1. ROSKILDE UNIVERSITETSCENTER – Institut for Psykologi og Uddannelsesforskning Socialventures@2200 www.socialventures2200.dk Lise Bisballe - liseb@ruc.dk

2. Lise Bisballe Slow Money SOCAP 2011 THE WONDER

3. Lise Bisballe Malmø 2011 ” IT (Underværket) HAS STRONGLY EMPOWERED MARGIANALISED GROUPS” (EU Commission )  Participation of the local community  Interesting and transferable  Well developed trainingconcepts  Holistic thinking

4. Lise Bisballe Helsinki 2012 More objectives can be reached at the same time  Activation of citizens  Job and enterprise creation  New products and services  Integration  Intercultural competence  Accumulation of social capital  Nurturing democratic processes.  Creation of wealth: reinvestment and generation of investments  Improved image of the local area

5. Socialventures@2200 Objectives  Support social entrepreneurship in the area  Support existing and new social enterprises  Involvement of new partners and ressources  To tap the added value of co-ordination and network  Develop a sustainable organisational model Lise Bisballe Helsinki 2012

6. What have we done?  Formalisation of the partnership  www.socialventures2200.dk www.socialventures2200.dk  Kick off conference - reachout  Screening of the area  Capacity building for leaders of ehtnic minority organisations  Workshops, thematic seminars  Building local partnerships – Askovgården involved in 2010  Developing learning environment for social entrepreneurs  Research articles and Master dissertations Lise Bisballe Helsinki 2012

7. Essential components in a learning environment  Clarification whether to go or no  A creative environment where people feel at home  To optimise the benefit from a collective learning space  A big and felxible toolbox in order to deliver appropriate doses of knowledge and tools at the right time.  Access to ressources, rolemodels and network Bisballe og Christensen, 2008 Lise Bisballe Helsinki 2012

8. Defining capacity  At its most general, capacity is the capability of an organisation to achieve effectively what it sets out to do. In this sense, capacity is the measure of the internal state of an organisation that expresses itself through its results  Fowler (2002) defines it as “the capability of an organisation to achieve what it sets out to do: to realise its mission. In this sense, capacity measures an organisations performance in relation to those that it is set up to benefit” Lise Bisballe Helsinki 2012

9. “ Good strategies for capacity building require good diagnosis so “lack of diagnosis is malpractice whether in medicine or management”. : Fowler og Goold, (1995 Lise Bisballe Helsinki 2012

10. WHAT ? Step 1: To clairfy the connection between the mission and the organisational activities, so that the connectedness between the mission and the organizational objectives and acivities can be understood Lise Bisballe Helsinki 2012

11. WHAT? Step 2: To support the participants in designing appropriate organisational architectures and partnerships between individuals and organisations from the den public, private and 3rd sector Lise Bisballe Helsinki 2012

12. HOW?  8 workshops  In the local area  Presentation and exercises  Cases and project ideas  Involving external ressource persons Lise Bisballe Helsinki 2012

13. Challenges in SE management  Double or triple bottomlines  Effeciency versus market requirement  Longterm planning with a short timehorizon  Continuous Innovation in products and services  Secure the quality  Manage volunteers as a part of the total ressource  Handle a high degree of complexity Lise Bisballe Helsinki 2012

14. To handle complexity

15. The hot chair Lise Bisballe Helsinki 2012 share experiences on diffecult issues co-create ideas give each other homework to do maintains the spirit and motivation eye opener for new opportunities and cooperation ”sell” each other in own networks Coaching each other

16. The Social Partnership  Challenges concerning continuity, legitimacy and ressorce cunsumption ( time, financial, staff, management)  both an inspiring and challenging proces ” not a mashine for realisation of opportunities, but a mashine for production of opportunities” (Å.Andersen, 2006) Lise Bisballe Helsinki 2012

17. To pay attention to 1)Transparancy 2) Continuity 3) Clear mandates 4) Defined exit strategies Lise Bisballe Helsinki 2012

18. ”Partnerships are not straightforward. Partnerships are always partnership creations, it is social ”high technology” and requires as such many ressources” (translated from Å. Andersen 2006) Lise Bisballe Helsinki 2012

19.  socialventures@2200 as a platform for community based social entrepreneurship and social enterprises in the Copenhagen area  Communiversity – competence and capacitybuilding  Inspiration and know how for other cities and towns in Denmark via consultancy, research and dissemination activities  A locally based Social Venture Capital Fund Lise Bisballe Helsinki 2012 THE NEXT STEPS