1、COWORKINGSPACES FORSOCIALINNOVATION2022STUDY ON GOODPRACTICESPUBLICATION SPECSYEAR OF PUBLICATIONEDITORSCO-AUTHORSFUNDINGDESIGNERACKNOWLEDGMENTS2022Antea Pamukovi,Mafalda Ferreira,Mateusz HoffmannCentrum Rozwoju Inicjatyw Spoecznych,Impact Hub,Sende Higher Incubator Giving Growth&Sustainability,Soci

2、al City WienErasmus+Exchange of Good practices programmeVassi MihaiSebastian Garbacz,Maria Rodriguez Gradin,Johannes Gorbach,NuneHarutyunyan,Dr.Sotirios Petropolous,Anna Pomyko,Edo Sadikovic,Marina Sarli,Katrin WeberAUTHORDYPALL NetworkThe European Commission support for the production of this publi

3、cation doesnot constitute an endorsement of the contents,which reflect the views only ofthe authors,and the Commission cannot be held responsible for any use whichmay be made of the information contained therein.CONTENTPART 01PART 022.1.BOOSTING LEARNING POTENTIAL2.4.SUPPORT PROGRAMMES2.2.ORIENTATIO

4、N ON YOUTH2.3.LOCAL SOCIAL IMPACTPART 03ABOUT THE PUBLICATIONBEST 2 SHARED&C-DREAMERS AND CRAFTSMEN.HOUSE OF SOCIAL INNOVATIONCHANGE THE WORLDMUDAR O MUNDOCARITAS COWORKING SPACE AT KULTURHAUS BROTFABRIKFINAL REMARKSMETHODOLOGYMOB ACADEMYENTERPRENERSHIP ANDSOCIAL INNOVATIONINCUBATORSSOCIAL ENTREPREN

5、EURSHIP INCUBATION FOR LOCAL STUDENTSSANTA CASA CHALLENGESOBJECTIVESCOWORKING PINZGAUSOCIAL IMPACT AWARDNEIGHBOURHOOD OUTREACHCOWORKING,SOCIAL ENTERPRISE&COMMUNITY WORKNPOS-MNES BRIDGESOCIAL INNOVATION LABYOUNG IMPACTMAKERSSOCIAL INNOVATION CITIESTHE COWORKING SPACE THAT OFFERS COUNSELING AND COACHI

6、NGSOCIAL INNOVATION PROTOTYPING(PROGRAM)STARTER0409653148960513703552061974395621804360268589030713INTRODUCTIONPRACTICESFINAL REMARKS01INTRODUCTIONPART 010304ABOUT THE PUBLICATIONPublication Coworking spaces for social innovation-Study on goodpractices results from a 16 month-long mapping exercise c

7、overing ninecountries of the European Union.It presents 19 carefully selectedpractices mapped among the coworking spaces,focusing on boostingsocial entrepreneurship and positively impacting local communities.Thepublication contributes to sharing the collective knowledge andexperience of the coworkin

8、g community and bringing attention to thecoworking workplace model,which is a growing trend worldwide and agreat tool for building the capacity of local citizens and boosting thelocal social economy.It supports the creation of more youth-friendly,more impactful coworking spaces.A coworking space for

9、 social innovation is a term used in this publicationin reference to all the coworking spaces that aim to positively impact thesurrounding society through their programmes,practices,or profilerather than maximising their profit.The research was developed under the project Management systems ofcowork

10、ing spaces for social innovation,implemented by a consortiumof 6 partners:Centrum Rozwoju Inicjatyw Spoecznych(Poland),DYPALLNetwork(Portugal),HIGGS(Greece),an international network ofcoworking spaces Impact Hub,Sende(Spain),and Social City Wien(Austria).It is funded under the Erasmus+Exchange of Go

11、od practicesprogram by the Polish National Agency for the Erasmus+Programme.05OBJECTIVESBOOST LEARNING POTENTIAL among themembers of coworking spacesare ORIENTED ON YOUTH and support youngpeople with special programmesincrease the positive LOCAL SOCIAL IMPACT of acoworking spacerepresent interesting

