer(s) and development Social Value Guide with Social Enterprise NL 9. Organize matchmaking sessions and trade delegations (Nuijens, Boutkan & Verheul motion) 10. Global Impact Business fellowship 11. Expedite challenges 12. Make municipal resources available (funds and programme resources) and research Amsterdam Fund for Social Enterprise 13. Initiate or participate in existing European projects in the context of European Commission calls.

14. Strengthen connection with, and interplay between types of capital in all development stages of social enterprises in Amsterdam 15. Expedite participation in existing facilities in the city 16. Expedite knowledge sharing and connection among social entrepreneurs so they can learn from each other (role models and coaching)

17. Embed social entrepreneurship in existing branding of Amsterdam and develop specific branding for social entrepreneurship

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The initial stage of the programme runs until early 2017. Towards the end of 2016 we will assess whether the programme is working and whether it needs to be adjusted for the period up to and including 2018.

The budget for the initial stage is approximately â‚Ź1,100,000, to be funded from resources reserved for strengthening economic structure, subsection sector and ‘crossover’ investments.

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Definition social entrepreneurship CLOSING THE LOOP Amsterdam uses the definition of a social entrepreneurship as formulated by the European Commission, as well as the additions to this made by

“Our goal is to rescue all mobile phones from the waste dump” - Joost de Kluijver

the SER. A social entrepreneurship: 1. Has as its main objective a social mission: impact first; 2. Realises that objective as an independent business that provides goods or services; 3. Is financially self-supporting, based on trade or other forms of value exchange and is independent of, or only to a limited extent dependent on, donations or subsidies;

INSTOCK “The time is right for fresh initiatives that challenge us to adopt a new perspective on society and our food system.” - Freke van Nimwegen

4. Is socially responsible in the way the business is run: - Profit is permitted but financial objectives serve the mission of increasing social impact. Profit sharing with potential shareholders is reasonable.

- Management and policies are based on equal and fair engagement of all parties involved.

- Fair to everyone.

KONNEKTID

- Aware of its ecological footprint.

“Learn new skills from professional teachers or from your neighbours.”

- Michel Visser

- Transparent.

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/1 Social entrepreneurship in Amsterdam The figure below shows social enterprises on the

This dynamic is an important consideration in

continuum of organizations. Organizations can

designing measures to strengthen the social

move back and forth on the continuum while they

entrepreneurship ecosystem.

operate, as the SER indicated in its recommendations: social enterprises operate within a richly

Within the definition of social entrepreneurship,

varied array of organizations that pursue social

Amsterdam uses a sub-definition for social firms.

objectives. Social enterprises exist on a conti-

A social firm is a type of social entrepreneurship.

nuum of organizations. On the far left are organi-

It is an enterprise that pursues operational

zations that are not businesses, on the far right is

economic continuity and/or profitability, as well

the mainstream private sector1. This continuum

as the creation of day care work projects and/

is dynamic and comprises initiatives ranging

or jobs for people who are unable to enter the

from the extremes of the free market and the

regular job market.

emphasis on financial value on the one hand, and (public) social objectives on the other hand.

Figure 1: Social Enterprises Model

Source: Willemijn Verloop en Mark Hillen (2013): ‘Verbeter de wereld, begin een bedrijf’

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Partnership municipality and social enterprises Based on a shared desire to solve social

The Council aims to further develop the existing

problems, social enterprises are a major

social enterprise ecosystem in Amsterdam. And

partner for the municipality in tackling the

to expand it. To this end, it will explore how to

city’s challenges. Within this partnership, which

strengthen already ongoing activities. Not by

focuses on the interface between the objectives

tackling issues itself where that is unnecessary,

of social enterprises and those of the city

but rather by providing partners in the city an

authorities, the municipality retains ultimate

optimal environment in which to operate. The

responsibility for the public good. Social

municipality’s actions are intended to add value

entrepreneurship will be facilitated in the city in

to the ecosystem. For example, there is a role

a way that is appropriate in this respect. We are

for the municipality to play in strengthening

looking for new ways to accomplish this, within

connections between the players in the

the development of the action programme as

ecosystem.

well as the associated partnership.

This enables the municipality to communicate the city’s social issues to social entrepreneurs better and more often. And by serving as launching customer, Amsterdam will be more aware of innovative solutions being developed by social enterprises. This way, the municipality will be able to use its scale to increase the impact of social enterprises.

/ Action Programme Social Entrepreneurship 2015-2018

Social entrepreneurship ecosystem in Amsterdam The social entrepreneurship ecosystem in Amsterdam is a network of people and organizations that aims to create and nurture social entrepreneurship in Amsterdam. Besides social entrepreneurs, the system contains other

One of this programme’s action plans is to better map the social enterprise ecosystem in Amsterdam. This will be undertaken in collaboration with partners including OIS Gemeente Amsterdam (the municipality’s Department for Research, Information and Statistics) .

types of players too. In the context of social entrepreneurship they each have a distinct role and function and offer the city specific goods or services. The parties are all connected to social enterprises in their own way, but also with other players whose function is similar to theirs, also called cross-ecosystem. For example, PwC focuses its SRB activities exclusively on social entrepreneurship by offering expertise to social enterprises. In addition, more and more parties are actively organizing challenges and other ways of involving social enterprises in solving social issues.

Types of actors include intermediaries and platforms, interest groups, knowledge centres and other providers of training and courses, financers, corporates and organizations.

The municipality itself is also a player in the ecosystem. Even the residents of Amsterdam can be included in the social entrepreneurship ecosystem. After all, they are potential new social entrepreneurs as well as potential customers and purchasers of the goods and services offered by social enterprises.1

1 Appendices 2 and 3 present information about the city’s players and what they provide.

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#

The main elements of the ecosystem look

like this1:

18 1 Monitor Social Enterpise NL 2015, Impact Survey 2015, Impact Hub Amsterdam

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Figuur 2: Overzicht ecosysteem sociaal ondernemen

Source: Amsterdam Municipality, Impact Hub Amsterdam - ‘scan ecosysteem sociaal ondernemen Amsterdam 2015’ (‘Survey of social enterprise ecosystem in Amsterdam 2015’). Design: Margaux Valadeau

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/ Action Programme Social Entrepreneurship 2015-2018

Social enterprises in Amsterdam

or Social Enterprise NL, so they are not necessarily visible in this way as social

The precise number of social enterprises in

enterprises. In the subcategory of social firms,

Amsterdam is currently unknown. The November

there are currently 21 social firms that meet the

2014 Netherlands National Report on Social

municipal criteria.

Entrepreneurship cites a figure of 270 social

Impact areas

enterprises in Amsterdam in 2010. A rough estimate is that there are now between 750 and

Social enterprises operate in various sectors

1000 social enterprises. This is partly based on

and focus on one or sometimes several impact

the memberships of Impact Hub Amsterdam and

areas: social problems they aim to tackle through

Social Enterprise NL in the period between 2008

their business. There is huge diversity of impact

and now.

•

•

areas. Here are some examples the European Commission lists:

Impact Hub Amsterdam, a social enterprise network organization, was established in

• social and economic integration of

2008. IHA has an average of 250 members.

underprivileged or excluded individuals or target

In recent years IHA has generated a total of

groups, such as integration of people who are

1000 alumni.

unable to enter the regular job market (social

Social Enterprise NL, the national interest

firms);

group for social enterprises, was set up in

• social services that serve the general good,

2012. They have 221 members nationally, of

such as long-term care for the elderly and

whom 66 are established in Amsterdam. (see

disabled, education and child day care, training,

website Iedereenwinst.nl )

social housing, healthcare;

These figures do not give a comprehensive pic-

• other public services such as public transport

ture. The two memberships probably partially

and maintenance of public spaces;

overlap. On the other hand, not all social enter-

• environmental activities such as reduction of

prises in Amsterdam are affiliated with Impact

emissions and waste or renewable energy;

Hub Amsterdam

• solidarity with developing countries; • strengthening democracy, citizens’ rights and digital participation.

The memberships of Impact Hub Amsterdam and Social Enterprise NL also shed some light on the impact areas that social enterprises in Amsterdam focus on.

TAXI ELECTRIC “Our mission is to make the taximarket sustainable” - Ruud Zandvliet

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/ Social Enterprise Ecosystem Amsterdam

The Social Enterprise Monitor 2015 shows the following national distribution:verhogen van de arbeidsparticipatie van een kwetsbare doelgroep (32%) • Increasing work participation of a vulnerable group (32%) • Combating environmental pollution (20%) • Combating international poverty (17%) • Strengthening social cohesion in neighbourhoods and boroughs (17%) • Care (13%) The Impact Measurement Member Survey 2015 van Impact Hub Amsterdam shows that the entrepreneurs focus on: • Environment en energy (50%) • Strengthening social cohesion, inclusivity and community building/urban development (28%) • Economic development (25%) • Encouraging sustainable consumption and business practices (24%) • Expediting education and schooling (17.5%) This gives some indication of the sectors in which social enterprises operate and the goods and services they offer.

The figures from Impact Hub Amsterdam also show that social enterprises often deliver solutions for multiple impact areas.

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/ Social Enterprise Ecosystem Amsterdam

Development of social enterprises: start-up, continued growth, scaling

ondernemingen zich ontwikkelen naar meer

Social enterprises, too, have distinct development

Nationally1 the situation is as follows:

stages: start-up, continued growth and scaling.

Each stage presents its own opportunities but also specific needs and obstacles. And the scale at which they offer solutions for social problems differs per stage too.

It appears that, given the developmental stage of the sector, a very large proportion of social enterprises, including those in Amsterdam, still rely (partially) on subsidies. In other words they

omzet uit de markt.

• 18% of enterprises surveyed are start-ups • 48% are at the stage of professionalization, • 35% of the companies are mature.

