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Social entrepreneuship for occupational therapist
Phd. Salvador Simó [email protected]
SOCIAL ENTREPRENEURSHIP
• WHY? – Relationship to Occupational Therapy
• WHAT IS? – Example: Moltacte
• HOW? – Business Plan model
• SOS-Ecosocial
WHY?
Context
Risk society
(Beck)
Liquid Modernity
(Bauman)
Deconstruction of
the welfare state
(Bourdieu)
Poverty EU economic crisis
causing massive rise in poverty.
“We now see a quiet desperation spreading
among Europeans, resulting in depression, resignation and loss of hope for their future”
Suicide rates in Greece have grown drastically by
as much as 40 percent between January and
May 2011, compared to the same period in 2010,
a 50-year high
(Red Cross)
UNEMPLOYMENT
EU-27 is 10.3%
(22% for youths)
Spain is 25.3%
(50% in young)
We urgently need to create a new
ecomomic model where humans
beings (and not the capital) are in
the center and that is sustainable
with the environment
Relationship with OT?
Although Work is one the the
main occupational dimensions it
has not receive a big attention
from OT
Worldwide: 3.000 millions workers,
2.000 working in precariousness conditions.
17% Europeans under poverty have a job.
Work and unemployment are
social determinants of health
OCCUPATIONAL THERAPY
Enabling people to develop their occupations to promote health and wellbeing;
Enable a more fair and inclusive society so that all people can participate according to their potential in daily occupations of life (CAOT, 2007).
OCCUPATIONAL JUSTICE
The promotion of a social and economic change… (Townsend)
OT based on Human Rights (Guajardo)
Estate Civil
society Market
Social entrepreneuship
Active citizenship
Public welfare culture
What is?
Social entrepreneuship
Social
entrepreneurs are
individuals with
innovative
solutions to
pressing social
problems (Ashoka, en Abu Saifan, 2012).
The problem is that be are repetitive when we need to be creative. Bohm
The system of thought that creates a problem, is unable to solve it. Einstein
Maximize social benefits Partnership
Empowerment
Transparency in the management
Examples
http://www.olivera.org/php/index.php
http://www.olivera.org/php/index.phphttp://www.olivera.org/php/index.php
http://www.fageda.com /
http://www.fageda.com/
http://youtu.be/HXJPPtcb1mw http://youtu.be/7UaeAVHjcNI
http://youtu.be/7UaeAVHjcNIhttp://youtu.be/7UaeAVHjcNIhttp://youtu.be/7UaeAVHjcNIhttp://youtu.be/7UaeAVHjcNI
Moltacte: history of a dream
• Mission: insert MH survivors in the job market.
• To fight against stigmas and prejudices, to put MH survivors in contact with the clients.
• Human team: 28 workers, 22 MH survivors. They work 40%-60% of the job day.
• People coming from the third sector (cooperative textile sector)
• Business idea: OUTLET concept
• Firstable they had problems to find BRANDS, and they started a «shop» selling textiles of self production.
• This first initiative was not successful.
• In December 2007 they closed the shop.
• They go back to the OUTLET concept
• They establish a partnership with Manresa city council
• They develop a business plan (1 year): branding, find a local, financial sustainability studies, management, contracts…
• After economic studies they decide to base themselves in Manresa city
• Partnership with a textile cluster. First agreement with 4 brands as SCORPION.
• The market strategy is to give very convenient prices, so people from outside Manresa will be attracted.
• New brands as MANGO entered in the project.
• In 2008 the first shop was open, in 2009 a new one based on MANGO.
• Sant Boi city major invites them to open a new shop.
• They sell monthly for 14.000 / 27.000 euros in the 2 shops.
• The Brands benefit from a social recognition and they can manage their stocks.
• 33% of the sale is for MOLTACTE, 67% for the brand.
• In 2010 they generated a 200.000 benefit for the 12 brands.
• They offer the public clothes of very good quality at very convenient prices.
HOW?