12、 and valuable SUPPORTPROGRAMMES,which are not directly connectedto coworking spaces but might be an interestingsource of inspiration or finances for them.The objective of this research was to map,identifyand exchange good practices in the existingmanagement systems of coworking spaces for socialinno

13、vation that foster youth participation,inclusiveness,learning processes,collaborativeeconomy,impact on local communities,sustainability,and intersectoral cooperation.We concentrated our research on the practices that:The division above is reflected in the chapters of thispublication.The practices pr

14、esented on the following pagesrepresent only part of the mapping results,as theauthors wanted to present a variety of practices in ahandy format.We are thankful for every input andeffort from the organisations that shared theirpractices,and we are sorry for not being able topresent them fully.06MAPP

15、ING METHODOLOGYtarget groups/beneficiaries;number of beneficiaries;development potential;requirements necessary for implementation in terms of budget,staff,infrastructure;benefits;challenges faced during the implementation;ability to transfer practices both in a theoretical and a practical way tooth

16、er coworking spaces.Each partner was obligated to study the existing management systems ofcoworking spaces for social innovation in their respective countriesthrough their own already established network of contacts and otherrelevant organisations mapped during the research.The collection method was

17、 a survey,followed by direct online interviewswith the owners of selected practices.This process began right after theprojects launch and was continued throughout its lifetime.In the research,we focused in particular on:Although the coworking space model,with an average age of a memberaround 35 y.o.

18、is youth-friendly as it is,we paid particular attention toselecting practices that support young people-inside and outside of thecoworking space.PART 020702PRACTICESPART 02.10802.1BOOSTING LEARNINGPOTENTIALHigher Incubator Giving Growth&Sustainability(HIGGS)is an initiative that aims to reinforce no

19、n-profitorganizations(NPOs)operating in Greece througheducational and supportive programs and activities thatare carried out at its premises.It offers capacity-buildingsupport to small and medium civil society organisationsmainly through training and educational initiatives.HIGGS mobilise the“invisi

20、ble”forces of the NPOecosystem in Greece,stimulate people and organizations,and activate initiatives.Boosting learning potentialImplemented for the first time in 2016,these activities take place every 4 months-online or in person,depending on thepossibility.The practice usually involves 4-12redident

21、s of the coworking space.but isopen to anyone who would like to join.9BEST 2 SHARE Higher Incubator Giving Growth and Sustainability HIGGSGREECE,AthensIMPLEMENTATIONTARGET GROUPa problem they faced;good development in their initiative;a lesson learned.Best2Share is a meeting involving anyresident of

22、 the co-working space.Participants are delivering a one-slidepresentation on:The idea is that the participants can learnabout the problems that others arehaving,which decreases the feeling of“Iam battling alone,”and results in moreresilient teams.Furthermore,best practices areexchanged,leading to so

23、me excellent tipsand tricks for everyday issues for manyco-working space residents.10ABOUT THE PRACTICEGREECEIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 11Budget:0-3,000 EURStaff:2 employeesInfrastructure:events room withprojector and PCThis practice can be developedfurther.One direction mi

24、ght be to putmore focus on a particular targetgroup or solve a particular problem(new law,effects of the pandemic).Itcan also grow,if open and inclusivefor groups outside the co-workingspace.These practices decrease the feeling of isolation and that one is the onlyone that faces problems.It also lea

25、ds to best practices exchange andenhances networking.Users of this program emphasize the welcomingenvironment and the opportunities to exchange ideas with otherorganizations.They were also satisfied with the process of exchangingexperience in matters that may have value for HIGGS and getting tounder

26、stand the problems other organizations face.The added value ofthis practice is the participants insight of what each organisationprovides regarding its processes and the solidarity when others offer tohelp and support you.BENEFITS OF THE PRACTICEGREECECONTACT DATAEMAILs.petropouloshiggs3.orgWEB LINK