Impact Hub Amsterdam members are distributed as shown below over the categories: idea stage, start-up, professionalization stage and ready to scale (inter)nationally2: (see figure 3).

do not yet generate sufficient revenue from the market to qualify as having a viable business model. It is important to ascertain what can be done to enable these enterprises to develop so

1 Social Enterprise Monitor 2015 2 Impact Measurement Member Survey 2015 van Impact Hub Amsterdam

Figure 3: Life stage of enterprise

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/2 Action programme: opportunities for strengthening the social enterprise ecosystem in Amsterdam Amsterdam has a social enterprise ecosystem

Together with corporates and entrepreneurs,

which has national and international

the city authorities are very actively involved

connections. Amsterdam’s strengths are the

in strengthening the position of social

presence of all relevant players and a variety of

entrepreneurs and encouraging and facilitating

goods and services on offer. Now the challenge

the provision of impact investments.

is to build on this by strengthening existing

Social enterprise in Berlin benefits from a

elements and addressing shortcomings.

national engagement strategy and a support

For example, facilities for improving

system for social entrepreneurs provided by

entrepreneurial skills are mostly focused on

banks. There, too, many social enterprises

start-ups, and much less on continued growth

focus on the impact areas of social cohesion

and (inter)national scaling.

and inclusion. The link between Berlin’s social

Other cities are more advanced in certain

welfare sector and its social entrepreneurs is

sub-areas. Like San Francisco, Oakland and

particularly striking1.

Boulder in the US, for example, who all have strong social enterprise communities. In Vienna and Copenhagen young social entrepreneurs are tackling social problems in the areas of immigration, social inclusion and youth unemployment. London is the leader in terms of purchasing and tendering from social enterprises.

1 “Larger cities such as Berlin and Munich have specific policies

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for promoting social enterprise, they organize networking events and are able to give initiatives financial and non-financial support.”

- A map of social enterprises and their eco-systems in Europe Country Report: Germany EC 2014

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Needs of social entrepreneurs and other members of the ecosystem

This makes the lack of coherence and cohesion

Recent studies present potential ways to

obstacle for the growth of social enterprises

improve the ecosystem1.

• Removing legislative and regulatory barriers:

among the various capital providers a major

• Improve access to customers: Many

In the Social Enterprise Monitor 2015 social

social entrepreneurs have trouble finding

enterprises indicate that the main obstacle in

customers. This is the case for 30%

the way of increasing their social impact are

of Impact Hub’s members. The Social

regulations and government policies (24%).

Enterprise Monitor 2015 shows that 14% of

These include the following: tendering policies,

Social Enterprise NL’s members nationally

regulations governing the employment of

experience this as an obstacle. Municipalities

people with limited work capacities, and

can help solve this issue by becoming

policy inconsistencies. Members of Impact

customers of social enterprises themselves

Hub Amsterdam also indicate that pricing and

and directing their purchasing policies in this

taxation are issues too. Goods and services

direction too, as well as by stimulating social

that contribute to social impact are taxed, but

purchasing in general in the city.

the cost that other goods and services cause in terms of negative social impact are not

• Increase coherence among the various

calculated into their price.

capital providers: There are various capital providers for social enterprises, each for

• Encourage an increase of social enterprises

different stages of the social enterprise’s

working for social cohesion and integration:

development. During the development of a

The Impact Hub Survey shows that many

social enterprise it takes a huge amount of

members of Impact Hub Amsterdam are

time and energy to acquire capital for each

focused on the environment and energy and

subsequent developmental stage. It is as if

issues to do with social cohesion. According to

the enterprise must constantly start looking

the Social Enterprise Monitor 2015, increasing

for capital from scratch again.

work participation of a vulnerable group and combating environmental pollution are the

1 Social Enterprise, Social Innovation and Social Entrepreneurship in The Netherlands: A National Report; Alterra Wageningen UR, http://www.fp7-efeseiis.eu/national-report-thenetherlands/; De Social Enterprise Monitor 2015, http://social-enterprise.nl/wpcontent/uploads/2015/05/Social_Enterprise_NL-monitor_2015-digitaal.pdf; Impact Measurement Member Survey 2014 en 2015, Impact Hub Amsterdam http://www.cityoflondon.gov.uk/business/supporting-local-communities/Pages/supporting-social-enterprise.aspx; http://ec.europa.eu/internal_market/publications/docs/sbi-brochure/sbi-brochure-web_en.pdf; Country Report: Denmark EC 2014 - ec.europa.eu/europe2020/pdf/ csr2015/cr2015_denmark_en.pdf

biggest impact areas nationally. Amsterdam also focuses on issues such as integration and social cohesion. Social enterprises could add value to these social objectives.

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So this offers potential to help existing

to them. Because they are focused on impact,

social enterprises grow and to stimulate the

social enterprises also want to be able to speak

establishment of new companies.

to municipal policy departments that deal

• Strengthen entrepreneurial skills: At a recent event including impact investors, it became clear that they feel social entrepreneurs have insufficient entrepreneurial skills. Initiatives to strengthen these skills are an important step towards eliminating this barrier.

• Channel energy to address social challenges by involving social enterprises: The idea of solving social issues through entrepreneurship is popular in the city.

It is important to link this energy and entrepreneurial spirit to the issues Amsterdam faces, for example by means of challenges.

• Strengthen the interface between social enterprises and the municipality: Just like other businesses, social enterprises often don’t know exactly who to approach at the municipality when they want to offer their services or when they want to know about legislation and regulations that are relevant

with the same social issues as they do. In this respect, a good interface with the municipality is needed.

• Expand knowledge about social entrepreneurs and their ecosystems: A greater insight will create more clarity about precisely which actions are necessary in order to facilitate the development of social enterprises. It would also help to look in more detail at social enterprise ecosystems in other cities in the world, in order to compare and to learn from each other.

• Encourage the growth of entrepreneurship through meet-ups and collaborations: Feedback from social entrepreneurs shows they want to have a place where social entrepreneurs can meet each other, both physically and online, as well as other members of the ecosystem. In order to share experiences and focusing on content and business practices, with the aim of enabling social enterprises to grow.

MUD JEANS

RAMBLER

SOLAR SEDUM

“We are a Dutch denim brand that dreams of a world free of waste.” Bert van Son

“We are an authentic streetwear fashion brand designed and created by capital cities” - Carmen van der Vecht

“Get more energy from your solar panel with green” - Matthijs Bourdrez

/ Action Programme Social Entrepreneurship 2015-2018

Amsterdam social entrepreneurs have their say What the literature shows, concurs with what

• Stronger entrepreneurial skills in order

social entrepreneurs and other players in

to consolidate the link between impact

the Amsterdam social enterprise ecosystem

and entrepreneurship, and to learn how to

actually need. This has become clear from the

measure and report impact. They also need

numerous conversations that have been held. In

more experienced social entrepreneurs to

addition, four interactive sessions – so-called

serve as role models and coaches.

labs – were held with social entrepreneurs and

• More connection with each other, for

the other partners in the ecosystem1. During

example by established social entrepreneurs

these labs, these needs were outlined and

and beginners sharing their experiences,

accompanying measures were formulated.

or buying each other’s goods and services.

Social entrepreneurs also want more

Social entrepreneurs need:

connections with other partners, especially

• Recognition and acknowledgement from

municipal authorities in their role as

the municipality for their role in society. They emphasize the importance of the municipality

purchasers and with capital providers.

• A location / a physical and online

as purchaser and launching customer. They

community. The majority of social

are also eager to collaborate in municipal

enterprises are at the professionalization

efforts to tackle the problems Amsterdam

stage. That is why they would like to hook

faces. The municipality could further clarify

up in spaces, such as coworking spaces or

these social problems, for example by

events, where they can share knowledge and

providing information about them.

experience of the local market and impact areas and where they can advance the growth of their enterprises. Social start-ups also want to work in an environment with likeminded enterprises. They especially need open office spaces.

1 Lab 1: social entrepreneurs and civil servants , Lab 2: social entrepreneur intermediaries, Lab 3: social impact investors, Lab 4: social entrepreneurs

/ Action Programme Social Entrepreneurship 2015-2018

Investors and businesses need:

Another example is providers recommending

• Qualitatively sound social enterprises with

courses and training programmes to each

scalable business models, in which they can

other. Or connecting with each other to design

invest capital.d.

new training programmes. Impact investors

• Collaboration with social enterprises, in order to acquire innovative goods and services, but also to move their own organizations more towards social entrepreneurship. They also want to offer social enterprises their expertise in SRB practices.

All stakeholders need: • A stronger network and more interconnectedness and collaboration with each other, both within their own group and with other types of actors in the ecosystem. In order to learn from each other.

•

This also involves a mutual signalling function and a system of referral. For example, one impact investor who refers an opportunity to another one if the developmental stage of the enterprise does not fit their specific offer. Enabling them jointly to offer the city the entire spectrum of capital. But impact investors also want to communicate with each other in order to increase awareness about social entrepreneurship within their own organizations. This is equally true for other types of players who operate in more ‘traditional’ organizations and who encourage social entrepreneurship from there.

also often note that social entrepreneurs have inadequate business skills and want to be referred to courses and training options.

It would be helpful to give more exposure to whatever is on offer in the city, for example by means of a portal which also serves a community function.

/ Action Programme Social Entrepreneurship 2015-2018

Role of the municipality

which will prevent the same question being put to

Amsterdam can further strengthen the power

multiple departments. The link to various policy areas is explained briefly below.

and effectiveness of the ecosystem by:

Stimulus policy social firms • …strengthening connections between the

The social entrepreneurship action programme

players in the ecosystem, both within groups

is in line with the municipal investment policy

and across the ecosystem, strengthening

for social firms. The memorandum ‘Investing

collaboration between all the different types

in Social Firms’ was elaborated in a Work Plan

of partners in the ecosystem, improving

that was approved by the municipality on [11

mutual signalling and referral functions. This

June 2015]. The work plan consists of four action

is an appropriate role for the municipality in

plans:

an ecosystem in which players may also be

•

competing with each other;

Establish an investment fund for social firms;

• …optimizing the developmental curve of

•

social enterprises, from start-up to continued

Expedite municipal purchase of goods and services from social firms;

growth and scaling.

•

The action plans and measures set out in

Use social firms to achieve Social Return from suppliers to the municipality;

the action programme are tailored to the

• Expedite entrepreneurship in social firms

characteristics of the current ecosystem

through non-financial support.

in Amsterdam, the available options for strengthening it and the needs of social

De verbinding tussen het Werkplan Sociale

enterprises and other players in that ecosystem.

Firma’s en het Actieprogramma Sociaal

The action plans and measures are set out in

ondernemen zit bijvoorbeeld in de actielijn

subsequent chapters.