Social Entrepreneurship Business Plan Harvard Business School
• The Problem and the Opportunity
• Mission
• Theory of change
• Your Solution
• The Team
• Context
• Scaling Strategy
• Measuring Results
• Risks
• Financial Plan
Work on your own idea, or you can apply MOLTACTE to your context
The Problem and Opportunity
Problem
Why is it important
What is the scale
What are the contributing factors
What are the root that causes problem
Opportunity
What specific social problem does your idea address
Why is it solvable
What other approaches have been tried and what are their results
What would the world look like (your vision) if you solved it
Mission
Your statement of what you will achieve over the long term 4 “M”s of Mission Statements
• Memorable
• Manageable
• Measurable
• Motivational
Mission – Examples
• One day, all children in this country will have the opportunity to achieve an excellent education
• To give people the financial tools they need – microloans, business training and other financial services – to work their way out of poverty
• To create inclusive and sustainable communities where everybody have access to meaningful occupations.
Theory of Change
Based on your understanding of the problem, what is your theory about which actions and resources will lead to the results you want to achieve [an “If…then” statement]
The rationale that connects mission to strategy
• Assumptions of cause and effect in your logic chain
Inputs Activities Outputs Outcomes Impact
• Is your theory of change based on research
• Are there leaps of faith in the theory that you must defend
• Is your theory focused on local or systemic change, or both
Strategy and Business
Model Converting theory into action
• Who are the beneficiaries or customers
• How will you serve them
• What specifically does your program look like
• What initial management and governance structure will you put in place to implement the strategy
• What partnerships or collaborations would be critical or useful
• What criteria did you use for choosing to become a nonprofit or for-profit organization
Team
What about your team makes it likely you can execute this plan
• Personal connection to mission
• Background, experience, expertise
• Networks—access to resources
• What expertise don’t you have and how will you get it
• How might the team composition change over time
Context
What other approaches to solving the social problem have been tried
• What have been the experiences of other service providers
• What is distinctive about your approach and organization
• How much money flows to your ‘issue’ annually from all sources and how is it distributed
• How will you capture existing euros or attract new resources
Scaling Strategy – the measurable increase in impact
How will you scale using one or more of the following:
• Grow the organization, launch more sites
• Replicate your model using other organizations
• Create a social movement
• Organize collective action
• Change government policy and practice
Considerations of scale:
• How do you maximize the value you are trying to create
• How do you balance the “speed of scaling” with program quality to optimize social value creation
Measuring Results—Early and Often
• How will you assess your organization’s effectiveness in achieving its mission
Inputs Activities Outputs Outcomes Impact
• Indicators should link back to your mission, theory of change and strategy – Just enough indicators, and no more: i.e., the critical ones
– Adapt measures and process to the stage of the organization
– Set and measure interim milestones on the way to longer-term goals
– Use measures to improve your program and organization
Risks
• What could go wrong
– Contextually
– Strategically
– Programmatically
– Financially
• How will you mitigate these risks
• Raise and address key risks but do not overdo it
Financial Plan What is your strategy for financing your business plan
Start-up
• How much start-up capital do you need
• What sources are available to provide seed capital
• How will you spend it
• How will you acquire capital to go to the next level
• How will you fund scaling the organization
Key Elements of a Financial Plan (2)
• Identify fixed and variable costs of operating your model
• Cost structure – what is your unit cost and how does growth affect it
• Cash flow projections and income statements
• Sustainability
• Good and bad projects die when cash ends—pay attention to cash
The End Objective for all Social
Enterprises
BEST
• BEST: The most effective option
• ECONOMICAL: At the lowest cost
• SOLIDARITY: For all those who need it
• TODAY: As urgently as possible
SOS-ECOSOCIAL www.sos-ecosocial.org
Occupational ecology is the interdisciplinary work of
enabling socio-economic, cultural and policy
developments to enable economically and
environmentally sustainable occupations for all humans,
everywhere (Simó Algado & Townsend)
GREEN JOBS
La acción humana es nuestra capacidad de crear milagros (Arendt)
WWW.SOS-ECOSOCIAL.ORG
http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/
ECOSPORTECH
Contact: Salvador Simó [email protected] www.sos-ecosocial.org
mailto:[email protected]://www.sos-ecosocial.org/http://www.sos-ecosocial.org/http://www.sos-ecosocial.org/