27、PERSON RESPONSIBLESotiris PetropoulosDuring practice,it was observed thatteams that think of other participants ascompetitors tend to be less honest.Teams,in general,are more afraid andinsecure to open up with their problems.Further,Covid 19 pandemic made itchallenging to implement this practice,as

28、in-person meetings were limited,andonline sessions do not provide such a safespace for exchange.12CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/higgs3.org/en/GREECEThe PinzHub describes the cooperation of differentmunicipalities within the framework of coworking.Thispractice is organised through

29、the official regionalassociation,responsible for other regional developmentprojects and is a part of an EU LEADER project.LEADER is a development approach that providesopportunities for regions to work collaboratively andstrategically to implement projects that are specific totheir needs.Boosting le

30、arning potentialIMPLEMENTATIONThe practice has been implemented forthe first time in 2018 and consists of 4coworking spaces in 4 municipalities.TARGET GROUPCoworking PinzGau targets local citizens,creatives,entrepreneurs,tourists,andlocal associations.It impacted 100beneficiaries until now.13COWORKI

31、NGPINZGAUPinzHubAUSTRIAThe CoWorking Pinzgau consists of fourcoworking spaces in four municipalities(Mittersill,Niedernsill,Saalfelden&Krimml).The program combinesworkshops and lectures provided bycoworkers as mobile professionals.Forexample,they organised a foundingprogram and network building for

32、youngfemale entrepreneurs from the region.With offers like these,an innovative start-up scene and community can establishitself in Pinzgau.The program is designedto cover topics away from the coworkersarea of expertise like tax law,financing,ormarketing.This practice shapes and createsframework cond

33、itions in rural areas forcurrent employment.The flexibility andsovereignty for specific jobs in terms oflocation are the best opportunity formunicipalities to tackle their socio-economic challenges.14ABOUT THE PRACTICEAUSTRIAIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 15Budget:95,000 EUR fo

34、r three yearsStaff:1(project management only)Infrastructure:four open spaces(infour municipalities)The coaching potential of thePinzHub can be developed indifferent contexts of the revitalisationof the countryside.Up to seven otherprojects from German-speaking areaswith a similar objective haveconta

35、cted this practice.This rolemodel has enormous potential tofunction as a blueprint.The experience of the practice has been a“proof of concept.”Thisapproach with the associations and institutions involved is a pioneerproject for other municipalities and entrepreneurs.The PinzHub hasalready shared its

36、 expertise with similar projects.It was also a networkingplatform for many municipalities,institutions and associations.Thispractice is an essential part of the revitalisation of the countryside inAustria.The CoWorking Pinzgau creates a modern infrastructure,whichcreates an opportunity to use the ad

37、vantages of digitalisation in thisregion efficiently.Additionally,it improves the role and partnership inthe tourism sector and how social innovation can help develop it.BENEFITS OF THE PRACTICEAUSTRIACONTACT DATAEMAILinfopinzhub.atWEB LINKPERSON RESPONSIBLEMichael SinnhuberSocial network building n

38、eeds personalrelationships in the countryside context.The main drivers of the practice wereindividuals who were determined torealise the concept.Furthermore,there must be establishedcontact and encouragement with andfrom local institutions(e.g.,buildingregulations).Finally,financial solutions from p

39、ublicinstitutions are necessary to fully developthis coworking practice.16CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/pinzhub.at/AUSTRIAMOB Makers of Barcelona is a creative hub with twospaces in the heart of Barcelona,home of the citys firstcommunity of makers and freelancers.MOB Bailn-Coworki

40、ng in Barcelona promotes thecoworking space and the opportunities it provides,boosts collaboration among entrepreneurs from differentareas,and finds unexpected ways of coming up with newinitiatives,bringing people together from unlikely fieldsof cooperation.Boosting learning potentialIMPLEMENTATIONI

41、mplemented for the first time in 2011,thispractice focuses on organising annualevents such as festivals and hackathons.TARGET GROUPThe practice targets entrepreneurs,companies,young people,willing toinnovate and make the change.17MOB ACADEMYMOB Bailn-Coworking in BarcelonaSPAIN,BarcelonaMOB academy