Bevorderen van meer werk/opdrachten voor

Policy consistency

sociale ondernemingen, die zich ook richt op

The action programme must offer a logically

het bevorderen van inkoop. We kunnen leren van de aanpak die de gemeente al heeft ontwikkeld

coherent set of policies for expediting social

voor inkoop bij sociale firma’s. En we gaan

entrepreneurship. This will prevent social

matchingsbijeenkomsten organiseren voor

enterprises from falling into the cracks between

sociale ondernemingen en sociale firma’s met

various policy areas and sets of measures. The

bedrijven en organisaties die klant

municipality also need to clarify which of its channels social enterprises should address,

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/ Action Programme Social Entrepreneurship 2015-2018

We are also working towards complementarity

Sustainability

among the various municipal funds such as the

As part of the implementation of the Amsterdam

Social Firms Investment Fund and the Micro-

municipality’s Sustainability Agenda, a

credit Fund. In addition, establishing the Social

corporate approach is being developed. Its objectives include stimulating sustainable

Firms Investment Fund will give more insight into where capital is needed in the city.

entrepreneurship. In this context the municipality

Social Return

measures in the social entrepreneurship action

is also looking for potential parallels with the

Amsterdam’s social return policy works as

programme.

follows: Whenever the Amsterdam municipality

Purchasing

invites a tender it assesses whether an

Social enterprises have high expectations of the

entrepreneur can contribute to the social

municipality as purchaser. So the action plan

objectives of the Amsterdam municipality

‘Expedite more work /assignments for social

as part of the assignment. Social return is

enterprises’ will partly be realised in the area

applied to tenders that pass the European

of purchasing policy. The facts & figures about

threshold. On average there are some 200

social entrepreneurship in the city which will be

suppliers who are obligated to deliver social

compiled in the coming period, are important

return. The implementation focuses primarily

for purchasing because it will get us acquainted

on jobs or employment but increasingly it also

with more social enterprises and their goods

includes SRB objectives or the core activities

and services and will enable us to point them to

of social enterprises. In the context of social

relevant purchasing routes. A good interface with

return, entrepreneurs contribute socially to

the municipality is important in this context too.

Amsterdam society. Social return is a tool that is still in development. A major objective in the coming period is to further develop and innovate the social return tool and integrate and embed it in other policy areas such as social entrepreneurship and the encouragement of social firms. We are looking to connect these things both in policy and implementation.

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/ Action Programme Social Entrepreneurship 2015-2018

Neighbourhood enterprises

Relevant initiatives in both programmes will

Neighbourhood enterprises that are also social

be flagged up for social enterprises. Where

enterprises can make use of the appropriate

possible, joint actions will be taken. For instance,

measure in the action programme. They will be

in StartUpAmsterdam’s Amsterdam Capital

notified of this, just like other social enterprises.

Week programme at the end of September 2015, impact investment will receive a lot of attention,

StartUpAmsterdam

and we will also involve partners from the

StartUpAmsterdam focuses on improving the

Amsterdam social enterprise ecosystem.

Amsterdam ecosystem for tech start-ups. Some tech start-ups also focus on solving social problems. This does not necessarily mean they put impact first, like social enterprises do. There are also start-up social enterprises that achieve their social impact through tech. These can be viewed as ‘social tech start-ups’.

Chief Technology Office (CTO) The Chief Technology Office works to involve knowledge institutes and entrepreneurs in solving the city’s problems, for instance by encouraging parties to develop challenges and labs. This encourages entrepreneurs to come forward with solutions for Amsterdam’s problems.

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/ Action Programme Social Entrepreneurship 2015-2018

/3 6 action plans, 17 measures Het doel van dit Actieprogramma is het real-

The aim is that more companies and

ise The objective of this action programme is to

organizations will become more ‘social’

increase social entrepreneurship in Amsterdam

entrepreneurs, for example through their SRB

in order to achieve a greater social impact in the

practices. In other words, it is important to

city.

facilitate connections with other companies and organizations that offer social value.

The action programme aims to: •

The action programme is also intended to

Increase the number of new social

encourage more Amsterdam social enterprises

enterprises and grow and scale existing

to venture abroad and offer their goods and

social enterprises

services in other countries. Equally, we aim to

•

Increase job opportunities in Amsterdam

attract foreign social enterprises to Amsterdam.

•

Tackle social issues through entrepreneur-

The action programme consists of six action

ship.

plans, each with their own specific measures.

Position Amsterdam as the place to be for

The action plans address issues that social

social entrepreneurship

entrepreneurs and the ecosystem need in order

•

to be able to flourish and develop optimally. We

The objective of the action programme is

will focus on six elements that are essential

twofold:

for social entrepreneurship: strengthening the

1. Create and expand the social entrepre-

network, purchasing from social enterprises,

neurship sector.

capital, entrepreneurial skills, and branding

2. Increase positive social benefits in general.

Amsterdam as the place to be for social entrepreneurship. And we will compile facts

This is why the action programme is aimed at

& figures about social entrepreneurship in

increasing the number of social enterprises and

Amsterdam.

their continued growth and scaling, as well as at creating connections between social enterprises and other businesses and organizations. In short, it is aimed at strengthening connections in the entire ecosystem.

By acting on all these fronts simultaneously we will strengthen those elements that are crucial for the climate of social entrepreneurship in

31 Amsterdam.

/ Action Programme Social Entrepreneurship 2015-2018

There is a certain degree of interaction between

The action programme consists of the following

the various action plans and measures. Action in

action plans:

one area increases results in another.

1. Map facts & figures about social

The basic guiding principle is that as far as

entrepreneurship in Amsterdam

possible social enterprises should use existing

2. Strengthen network and create environment

instruments to improve their entrepreneurship.

for social entrepreneurship

The action plans and measure will be further

3. Expedite more work/assignments for social

developed and honed in the coming period

enterprises

together with the partners. Sometimes the

4. Expedite more capital for social enterprises

municipality itself will be the engine driving

5. Strengthen entrepreneurial skills of social

the development or implementation of specific

entrepreneurs

measures, and other times it will be external

6. Branding Amsterdam as the place to be for

collaborative partners. Responsibility can also

social entrepreneurship.

be shared. The division of labour is indicated in

Each action plan is briefly described below.

the description of the specific measures. continue to confer with the ecosystem in order to

1. Map facts & figures about social enterprise in Amsterdam

verify whether the measures are still appropriate

Currently, the municipality does not have suf-

and whether new opportunities have arisen. An

ficient data (quantitative or qualitative) about

Expert Group will also be compiled consisting

social entrepreneurship in Amsterdam. But this

of social entrepreneurs (start-up, continued

is necessary. Especially as a baseline at the start

growth, scaling) from a variety of sectors and

of the programme and to be able to measure the

impact areas, and also including partners in the

effectiveness of the measures as manifested in

ecosystem such as investors, intermediaries and

the development of social entrepreneurship.

During the course of the programme we will

knowledge institutes. Members will have to be capable of representing the wider interests of

That’s why this action plan will give us a better

their group rather than only the narrow interests

picture of the sector’s specific needs. These

of their own business or organization.

needs will vary according to the developmental stage of each social entrepreneurship and the specific impact area on which the enterprise is focused.

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/ Action Programme Social Entrepreneurship 2015-2018

This action plans consists of the following

This portal should also provide insight into all

measures:

relevant data about social entrepreneurship in

• Further map the needs of social enterprises

Amsterdam. It can also serve as a digital com-

and other players in the ecosystem and jointly

ponent in the interface between social enter-

develop and fine-tune ideas for measures.

prises and the municipality. This would have to be complemented by following up questions and

• Compile quantitative and qualitative data about

proposals that come through digitally. As far as

social enterprise in Amsterdam.

possible, of course, we will create this interface

• Develop a system of measurement, inclu-

using existing instruments and departments

ding indicators, and a system of reporting the

within the municipality that already serve bu-

effectiveness of the social enterprise action

sinesses.

programme.

An optimal environment for social entrepreneurship also provides knowledge and inspiration and a lively variety of events, conferences, pro-

2. Strengthen network and create optimal environment for social entrepreneurship

grammes, workshops and challenges.

This action plan consists of the following measures:

The objective is to make Amsterdam the

• Develop and rollout portal/app Amsterdam

place to be for social entrepreneurship. Good

social enterprise ecosystem.

quality connections between the players in the

• Further develop interface between social

social enterprise ecosystem is crucial for the

enterprise ecosystem and municipality.

effectiveness and further development of social

• Expedite sufficient physical locations for social

entrepreneurship in Amsterdam. People need to

enterprise.

be able to easily find each other, introduce and

• Attract and develop events of national and

refer each other to other partners. But also in

international allure

order to learn optimally from each other too. This action plan aims to strengthen connections and further expand the community, both physically and online, also in terms of knowledge. The labs

3. Expedite more work/assignments for social enterprises

we have organized have already led to more intensive contacts between various players.

The more social enterprises are able to sell their

The connectivity of the ecosystem will be greatly

goods and services, the greater the social impact

improved by having sufficient (physical) places to

on the city. By implementing this action plan,

meet as well as an online meeting place.

Amsterdam commits to increasing work/assign-

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ments for social enterprises.

/ Action Programme Social Entrepreneurship 2015-2018

This can be accomplished by purchasing or by

Amsterdam is helping to identify the specific

inviting tenders from social enterprises. And

obstacles that local authorities encounter in the

by pointing out to other potential purchasers

context of purchasing from social enterprises,

in the city – social enterprises, businesses

and is exploring potential solutions.

and residents – the option of buying goods and

As soon as we find these solutions we will be able

services from social enterprises. This would be

to apply them to the purchasing process of the

expedited if potential customers are aware of the

Amsterdam municipality, to improve purchasing

social enterprises’ impact and which businesses

from social enterprises.

are recognised as such.

These explorations are being carried out in the

Expediting purchasing from social enterprises.

context of compiling the Gids Maatschappelijke

Amsterdam aims to be more innovative in

Waarde (Social Value Guide), which is an initiative

its purchasing and to become the launching

of Social Enterprise NL, Het Groene Brein (The

customer at social enterprises too. We have

Green Brain) en De Groene Zaak (The Green

encountered a number of obstacles in this

Store). This involves collaboration with other

regard, encountered by purchasing parties all

large public and private purchasers who are also

over the world.

developing and implementing explorations within

For example, how to evaluate the social value

their organizations.

that social enterprises deliver. We are not yet

Knowledge and solutions resulting from these

sure how to integrate this in the purchasing

explorations will be included in the Social Value

process. Tendering rights (purchasing) are

Guide. The guide provides purchasers (public,

going to change in 2016. The concept of social

semi-public, private) with tools to discount

value in the context of government tenders is

social value (people & planet) in the course of a

going to become more important. Measuring the

purchase or tendering process. The guide will

impact of social enterprises and reporting it is a

also address the issue of measuring social value

global issue in the context of encouraging social

(impact measurement).

entrepreneurship, not least of all because there are many different ways to measure impact. And

It is important that social enterprises themselves

we need a definition of a social entrepreneurship

also work on measuring and reporting impact.

that is workable for purchasing. Furthermore,

Innovative purchasing from social enterprises

we need a better understanding of what types

can also be a component of challenges that

of goods and services social enterprises in

Amsterdam sets up or facilitates in order to

Amsterdam can offer.

involve social enterprises in tackling social problems.

