/ 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.
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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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/ Action Programme Social Entrepreneurship 2015-2018
#
The main elements of the ecosystem look
like this1:
18 1 Monitor Social Enterpise NL 2015, Impact Survey 2015, Impact Hub Amsterdam
/ Action Programme Social Entrepreneurship 2015-2018
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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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
/ Action Programme Social Entrepreneurship 2015-2018
/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
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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.
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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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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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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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/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.
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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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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.
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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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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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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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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.
STARTERS4COMMUNITIES
ACCESSIBLE TRAVEL
TONY’S CHOCOLONELY
“We work together with young talent to foster social innovation and a socially enterprising society” - Manon Becher
“Accessible city trips and holidays” - Veroniek Maat
“Every day we work hard to make the world of chocolate 100% free of slavery” - Henk Jan Beltman
/ 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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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.
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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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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
46
/ 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
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/ 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
64
/ 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
66
/ 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
67
/ 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
68
/ 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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