Transcript P2P-48861-presentation-PLS

Workshop
The role of
non-profit organisations
in the social economy
Sanjin Plakalo, Pour la Solidarité
P2P study tour 48861, Brussels, 21 June 2012
Plan
1. Presentation of Pour la Solidarité
2. Brainstorming session with the
participants
1. Presentation
European think tank
Pour la Solidarité
Presentation, mission and goal
 PLS: a European non-profit organisation founded in 2002,
registered in Brussels, constituted as a think tank, dedicated
to promoting solidarity in Europe
 Philosophy: understand in order to act, within a context of
enhanced mutual cooperation
 Mission: giving stakeholders the tools needed to
understand the European environment in which they
operate
 Goal: Provide our partners with the tools needed to
anticipate and react effectively to European issues.
5 Topics
 Social cohesion: social inclusion, solidarity-based
employment policies,…
 Social and solidarity economy: social entrepreneurship,
liberalisation of SSGI in Europe, household services…
 Diversity / CSR: gender equality, youth employment…
 Citizenship and participative democracy: organised civil
society, citizens’ participation, the role of associations…
 Sustainable territorial development: sustainable
housing, urban policy, mobility, sustainable health,…
3 areas of activity
Resources
• Publications: Cahiers de la Solidarité, Working Papers,
Newsletter, Blogs
• Studies / Research
Expertise – Consultancy
• Training
• Consultancy
Networking
• European networking
• Event organisation
Sources of financing:
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EU
Belgium (state, regional and local level)
Private companies
Combined financing
Some recent and ongoing projects/activities:
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ORA project (ORienter Autrement)
Access to Rights and Civil Dialogue for All
European Observatory of Social Entrepreneurship and of SSE
EC’s consultation on household services in Europe
Working On Reinclusion Know-how in European train stations
2. Brainstorming session with the
participants
Objective and tool
Objective: identification of ways to increase
the NPO capacities, and to improve the quality
of their activities
Tool: brainstorming and SWOT
Analytical elements
Social economy, one definition
 SE refers to economic activities which produce goods or
services, performed mainly by cooperatives and/or for social
purposes, by associations, mutual funds or foundations, and
whose ethics reflect the following principles:
 purpose of service provision to the community or members,
rather than purpose of profit
 autonomous management
 democratic and participatory management
 primacy of people and labour over capital in the income
distribution.
Analytical elements
Principles shared by the SE organisations:
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The primacy of the individual and the social objective over capital
Voluntary and open membership
Democratic control through membership
The combination of the interests of members/users and/or the general
interest
 The defence and application of the principle of solidarity and
responsibility
 Autonomous management and independence from public authorities
 Most of the surpluses are used in pursuit of sustainable development
objectives, services of interest to members or to the general interest.
Analytical elements
Why does the SE develop?
 Need to find new and innovative solutions to social,
economical or environmental issues of our societies
 Citizens’ needs which have been ignored or inadequately
fulfilled by the private or public sectors
Impact of the SE organisations:
 10% of the EU’s GDP and employment
Sectors of the SE:
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Cooperatives
Mutual societies
Voluntary / Non-profit organisations (VO/NPO)
Foundations
Analytical elements
NPO play an important role in the social economy:
 Increasingly numerous
 Essential role in almost all fields of social activity (human rights,
development policy, environment protection, marginalised groups, cultural
activities, youth, sports,..) ⇨ impact in improving the lives of citizens
 Jobs creation, GDP, innovation and training (social innovators = tool for
active employment policies)
 Demonstration of active citizenship and exercise of democracy
(contribution in bridging the legitimacy gap between decision makers and
citizens)
 Help in delivering many key governmental policy objectives (new ways
to deliver public services, help in development of inclusive society, help in
development of active citizenship,..)
 Contribution to the local development social cohesion
 Contribution in achieving a more just and equitable society for all
Analytical elements
4 dimensions of NPO organisational capacity:
 Leadership capacity: the capacity of organisational leaders to
inspire, prioritise, make decisions, provide direction, and innovate
 Adaptive capacity: the capacity of a NPO to monitor, assess and
respond to internal and external changes
 Management capacity: the capacity of a NPO to ensure the
effective and efficient use of organisational resources
 Operational/Technical capacity: the capacity of a NPO to
implement key organisational and programmatic functions.
Analytical elements
Organisational capacity assessment elements:
 Governance: legal status, board, executive team, mission and goals,
beneficiary group, leadership
 Human resources: staff, HRD, internal work style, supervision, salaries
and benefits
 Financial management: accounting, budget, financial control, financial
reports
 Programmes: programme development, sectoral expertise, beneficiary
group involvement, programme monitoring and evaluation, reports
 External relations and partnerships: relationship with beneficiary
groups / NGO partners / government partners / donors and private
sector, public relations, press relations
 Sustainability: programme sustainability, institutional sustainability,
financial sustainability
Assessment tool
SWOT analysis
Internal factors
(attributes of the organisation)
External factors
(attributes of the environment = can
have an effect on your organisation
and/or on your projects)
Helpful
to achieving the objective
Harmful
to achieving the objective
S
W
Strengths
Weaknesses
O
T
Opportunities
Threats
SWOT analysis
Strengths:
Weaknesses:
-How can I leverage my strengths to benefit my goals?
-What are my organisation’s advantages?
-What does my org. do better than others?
-What makes my org. unique?
-What makes our project unique?
-What low-cost resources can be used?
-Are there any people that bring strengths?
-What factors are seen as weaknesses in your area?
-What necessary expertise/ skills do we currently lack?
-How can I minimise or eliminate the potential for these
to harm me?
-What could be improved?
-What could be avoided slightly and altogether?
Opportunities:
Threats:
-Where are the good opportunities and what are they?
-Are there currently any trends in your field that could
be built-on or included?
-Are there any potential opportunities you know of but
are unable to capitalise on due to lack of resources?
How could you overcome them and use them to your
advantage?
-Potential opportunities can notably come from :
changes in technology, local or governmental policies,
alterations in social patterns, population profiles,
lifestyle changes, local growth and development..
-Evaluate prospective threats and identify potential
solutions as well as your ability to overcome them.
-What obstacles are evident on a daily basis? On a
yearly basis?
-What are other org. working in your field doing?
-Are any specific areas in your field changing? Will this
changes affect us in any way? Or could possibly be
changing in the future? Will new developments
seriously affect the current plan?
-Could any of your weaknesses harm or completely
incapacitate your abilities?
Conclusions and recommendations
Thank you !
European Think tank
POUR LA SOLIDARITÉ
www.pourlasolidarite.eu
[email protected]
[email protected]
Rue Coenraets 66
1060 Brussels - Belgium