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/ Action Programme Social Entrepreneurship 2015-2018

4. Expedite more capital for social enterprises

We will also integrate insights about purchasing gained during StartupAmsterdam’s Startup In Residence programme. This will enable

Clearly, social enterprises must have capital in

the municipality to serve as the first customer

order to start up their business and to continue

(launching customer) for social enterprises.

growing smoothly. In this respect they are no

The municipality will act as ambassador by ac-

different from other businesses or tech start-ups.

tively promoting the success and opportunities of

But there are specific issues to take into account.

social enterprises to the other partners. We will

The social mission of social entrepreneurship

bring social enterprises and social firms to the

can raise costs and financial gain is not the main

attention of purchasers in the city. For example,

priority. This means that, all other things being

by organizing trade missions and matchmaking

equal, financial yield is often lower. In addition,

events involving these potential customers on

social enterprises and potential impact investors

the one hand and social enterprises and social

don’t always know where to find each other and

firms on the other, as requested in the motion put

they don’t always speak the same language.

forward by Nuijens, Boutkan en Verheul.

Later on we will explore how to create more

The objective of this action plan is, where

continuity in the connections between social en-

necessary, to facilitate the flow of capital

terprises and corporates, SME and organizations.

towards social entrepreneurship and to

We will also consider a potential affiliation with a

ensure capital continues to accompany

Buy Social Campaign being developed by Social

subsequent developmental stages of a social

Enterprise NL.

entrepreneurship as smoothly as possible.

This means Amsterdam is looking to attract all types of available capital, including capital that is not yet strongly associated with social

This action plans consists of the following

entrepreneurship. We are committed to

measures:

strengthening the interplay between different

• Exploration by Purchasing/Lead Buyers

types of investment and social enterprises,

Amsterdam and Gids Maatschappelijke Waarde

speaking the same language, but also improving

(Social Value Guide)

connections among investors.

• Organize matchmaking events and trade

Amsterdam will definitely use its own resources

missions for potential customers (corporates,

too. We are looking at whether existing

SME and organizations) and social enterprises/

municipal funds such as the Microcredit Fund,

social firms

the Sustainability Fund and the Social Firms

• Develop Global Impact Business Fellowship

Investment Fund can also be used for all social

• Expedite Challenges

enterprises.

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/ Action Programme Social Entrepreneurship 2015-2018

5. Strengthen entrepreneurial skills

We are also considering whether to establish an Amsterdam Fund for Social Enterprises.

The combination of a primary social objective

We are assessing which European calls

with a commercial objective requires special

are relevant for strengthening the social

entrepreneurial skills. Starting and growing a

entrepreneurship ecosystem in Amsterdam.

business based on an ideal requires constant

Where necessary, we will launch initiatives or

and specific interaction between mission and

link them to plans for project proposals in the

business, and a balance between the two is

context of these calls. This way we will also try

essential. Which specific entrepreneurial skills

to acquire European resources for the sector in

are required depends on the developmental stage

Amsterdam. The EFRD is especially interesting.

of the enterprise. The impact area, too, may

The Amsterdam entry in the European Capital

demand specific competencies, as market condi-

of Innovation Award competition will focus in

tions, actors and sales areas may vary according

particular on the area of social innovation, which

to the impact area.

includes social entrepreneurship.

Strengthening these skills in social entrepreneurs also benefits other players in the ecosystem, such as impact investors or large purchasers in the city. And it is important for the

This action plan consists of the following

municipality too, because robust businesses that

measures:

are focused on impact in the city contribute to

• Make existing municipal resources available

solving social problems.

for social enterprises. Free up funding and

The objective of this action plan is to create a

specific resources for policy objectives for

varied assortment of instruments in the city that

which social enterprises offer solutions, e.g.

will strengthen entrepreneurial skills. An as-

through challenges, and consider establishing

sortment designed for the needs of social enter-

an Amsterdam Fund for Social Enterprise

prises in all stages of growth. As well as ensuring

• Initiate or join existing initiatives for

that the target group is aware of these measures.

European projects in the context of European

This doesn’t detract from the entrepreneurs’

Commission calls

responsibility to run their businesses as well as possible and to strengthen themselves. So, the

• Strengthen connection with, and collaboration

intention is not to subsidize businesses.

between types of capital in all development stages of social enterprises in Amsterdam.

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/ Action Programme Social Entrepreneurship 2015-2018

The aim is to strengthen the potential of social

In the longer term we will explore whether aca-

enterprises in each stage of their growth by

demic partners are willing to appoint a professor

providing a good selection of facilities in the city,

of social entrepreneurship and to develop an

without keeping afloat businesses that are not

MBA programme. We are looking at collabora-

viable. This means that together with partners

ting with Utrecht (where a professor has been

in the city, such as platforms and investors, we

appointed following an initiative by Tony Choco-

must look carefully at the actual potential of

loney) and Rotterdam (where this is ongoing) as

social enterprises.

well as foreign universities.

Entrepreneurial skills can be strengthened very

In the lab organized for social entrepreneurs,

directly by expediting participation in courses

they expressed the desire to have more contact

focused on day to day operations and the growth

with each other, in order to learn from each other.

stage of the social entrepreneurship. We will explore which actions could be effective in this respect.

This action plan consists of the following

However, acquiring academic insights (education

measures:

and research) can also contribute, especially if

•

this is eventually applied in practice, for example

Expedite participation in existing courses and training programmes in the city

in training programmes. Higher education

•

and research into social entrepreneurship can

Expedite knowledge sharing and connection between experienced social entrepreneurs and

expand knowledge about specific issues. For

social entrepreneurs who need coaching (role

example, the ongoing link between impact and

models and mentors)

turnover in the business model. Focus on social entrepreneurship in Amsterdam’s universities and colleges of higher education makes the city attractive for international students and contributes to Amsterdam’s status as the place to be for social entrepreneurship.

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6. Branding Amsterdam as the place to be for social entrepreneurship Social entrepreneurs are keen to be visible to the outside world. For marketing purposes, but also as part of the objective of profiling Amsterdam as an example for other municipalities, both nationally and internationally. There is a powerful desire to promote Amsterdam as the best city for social entrepreneurship and the city that is

Social entrepreneurship will be integrated in existing marketing and communications activities for Amsterdam. At the same time, new branding activities will focus specifically on social enterprise. Measures from other action plans will provide input.

Social enterprise is already integrated in Amsterdam’s recently launched business proposal. This promotes the metropolitan region

leading the movement.

of Amsterdam (MRA) as an ideal location for

The objective, then, is to position Amsterdam

and it explains how Amsterdam distinguishes

as the place to be for social entrepreneurship.

Indeed, this was requested in the proposal for the ‘Make Way for Social Enterprise’ initiative. That is why this action plan aims to focus attention on existing and new activities in Amsterdam designed to strengthen the social enterprise

organizations, investors and talent to set up shop, itself from other international business regions.

2015 saw the start of an activation campaign in collaboration with 40 people who live and work in the MRA and who will serve as ambassadors for Amsterdam in that capacity.

ecosystem.

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/ Action Programme Social Entrepreneurship 2015-2018

Besides CEOs, several social entrepreneurs

This action plan aims to strengthen connections

and tech start-ups are participating in this

among the partners in the Amsterdam

initiative. They make the region recognisable

ecosystem. This will also attract national

and provide endorsement. Social entrepreneurs

and international social enterprises, impact

also feature in the campaign material that has

investors, talent and events. This will lead

been developed, such as a corporate video and a

to recognition and appreciation of the role of

banner campaign at Schiphol airport. They serve

social entrepreneurs and other partners in

as ambassadors for the MRA and therefore for

the ecosystem. Thus, this action plan also

the Amsterdam social enterprise ecosystem too.

contributes to achieving results in other action

Social enterprises will also be included in the

plans.

marketing communication materials still to be This action plan consists of the following

developed for the business proposal.

measures:

In addition, a series of branding activities will

• Embed social enterprise in existing branding

be developed, specifically focusing on social

for Amsterdam and develop branding

enterprise. One such activity might be bringing

specifically addressing social enterprise.

a delegation of foreign business journalists to Amsterdam to show them first-hand the social enterprise ecosystem.

Figure 4: Business Proposal Amsterdam 2015

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/ Action Programme Social Entrepreneurship 2015-2018

Partnership with government and Europe The government is one of Amsterdam’s major

Social enterprises regularly point out that they

partners in promoting social entrepreneurship.

encounter obstructive, or sometimes a lack of,

Not least because the work of developing

national legislation and regulations. For example,

measures and understanding which approach

it is often suggested there should be a specific

works best in practice, is unchartered territory.

legal form for social enterprises, even though

Amsterdam is eager to collaborate with

other people say social entrepreneurship is

the appropriate departments. For example,

perfectly viable within existing legal forms. This

in the context of potentially combining the

is the government’s call. As part of its lobbying

promotion of innovative entrepreneurship with

activities, Amsterdam will reach out to the other

social entrepreneurship. Or integrating social

G4 cities (The Hague, Utrecht and Rotterdam) and

entrepreneurship into research and education.

to other partners, like Social Enterprise NL.

Promoting social entrepreneurship at the

In Europe, Amsterdam will advocate for

neighbourhood level is also a topic.

continued momentum with regard to social

Amsterdam is keen to see how the cabinet will respond to the SER’s recommendations.

Amsterdam agrees with minister Asscher who, in his request for advice from the SER, indicated that their recommendations should lead to genuine joint action involving government, local authorities and other relevant partners in the field, manifested for example in an common agenda to which all the various partners subscribe. Amsterdam is eager to contribute to creating such an agenda.

entrepreneurship, a momentum that was created by the previous European Commission’s 2011 Social Business Initiative and additional accompanying actions.

Additional comparative research is also needed into the current status of social entrepreneurship ecosystems in other European cities, to augment the Commission’s research looking at the situation at the level of member states.

/ Action Programme Social Entrepreneurship 2015-2018

List of the action plans and accompanying measures Action plan + objective 1. Facts & figures Objective: expand knowledge of, and about social entrepreneurship in Amsterdam

2. Strengthening network and environment for social enterprises Objective: provide an optimal environment for social entrepreneurship

3. Expedite more work /assignments for social enterprises Objective: increase turnover of social enterprises

4. Expedite more capital for social enterprises Objective: sufficient capital for social enterprises in all development stages

5. Strengthen entrepreneurial skills Objective: provide a variety of facilities in the city for strengthening social entrepreneurs’ entrepreneurial skills

6. Branding Amsterdam as the place to be for social entrepreneurship Objective: connect partners in ecosystem Amsterdam; recognition and appreciation of social entrepreneurship; attract (national and international) social entrepreneurs, talent, impact investors and events with national and international allure

Measures 1. Map ecosystem needs and ideas for measures 2. Map ecosystem facts & figures 3. Develop methodology for measuring effectiveness of action programme system for reporting outcomes

4. Develop portal/app Amsterdam ecosystem 5. Further develop interface with municipality 6. Expedite sufficient physical locations for social entrepreneurship 7. Attract and develop events of national and international allure 8. Exploration by Purchasing Amsterdam/lead buyer(s) and development Social Value Guide with Social Enterprise NL 9. Organize matchmaking sessions and trade delegations (Nuijens, Boutkan & Verheul motion) 10. Global Impact Business fellowship 11. Expedite challenges 12. Make municipal resources available (funds and programme resources) and research Amsterdam Fund for Social Enterprise 13. Initiate or participate in existing European projects in the context of European Commission calls 14. Strengthen connection with, and interplay between types of capital in all development stages of social enterprises in Amsterdam 15. Expedite participation in existing facilities in the city 16. Expedite knowledge sharing and connection among social entrepreneurs so they can learn from each other (role models and coaching)

17. Embed social entrepreneurship in existing branding of Amsterdam and develop specific branding for social entrepreneurship

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# Factsheet for each measure Each factsheet indicates the following for the measure it covers: objective & intended outcome, the role of the municipality, potential partners, status, resources and funding. The amount budgeted for each measure is an estimate. Funding for all the measures comes out of the budget reserved for strengthening economic structure, subsection sector and ‘crossover’ investments.

Each factsheet presents an outline of the measure, indicating directions and options. This does not means that all measures have already been worked out in detail. This will be done in the coming period and depends partially on what insights we gain while identifying needs and facts & figures in more detail.

Measures Action Plan 1: facts & figures social entrepreneurship Amsterdam Measure: needs and ideas

Action plan 1: Facts & Figures Social entrepreneurship Amsterdam

Description • Gain insight into bottlenecks encountered by social enterprise in Amsterdam enabling the development of specific measures to tackle them.

• Generate ideas for measures and jointly develop them.

Method • Conversations and meetings with social enterprises and other partners in the ecosystem • Bring together an ecosystem expert group.

• Desk research • Identify best practices in other cities and countries.

Outcome • Targeted measures that are experienced as effective • Stronger image of Amsterdam as an attractive city for social entrepreneurs

Potential partners • Impact Hub Amsterdam • Social Enterprise NL • Social Firms Platform • All other partners in the Amsterdam ecosystem

Status: in development

Initiator: municipality Development and implementation in collaboration with partners in the city

Cost €20.000

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/ Action Programme Social Entrepreneurship 2015-2018

Measure: facts & figures ecosystem

Action plan 1: Facts & Figures Social entrepreneurship Amsterdam

Description • Gain insight into data about social entrepreneurship in Amsterdam (quantitative and qualitative).

• Social enterprises: number, impact areas, development stage, location in the city, number of employees • Other ecosystem players and what they offer the city

Method • Build database with data available from various partners, collect new data and update.

Outcome • Benchmark social entrepreneurship Amsterdam • Awareness of extent and quality social entrepreneurship in Amsterdam • Magnet effect

Potential partners • Impact Hub Amsterdam • Social Enterprise NL • Social Firms Platform • Dept Research, Information Statistics Amsterdam (OIS) • Social enterprises and other ecosystem players

Status: in development

Role of municipality: initiator/ contractor Implementation: partners in the city

Cost € 20,000

Measure: measurement method & reporting system

Action plan 1: Facts & Figures Social entrepreneurship Amsterdam

Description • Develop a methodology for measuring the effect of the social entrepreneurship action programme.

• Develop a reporting system.

Method • Together with parties who have access to the data, who have experience in tracking impact and in developing measurement methodologies, jointly develop a measurement methodology and a system of reporting, including indicators.

Outcome • Insight into effectiveness social entrepreneurship action programme • Development of social entrepreneurship in Amsterdam

Potential partners • Impact Hub Amsterdam • Social Enterprise NL • Ashoka • Dept Research, Information Statistics Amsterdam (OIS) • All other parties in ecosystem

Status: in development

Role of municipality: initiator/contractor Implementation: partners in the city

Cost €20,000

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/ Action Programme Social Entrepreneurship 2015-2018

Measures Action Plan 2: Strengthen network and create optimal environment for social entrepreneurship Measure: Portal/ app social entrepreneurship Amsterdam

Action plan 2: network and environment

Description • Develop portal/app for Amsterdam social enterprise ecosystem with international allure, information and community function.

• Portal/ app is also part of interface with municipality(see interface measure).

Method • Use data from facts & figures measure as input for portal/app.

• Design, build and launch portal/app.

• Update portal/app.

• Link to existing resources/platforms, such as website I amsterdam.

Outcome • Visibility and branding of Amsterdam social enterprise ecosystem • Connectivity partners in ecosystem and stronger community • Promotion of Amsterdam as attractive city for social entrepreneurship

Potential partners • App/portal creator • Manager of social entrepreneurship database • Amsterdam Marketing

Status: start of development december 2015

Role of municipality: initiator/contractor Implementation: partners in the city

Cost €60.000

Figure 5: Example of social entrepreneurship portal/app

/ Action Programme Social Entrepreneurship 2015-2018

Measure: Interface social enterprise Action plan 2: network and ecosystem and Amsterdam environment municipality

Status: in development

Description • Develop and implement an interface between municipality and social enterprises/ ecosystem.

• There needs to be a single point of contact and social enterprises have specific needs, so: connect social enterprises that offer solutions to specific policy challenges with the appropriate departments at the Amsterdam municipality.

Method • Based on the specific needs of social enterprises/ecosystem, continue to develop and implement an interface with the municipality.

• Where possible, link up with existing municipal interface facilities for entrepreneurs enabling them to deal with social enterprises too.

Outcome • Visibility • Promotion of Amsterdam as attractive city for social enterprise

Potential partners • Existing municipal interface facilities, such as office buildings, CTO office, Social Return Bureau • Municipal departments connected with specific impact areas of social enterprises in Amsterdam • Impact Hub Amsterdam

Cost - capacity

Measure: Physical location

Action plan 2: network and environment

Description • Expedite availability of physical location(s) for social entrepreneurship.

• Together with impact investors, explore business model for social purpose real estate.

Method • Together with departments of real estate and office buildings, make inventory of locations available for purchase/rent, both municipal (reallocation) and private properties.

• Prepare/designate a location in the city for social entrepreneurship.

• Together with impact investors, explore business model for social purpose real estate.

• Explore utility of Bureau Broedplaatsen (Incubator Desk) scheme for social enterprise.

Outcome • Visibility • Promotion of Amsterdam as attractive city for social entrepreneurship

Potential partners • Impact Hub Amsterdam • Social enterprises • Impact investors • Real estate department • Land department

Cost - capacity

45

Status: in development

/ Action Programme Social Entrepreneurship 2015-2018

Measure: Attract and develop events Action plan 2: network and environment

Status: in development

Description • Attract renowned international social entrepreneurship events.

• Examples of events international allure: - Skoll World Forum: http://skollworldforum.org/ - SOCAP: http://socialcapitalmarkets.net/ - Social Entrepreneurship World Forum: http://sewf2015.org - MARSDD Social Finance Forum: http://socialfinanceforum. marsdd.com/ - Global Social Business Summit: http://www.gsbs2015.com/ - Make a Difference Asia: http://www.mad.asia/ - Unlikely Allies, global meeting of Impact Hubs and key stakeholders in the impact field: http://unlikelyallies.net/ - Summit series: http://www.summit.co/series/ • Develop ‘Amsterdam events’ with international allure

Method • Analysis of available events in Amsterdam in relation to the needs of the social entrepreneurship ecosystem and the aim of putting Amsterdam on the map: what are the most important events we want to attract?

• Acquisition of specific international events with global allure through creation of partnerships.

• Attract relevant Dutch events.

• Develop new events with international allure.

Outcome • Stronger connections ecosystem players • Promotion of social enterprise ecosystem and Amsterdam is put on the map as attractive city for social enterprise • Attraction of impact investors, talent, social entrepreneurs, etc.

Potential partners • Amsterdam Marketing • Impact Hub Amsterdam • Social Enterprise NL • Social Firms Platform • Knowledge institutes • StartUp Amsterdam • European Union • Other cities • INSEAD • RAI Amsterdam • De Baak • Various partners depending on events

Role of municipality: initiator / Implementation with partners

Events: Unlikely Allies 2015 - global summit A multi-day laboratory for the future of the impact ecosystem.

In partnership with the Impact Hub network, and other progressive partners, the annual Unlikely Allies Summit kicks off an exploration of how a diverse group of global actors can bring to life a collaborative impact ecosystem that fuels cross-sector collaborations and helps prototype resilient solutions for the future of business, society and the planet.

Cost €80.000

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/ Action Programme Social Entrepreneurship 2015-2018

Measures Action Plan 3: Expedite more work /assignments for social enterprises Measure: Explore purchasing from social enterprises and Social Value Guide

Action plan 3: More work/ assignments for social enterprises

Status: in development

Description • Social enterprises have high expectation from the Amsterdam municipality in its role as initiator in realizing more work/assignments through purchasing and tenders. There are some practical impediments to purchasing from social enterprises, such as the issue of defining impact measurement.

• Amsterdam will help map these obstacles and generate ways to deal with them.

• These solutions will also be included in the Gids Maatschappelijke Waarde (Social Value Guide), which De Groene Zaak, Social Enterprise NL and Het Groene Brein will compile. The guide provides purchasers (public, semi-public, private) with tools to discount social value (people & planet) in the course of a purchase or tendering process.

Method

Outcome • Impediments to purchasing/ tendering from social enterprises clarified and potential solutions formulated • More work/assignments for social enterprises • Impact measurement has been addressed • Image of Amsterdam as attractive city for social enterprise strengthened

Potential partners • Social Enterprise NL • De Groene Zaak • Het Groene Brein • Alliander • Waterschap Brabantse Delta • Province of Zuid Holland • Impact measurement experts, such as knowledge institutes, B Corp, Sinzer, Impact Hub Amsterdam.

•

• • •

• • • •

Together with Amsterdam municipality’s lead buyers, the Directorate of Resources and Control will explore the specific obstacles that local authorities encounter when purchasing from social enterprises, and will generate potential solutions.

This will enable more innovative purchasing from social enterprises.

Amsterdam’s contribution will be included in the Social Value Guide, which Social Enterprise NL will initiate.

Social Enterprise NL will also invite other public and private purchasers – such as Alliander, Waterschap Brabantse Delta and the Province of Zuid Hoaland – to participate and to carry out internal explorations in their organizations.

The participants will jointly develop solutions to problems such as impact measurement and will involve academics in the process too.

The guide will be presented by the partners at an event at the end of 2016.

Role of municipality: initiator of explorations in Amsterdam In addition, Amsterdam will contribute financially to the compilation of the guide.

Cost • Compilation of guide: €20,000 • Exploration of purchasing: €60,000

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/ Action Programme Social Entrepreneurship 2015-2018

Measure: Matchmaking events and trade delegations (Nuijens, Boutkan & Verheul motion)

Action plan 3: More work/ assignments for social enterprises

Description • We bring potential customers together with social enterprises and social firms so they can get to know each other and to bring together supply and demand of goods and services

Status: in development

Method • Develop and organize matchmaking events (meet & greets) between major purchasers in the city and social enterprises / social firms.

The Nuijens motion also mentions trade delegations.

• In collaboration with the department of Participation & Work, other relevant departments and external partners • A major condition for succeeding is that Amsterdam itself also makes a serious commitment to purchase from social enterprises.

Role municipality: initiator/contractor Implementation: partners in the city

Outcome • More work/assignments for social enterprises /social firms

Potential partners • Department of Participation & Work • Impact Hub Amsterdam • Social Enterprise NL • Social Firms Platform • Major purchasers in Amsterdam, e.g.: Schiphol, knowledge institutes, hospitals, care institutes, NGOs, museums • SME Amsterdam • Chamber of Commerce • Amsterdam Economic Board

Cost €40.000

YOUNG IN PRISON

YONI

LOKALE LENTE

“We encourage children and youth around the world in conflict with the law to make a positive contribution to society”

“Yoni offers women the toxic-free option: tampons, sanitary pads and panty liners made of organic cotton.” Wendelien Hebly

Lokale Lente (Local Spring) is a platform aiming to encourage and foster the neighbourhood enterprise movement and connect it to other stakeholders in the city.

/ Action Programme Social Entrepreneurship 2015-2018

Measure: Global Impact Business Fellowship programme

Action plan 3: More work/ assignments for social enterprises

Description • Develop a fellowship programme (accelerator) aimed at tackling social challenges in Amsterdam by means of social enterprise.

• Strengthen entrepreneurial skills of selected enterprises.

Method • In the fellowship, local and international social entrepreneurs will be linked to problems in Amsterdam.

• In the initial stage of the programme, we will attract approximately 100 social enterprises.

• Following selection, a number of promising businesses will be supervised through the further development of their business model and the acquisition of investments.

• The Fellowship will be developed with partners in the city.

• Planned launch: January 2016

Outcome • Solutions generated for social problems through social entrepreneurship • More work/assignments for social enterprises, if municipality purchases the products services developed • Entrepreneurial skills of selected enterprises strengthened • Foreign social enterprises attracted to Amsterdam • Amsterdam on the global map as attractive city for social enterprise

Potential partners • Impact Hub Amsterdam and Impact Hubs on other continents • Ashoka Amsterdam • Private partners involved in fellowship programme impact areas • CTO Amsterdam municipality • Legal Department Amsterdam municipality • Municipal departments involved in fellowship programme impact areas

Cost & funding €150.000

49

Status: in development

/ Action Programme Social Entrepreneurship 2015-2018

Measure: expedite involvement social enterprises in solving problems in Amsterdam, e.g. through Challenges and Labs

Action plan 3: More work/ assignments for social enterprises

Status: in development

Description • Encourage relevant departments of Amsterdam municipality to involve social enterprises in solving social issues in the department’s area.

• Also involve social enterprises in Challenges and Labs that Amsterdam organizes for all Amsterdam entrepreneurs (e.g., CTO)

Method • Make departments aware of the role social enterprises play in society and the potential contribution their businesses can make to the work area of the department.

• Help these departments develop Challenges and Labs. An example is the Challenge organized by the Dept of Participation & Work.

• Inform social enterprises about these initiatives.

• Explore whether it is desirable for the Economics department to facilitate Challenges and Labs organized in the city by external parties.

• Involve social enterprises in Challenges for Amsterdam entrepreneurs, e.g., CTO and Amsterdam Economic Board.

Outcome • Solutions generated for social problems through social entrepreneurship • More capital (municipal resources) for social enterprises • Increased turnover social enterprises

Potential partners • Impact Hub Amsterdam • Society Impact • ACE • THNK • Private partners • Social Firms Platform • CTO office Amsterdam municipality • Municipal departments involved in impact areas of social enterprises in Amsterdam • Amsterdam Economic Board

Cost €50.000,-

50

/ Action Programme Social Entrepreneurship 2015-2018

Measures Action Plan 4: More capital for social enterprises Measure: Municipal resources

Action plan 4: More capital

Description • Research how municipal funds can support social enterprises in all developmental stages (startup, further growth, scaling).

• Make municipal resources available (funding and programme resources).

• Research desirability of establishing Amsterdam Fund for Social Enterprise

Method • Based on the needs of social enterprises in the various developmental stages, identify the utility of the Microcredit Fund, Sustainability Fund and the Social Firms Investment Fund and bring them to the attention of social enterprises.

• Together with partners in the city, including impact investors, look into whether an Amsterdam Social Enterprise Fund would be desirable. If so, develop and establish such a fund.

Outcome • Availability of sufficient capital for social enterprises at all developmental stages, enabling them to start up and continue to grow.

Mogelijke partners • Department of Economics • Department of Sustainability • Department of Participation & Work • Impact Investors

Status: in development

Role of municipality: initiator Implementation: partners in the city

Cost - Capacity - Amsterdam Social Enterprise Fund (provisional)

51

/ Action Programme Social Entrepreneurship 2015-2018

Measure: initiate or participate in existing European projects in context of EC calls

Action plan 4: More capital

Description • Attract European resources to the sector in Amsterdam, by participating in the development of European social enterprise projects.

Method • Survey relevant European Commission programmes and calls to identify social enterprise and social innovation.

• Examples of relevant programmes are EFRD and INTERREG. • Initiate project proposals and align with project initiatives in the city, nationally and at European level.

Outcome • European resources are attracted to the sector in Amsterdam.

• Amsterdam is on the map as the place to be for social entrepreneurship.

Potential partners • Relevant departments at Amsterdam municipality • ACE • Impact HUB Amsterdam • Society Impact • Lokale Lente (Local Spring) • Ministries • European cities, platforms, intermediaries

Status: in development

Cost €80,000

Measure: match supply of capital with demand from social enterprises in all developmental stages

Actielijn 4: More capital

Status: in development

Omschrijving • Strengthen connection between all relevant types of capital and social enterprises in all developmental stages.

• Also strengthen the interplay between types of capital in these developmental stages.

• Develop actions to expedite this matching and interplay.

Method • Together with impact investors and based on data about social entrepreneurship in Amsterdam as well as the needs of social enterprises and impact investors, develop an approach and actions.

• For instance, strengthen current ad hoc matching initiatives in the city, or develop a new matching method.

• Organize matchmaking events, meet-up dinners, meetings at official residences, events designed to connect Amsterdam social enterprises with foreign capital.

• Where possible, collaborate with StartUp Amsterdam.

Effect • Capital is moved towards social entrepreneurship and its movement in tandem with the developmental stages of the social entrepreneurship is facilitated.

Potential partners • ABNAMRO Social Impact Fund • Impact Hub Amsterdam • Impact Investors • Social Enterprise NL

Cost €50,000

52

/ Action Programme Social Entrepreneurship 2015-2018

Measures Action Plan 5: strengthen entrepreneurial skills social entrepreneurs Measure: encourage participation in courses/training by means of vouchers Description • Expedite participation of social entrepreneurs in existing courses/training programmes in the city.

Action plan 5: strengthen entrepreneurial skills

Status: development starts after needs are analysed

Method • Stimuleren dat sociale ondernemers deelnemen aan bestaande trainingen en cursussen in de stad voor versterken van ondernemersvaardigheden • Overzicht cursussen/trainingen opnemen in Portaal/ App, met oog op vindbaarheid van aanbod in de stad • Verkennen van effectieve overige acties Rol gemeente: trekker / Uitvoering partners in de stad

Outcome • Entrepreneurial skills improved, more impact in the city • Increased number of social enterprises suitable for investment from impact investors

Potential partners • Impact Hub Amsterdam • ACE • Starters4Communities • Social Enterprise NL • THNK • Lokale Lente (Local Spring) • Social Firms Platform

Cost €100.000

Measure: strengthen knowledge sharing and connection among entrepreneurs (role models and mentors)

Action plan 5: strengthen entrepreneurial skills

Status: start development after analysis of specific needs

Description • Strengthen knowledge sharing between social entrepreneurs and experienced social entrepreneurs as well as coaching by them in the various developmental stages.

Method • In collaboration with the sector, explore how this can be strengthened, for example by linking experienced social entrepreneurs with social entrepreneurs who want to be coached.

Outcome • Skills strengthened • Connections in ecosystem strengthened

Potential partners • Experienced social entrepreneurs • Impact Hub Amsterdam • Social Enterprise NL • Social Firms Platform • Lokale Lente (Local Spring)

Role of municipality: initiator of exploration Implementation: partners in the city

Cost €50,000

53

/ Action Programme Social Entrepreneurship 2015-2018

Measures Action Plan 6: Branding Amsterdam as the place to be for social entrepreneurship Measure: embed social entrepreneurship in existing branding and create branding specifically designed for social entrepreneurship Description • Embed social entrepreneurship in Amsterdam business proposal and develop specific branding for social entrepreneurship

Action plan: Branding

Status: being implemented and further developed

Method • Continue integrating social entrepreneurship in the Amsterdam business proposal by including social entrepreneurship in marketing communications material being developed.

• Use measures from other action plans as branding tools, e.g., the portal/app.

• Develop and implement the marketing communications plan, section social entrepreneurship, in Amsterdam business proposal.

• Develop and implement a series of marketing communications activities specifically designed for social entrepreneurship, such as inviting a foreign press delegation.

• This measure also involves communicating the Social Entrepreneurship Action Plan.

Role municipality: contractor / Implementation: Amsterdam Marketing

Outcome • Amsterdam ecosystem on the map, resulting in increased social entrepreneurship • International social enterprises, impact investors and talent attracted.

Potential partners • Amsterdam Marketing • Social entrepreneurs • Impact Hub Amsterdam • Social Enterprise NL • Other partners in the social enterprise ecosystem, such as impact investors, corporates, knowledge institutes

Cost €100.000

54

/ Action Programme Social Entrepreneurship 2015-2018

/4 Organization of the programme Programme organization

starters fund and liaison with Social Firms Investment Fund, Sustainability Fund):

The organization of the action programme

provisional

will be lean and mean. Responsibility for pro-

• Interface with municipality: Project Manager

gramme components will be assigned to line

Municipal Interface: provisional

managers. In order for the action programme to

• Communications: provisional

succeed it is essential that line departments in

Other measures are primarily the responsibility

the department of Economics and other munici-

of other departments and councillors, such as:

pal departments are fully engaged. The de-

• Exploration of purchasing from social

partment of Economics will be in charge of the

enterprises and Social Value Guide: Dept of

development and implementation of the action

Purchasing + Lead Buyers (Litjens).

programme and will also implement a num-

• Social Firms Work Plan: Dept of Participation

ber of the measures in the action programme,

and Dept of Subsidies and Social Purchasing

where necessary in collaboration with other

(Vliegenthart)

municipal departments.

• Social Impact Bonds: Dept of Participation

• Programme Manager: Ellen Oetelmans (De-

and Dept of Subsidies and Social Purchasing

partment of Economics)

(Vliegenthart)

• Programme Management Support: (provisio-

• Social Return: Dept of Subsidies and Social

nal) 1 fte

Purchasing (Vliegenthart)

• Sector Expertise: Tatiana Glad, co-founder

• Sustainability Fund: Dept of Sustainability

and director Impact Hub Amsterdam

(Choho) • Neighbourhood enterprises: Dept of

• Expert Group: intended members are leading

Participation + management committees

players in the sector

(Vliegenthart + Ollong ren) Department of Economics

• Physical Location: Dept of Real Estate + Dept

• Municipal funds: Project Manager Municipal

of Land (Litjens)

Funds (microcredit fund and potential

55

/ Action Programme Social Entrepreneurship 2015-2018

Programme stages and budget

A proposal for updating the action programme, including resources and funding, will then follow

The initial stage of the programme runs until

in the course of 2017.

the beginning of 2017 The budget for stage 1 is €1,115,000, to be funded from resources reserved for strengthening economic structure, subsection Cluster and ‘Crossover’ investments.

Towards the beginning of 2017 we will assess (quick scan) how the programme is being implemented, whether it is working and whether it needs to be adjusted. Measures that are still relevant will be continued.

Maatregel: 1+2+3

Mapping ecosysteem, behoe2e en meetsystema3ek

€ 60.000

Maatregel 4

Ontwikkeling + actualiseren Portaal/App

€ 60.000

Maatregel 7

Aantrekken en ontwikkelen van events

€ 80.000

Maatregel 8

Pilot Inkoop en Gids Maatschappelijke waarde (€ 60.000 + € 20.000)

€ 80.000

Maatregel 9

Matchingsbijeenkomsten en Handelsmissies inkopers in de stad

€ 40.000

Maatregel 10

Global Impact Business Fellowship (accelarator)

€ 150.000

Maatregel 11

Bevorderen Challenges

€ 50.000

Maatregel 12

Amsterdams Fonds sociaal ondernemen

€ pm

Maatregel 13

Ini3ëren van of aansluiten bij Europese projecten (Calls EC)

€ 80.000

Maatregel 14

Versterken connec3e en samenspel kapitaal

€ 50.000

Maatregel 15

Versterken ondernemersvaardigheden: bevorderen deelname trainingen in de stad

€ 100.000

Maatregel 16

Versterken van kennisdeling sociale ondernemers onderling

€ 50.000

Maatregel 17

Branding Amsterdam

€ 100.000

•

Uitvoeren me;ng + evalua;e + rapportage effect Ac;eprogramma

€ 50.000

•

Expertmee;ngs met Expertgroep en met brede ecosysteem

€ 35.000

•

Programmamanagement ondersteuning

€ 80.000

•

Expert uit de sector

€ 50.000

TEXT TO CHANGE MOBILE “Successful mobile marketing for social impact in emerging Africa” - Hajo van Beijma

Totaal circa € 1.100.000

/ Action Programme Social Entrepreneurship 2015-2018

/ Appendix 1: Regulations and programmes focused on social entrepreneurship in EU member states The following figures show that European countries have specific regulations and programmes designed to motivate and support social entrepreneurs. The Netherlands has neither regulations nor programmes for social entrepreneurship.

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/ Action Programme Social Entrepreneurship 2015-2018

Figure 6: European countries with specific regulations for social entrepreneurship

58

/ Action Programme Social Entrepreneurship 2015-2018

Figure 7: Specific legal forms for social entrepreneurship in member states

59

/ Action Programme Social Entrepreneurship 2015-2018

/ Appendix 2: Players in the ecosystem and what they offer the city Intermediaries, platforms and interest groups, facilitators

Social Enterprise NL is the national interest

Networking organizations connect social

lobbying, in particular lobbying the national

entrepreneurs and bring them into contact with

government and Europe, but also offers training

other players in the ecosystem. They also often

and courses for strengthening entrepreneurial

provide specific training and courses.

skills. It also focuses on knowledge sharing.

Impact Hub Amsterdam is also a physical

Lokale Lente unites and represent the interests

location where social enterprises – mostly start-

of social enterprises at the neighbourhood and

ups, but also enterprises that are growing and

borough level. It also focuses on knowledge

scaling – can meet and learn from each other.

sharing.

group for social enterprises. It focuses on

Besides workplaces, Impact Hub Amsterdam also offers training and courses to start-ups

Starters4Communities

and growers for strengthening entrepreneurial

An organization that works nationally, including

skills and increasing impact. They also have a

in Amsterdam, to bring together people starting

programme for international scaling. IHA brings

out in the jobs market and entrepreneurial

together social enterprises and investors, for

residents’ initiatives at the neighbourhood

example in the Investment Ready programme.

and borough level. It offers practical training

Social enterprises are also connected with

programmes in social entrepreneurship and

corporates and organizations on an ad hoc

resident-driven urban development. The starters

basis either because these are potential

are highly educated and are just embarking on

customers for social enterprises or because the

their careers. Starters4Communities supports

corporates and organizations themselves want

the starters by means of a series of workshops,

to change. Impact Hub in Amsterdam offers the

coaching, handy toolkits, peer-to-peer support

most extensive range of support. Impact Hub

sessions and access to professional networks.

Amsterdam is part of a network of 85 Impact

During the meetings, the starters set to work on

Hubs on all continents.

the residents’ initiatives. Each programme lasts

60

about five months and focuses on innovation and

/ Action Programme Social Entrepreneurship 2015-2018

financial sustainability. While the starters expand

disabled care, welfare and education. By suppor-

their professional potential, entrepreneurial

ting and connecting these organizations, they are

residents receive the support they need to set up

able to help people with disabilities participate in

or grow their initiatives.

society. This is accomplished by initiatives such as:

Social Start Amsterdam

• Connecting and networking

Social Start, facilitated by the Amsterdam

• Creating opportunities and network meetings

Diaconate, brings together recent graduates

– inclusion through paving the way

and experienced social organizations to develop

• Preparing the ground for innovation through

social entrepreneurship. Social organizations

projects and advice

in Amsterdam have many years experience

• Projects that make a difference and matching

in working for charitable causes. They see

demand with supply

the government retreating and a reduction in

• A good match is a great start.

funding. They have to manage with fewer people.

“Our aim is for everyone with a disability to beco-

At the same time, they too want to try different

me part of the city.”

business models. But often they do not have the resources necessary to employ additional, young

Ashoka

people who might be able to experiment in this

Ashoka was established by Bill Drayton in 1981.

direction. By bringing together young talent and

He was driven by the notion that nothing is more

experienced social organizations, Social Start

powerful than an innovative idea in the hands of

generates cross-pollination. Six months later

a genuine entrepreneur. Since then Ashoka has

the result is an innovative start-up with a healthy

grown to become a global networking organiza-

financial plan, or a robust plan to transform part

tion with offices in 38 countries including, since

of an existing organization.

2014, Amsterdam. Ashoka works worldwide towards an ‘Everyone a Changemaker’ world

Social Firms Platform ‘De Omslag’

(EACH). For Ashoka, changemakers are people

The Social Firms Platform is an independent

who are socially aware and therefore capable of

cooperative of social firms whose role and

seeing and solving social problems. The foun-

approach to tasks is primarily determined by

dation has as its mission to support ideas that

the needs and aims of its member enterprises,

contribute to solving intractable social problems

projects and initiatives. De Omslag (The

in Dutch society but also in other countries,

Turnaround) is a hub for a large number of

by means of funding, knowledge and a global

organizations operating in mental health care,

network, as well as creating awareness of these

social care, addiction care,

problems

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/ Action Programme Social Entrepreneurship 2015-2018

among children, youth and students and enabling

Financers/Investors

them to come up with solutions.

A variety of financers support social

Knowledge institutes

entrepreneurship, often providing specific types

The University of Amsterdam, the Free Univer-

of capital geared towards specific developmental

sity of Amsterdam, ACE, Amsterdam Business

stages. They include informal investors, private

School, the Amsterdam University of Applied

equity funds, banks, crowdfunding platforms and

Sciences as well as parties such as THNK and

government capital. They offer capital ranging

AMS, all focus on strengthening entrepre-

from donations to loans and share constructs.

neurship. ACE offers a course for social firms

There are numerous impact investors, such as

and in collaboration with the international stu-

Toniic, PYMWY-MIC, Start green Venture Capital

dent union ENACTUS and Randstad it offers an

(Rabobank), Suikeroom, Het Participatiehuis

accelerator programme for students who have

and ABNAMRO Social Impact Fund. Amsterdam

a business idea for a social entrepreneurship.

municipality also has various funds for which

Knowledge institutes in Amsterdam do hardly any

social enterprises are eligible. One such example

research into social entrepreneurship.

is the Social Firms Investment Fund.

Incubators/accelerators

Impact investors play a crucial part in scaling

There are several other accelerator programmes

growing social enterprises. Programmes such

in Amsterdam which primarily focus on tech

as Social Enterprise NL’s and Impact Hub

start-ups: Rockstart and StartUpBoot- camp.

Amsterdam’s Investment Ready programme

They were recently joined by the Amsterdam

bring participants in contact with these investors.

Municipality’s StartUp in Residence programme.

But informal networks probably contribute too.

The programme was launched in the context of

The greatest obstacle is pairing the appropriate

Startup Amsterdam. The existing accelerators

impact investments with the right social

are also open for social enterprises in the clean-

entrepreneurs, and continuing to do this during

tech, e-health and circular economy sectors.

subsequent developmental stages of the social

They operate on a variety of participation fees

entrepreneurship.

and revenue models, ranging from stock options

Corporates, SME and organizations

in the participating start-ups to a simple partici-

Companies and organizations are important

pation fee.

in the social enterprise ecosystem. They are potential customers for the good and services offered by social enterprises

62

/ Action Programme Social Entrepreneurship 2015-2018

and can therefore also serve as ambassadors for

Networking, making contacts,

purchasing from social enterprises. Corporates,

intermediaries & platforms

SME and institutes are increasingly interested in

There are a limited number of events,

social enterprises and want to collaborate with

entrepreneurs clubs and conferences that enable

them. For instance, as part of their SRB policies.

social entrepreneurs in particular to build their

Innovating together with social enterprises is

networks and establish contact with potential

also an attractive option. Examples of companies

customers or other social enterprises. The best-

are consultancy firms such as PwC , Ernst &

known of these are Business Angel Network,

Young, McKinsey, BCG, but also TrustLaw. De

DORA, New Energy Docks, Oram and the Impact

Regenboog Groep is an example of a social

Hub and Social Enterprise NL networks.

institute.

Physical locations for work

Connections between corporates/organizations

Groene Bocht, B Amsterdam, Seats2Meet,

and social enterprises are currently mostly

Impact Hub Amsterdam, A Lab. The city has

made on an ad hoc basis, often in response

numerous coworking spaces, locations where

to requests from companies or institutes, and

freelancers and self-employed entrepreneurs

the connections are often sporadic. Social

come together. A handful of events are focused

entrepreneurs are often hesitant when it comes

on bringing together a wider group of varied

to collaborating with companies, whereas this

stakeholders. For instance, facilitating meetings

does create many opportunities.

between social start-ups and corporates and/or

Learning from each other

investors.

Only a few initiatives focus on enabling social enterprises to learn from one another. This might be in the context of a Community of Practices, but there are also events designed to encourage learning and the sharing of experiences.

Duurzame Jonge 100, various MeetUp sessions, the coworking space and peer review sessions during accelerator programmes and networking drinks organized by the likes of Impact Hub Amsterdam are all designed to bring together social enterprises at a physical location and to encourage them to share their knowledge.

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/ Action Programme Social Entrepreneurship 2015-2018

/ Appendix 3: Partners Amsterdam ecosystem

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/ Action Programme Social Entrepreneurship 2015-2018

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/ Action Programme Social Entrepreneurship 2015-2018

/ Appendix 4: List of stakeholders

Veroniek Maat

| Accessible Travel

Marc Lankreijer

| Amsterdam Music Society

Natascha Hagenbeek

| CCTWWMTH

Olivier Coops

| Dinst

David Theuvenet

| For Mankind

Stijn Quast

| Impact Hub Amsterdam

Jeroen Jonkers

| Jan Eef

Anita Groenink

| Mid West

Piet Hein

| Moyee Coffee

Roel Simons

| Please Disturb

Carmen v der Vecht

| Rambler

Kim Hendricks

| Soepmaatjes

Manon Becher

| Starters4Communities

Paul Malschaert

| Swink Webservices

Ruud Zandvliet

| Taxi Electric

Tom van der Beek

| Tipping Point

Henk Jan Beltman

| Tony’s Chocolonely

Hajo van Beijma

| TTC Mobile

Stijn van Balen

| Verbeterdebuurt

Jesse Jop Jorg

| We The City

Tom Verstappen

| Wicked Grounds

Wendelien Hebly

| Yoni Products

Bram Pauwels

| Impact Hub Amsterdam

Tatiana Glad

| Impact Hub Amsterdam

Tamar Berger

| Impact Hub Amsterdam

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/ Action Programme Social Entrepreneurship 2015-2018

Mark Hillen

| Social Enterprise NL

Stefan Panhuijsen

| Social Enterprise NL

Willemijn Verloop

| Social Enterprise NL

Loes Leatemia

| Lokale Lente

Ramon Schleipen

| Lokale lente

Erik Bout

| High Impact Philantropy

Sadik Harchaoui

| Society Impact

Lonneke Craemers

| Dutch/ B Corp

Giancarlo Carboni

| Amsterdam Municipality

Sanne Bekkenutte

| Amsterdam Municipality

Carla Groot-Djakou

| Amsterdam Municipality

Ellen Veul

| Amsterdam Municipality

Saschanne Van Dam

| Amsterdam Municipality

Aggie Augenbroe

| Amsterdam Municipality

Carmen Westra

| Amsterdam Municipality

Bas Beekman

| Amsterdam Municipality

Jeroen Slot

| Amsterdam Municipality

Steven Poppelaars

| Amsterdam Municipality

Arno Nijhof

| Amsterdam Municipality

Rob Van Beek

| Amsterdam Municipality

Hettie Politiek

| Amsterdam Municipality

Cathelijne Hermans

| Amsterdam Economic Board

Edwin Oskam

| Amsterdam Economic Board

Jeroen Maas

| Amsterdam Economic Board

Gerard Den Boer

| Amsterdam Municipality

Edgar Zonneveld

| Amsterdam Municipality

Frans Heesels

| Amsterdam Municipality

Sjoerd Arlman

| Amsterdam Municipality

Hans Van Wijk

| Amsterdam Municipality

Wim Van Westervoorde

| Amsterdam Municipality

Teti Verhoeff

| Amsterdam Municipality

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/ Action Programme Social Entrepreneurship 2015-2018

Hanna Zwietering

| ABN Amro Social Impact Fund

James Hallworth

| Port of Amsterdam

Paul van Oyen

| Fair Finance Fund

Maarten de Jong

| Oneplanetcrowd

Hugo Westerink

| ABN Amro Informal Investment

Toni van het Hek

| Rabobank MKB Centrum-Noord

Maarten van Casteren

| Amsterdam Municipality

Anieka van Leeuwarden

| Start Green Venture Capital

Wim van Droffelaar

| D3 advies en argumentatie

Eric Buckens

| ABNAMRO Social Impact Fund

Asma Naimi | PWC Bas van Sprew

| Amsterdam Municipality

Gyula Ory

| Amsterdam Municipality

Corine van de Burgt

| Platform Sociale Firma’s de Omslag.

Arko van Brakel

| De Baak

Frank Reef | Enviu Loran Kuijpers

| Gemeente Utrecht

Paul Thewissen

| Ministry of Economic Affairs

Zuzana Wilms

| Ministry of Economic Affairs

Sandra Ballij

| CTaste, CTalents, CtheCity

Niels van Buren

| Swink Webservices

Michaela van Wassenaer

| High Impact Philantropy

Michaela Drahos

| SER

Robert-Niels van Droffelaar

| Impact Hub Amsterdam

Frederik van Droffelaar

| Impact Hub Amsterdam

Gerwin Peters

| Wicked Grounds

Erik Boer | ACE Mariken van den Boogaard

| Amsterdam Marketing

Joske Paumen

| The Color Kitchen

Pascal van Dalen

| Double Dutch

Fabienne Brunet

| Eet U Mee

Tijs Roelofs

| Amsterdam Municipality

Christine Kuiper

| Movisie

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/ Action Programme Social Entrepreneurship 2015-2018

Dominique van Ratingen

| Amsterdam Economic Board

Egon van Wees

| Amsterdam Municipality

Hetty Welschen

| Het Bouwteam

Maartje Bos

| De Kleine Wereld, Elos Nederland

Natasha de Sena

| Green Cities, Wageningen

Stefan in ‘t Veld

| Impact Space

Lisanne Weijk

| Impact Space

Nicole Verhoeven

| ACE

Neil Thompson

| VU

Pjotr Anthoni | PWC Roel During

| WUR (Wageningen University and Research Centre)

Rosalie van Dam

| WUR (Wageningen University and Research Centre)

Sander Egas

| De Regenboog Groep

Scott Kennedy

| Open Label

Wieke van der Zouwen

| Impact Hub Amsterdam

Willeke Binnendijk

| Lokale Lente

Frans Heessels

| Amsterdam Municipality

Hans Dussel

| Amsterdam Municipality

Marlon Van Dijk

| Sinzer

Niek Heering

| Amsterdam Municipality

Kirsten Simhoffer

| Amsterdam Municipality

Patrick van Beveren

| Amsterdam Municipality

Martin Heuzeveldt

| Zone 3

Ger Baron

| Amsterdam Municipality

Paul Kok

| Amsterdam Municipality

Lizann Tjon

| Amsterdam Municipality

Annelies Soede

| Amsterdam Municipality

Joris Rijbroek

| Ministry of Social Affairs and Employment

Paul van Oosten

| Amsterdam Protestant Diaconate

Suzan Doodeman

| Social Start Amsterdam

Huib van Walsem

| High Impact Philantropy

Helene Bakker

| Amsterdam Municipality

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