42、is an innovativeeducational ecosystem whereprofessionals can express their mentorpotential by providing agile and skill-oriented classes.They equip people andorganisations to grow under the triplesustainability paradigm.Their work isbased on three main areas:technology,creativity,and business,to edu

43、catepeople to develop an economical,social,and environmentally sustainable world.MOB brings the opportunity to thecoworking community of talentedprofessionals and students to flourishthrough various classes and workshopson different topics,hackathons,andmarathons(intensive sessions when theygather q

44、ualified professionals tobrainstorm and bring solutionscollaboratively),and boot camps forfuture entrepreneurs.For example,Project Youngfish is a two-week full-time program that focuses oncreativity and innovation and targetsyoung people as the projects potentialparticipants.18ABOUT THE PRACTICESPAI

45、NIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 19Budget:3,000-4,000 EUR for one-twotime major eventsStaff:organising entrepreneurs,mentors,and volunteersInfrastructure:in-person residentialexperience for one-two day events(such as hackathons)or week-longevents(in case of events,such asfestiva

46、ls)MOB Bailn-Coworking in Barcelonaoffers a space to share,an innovativeecosystem,and a community to growtogether.When bringing together entrepreneurs from very different fields andunlikely areas of potential collaboration,unusual ideas are generated.Bringing people together in an informal environme

47、nt can also generatenew fresh,exciting ideas that may have been different if it were a formalmeeting setting.MOB has been supporting talented people who thinkoutside of the box by offering them a space to call home and skills tomatch their ambitions.,so the community of change-makers canflourish.BEN

48、EFITS OF THE PRACTICESPAINCONTACT DATAEMAILacademymob- WEB LINKPERSON RESPONSIBLEBarbara AndreattaImplementing such practices usuallyattract a particular group of peoplewithin the same field,and it is morechallenging to gather people fromdifferent areas of practice.In this case,advertising and promo

49、tionneed to be more targeted andintentional.20CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/mob- Incubator Giving Growth&Sustainability(HIGGS)is an initiative that aims to reinforce NonprofitOrganizations(NPOs)operating in Greece througheducational and supportive programs and activities thatare c

50、arried out at its premises.It offers capacity-buildingsupport to small and medium civil society organisationsmainly through training and educational initiatives.HIGGS mobilise the“invisible”forces of the NPOecosystem in Greece,stimulate people and organisations,and activate initiatives.Boosting lear

51、ning potentialIMPLEMENTATIONThis practice was implemented through2018 and 2019,every 3 months.Itconnected 35 beneficiaries.TARGET GROUPNPOs-MNes Bridge practice connectsmultinational enterprise personnel andrepresentatives of non-profit organisation.21NPOS-MNES BRIDGEHigher Incubator Giving Growth a

52、ndSustainability HIGGSATHENS,GreeceNPOs-MNEs Bridge is an activity in whichmanagement personnel of amultinational enterprise(MNE)isconnected with representatives of newlyestablished or up to medium-sizedorganisations.It consists of a full day ofpresentations and parallel sessions.TheMNEs personnel s

53、hare thoughts andadvice on how the Nonprofitorganisations(NPO)are operating,theircore activities,and potential room forgrowth.The meeting is set up as part of MNEspositive stance in providing pro bonoconsultancy support to NPOs.HIGGScontacts them,and after explaining theconcept,they can request a se

54、t of NPOsthat have a sectorial focus close to theMNEs business sector and the MNEs corecorporate social activities.For each NPOidentified by HIGGS,at least five peoplefrom the management team(usually ofmedium and higher level)of the MNE areinvited.22ABOUT THE PRACTICEGREECEThe event commences with a

55、nintroduction to being socially responsibleand making a social impact,usuallyaddressed by a high-level executive fromthe MNE and HIGGS representative.Then MNEs employees are randomlydivided into groups,and each group isattached to each NPO.The optimum ratiowas set to 5:1.After the NPO and its coreac

56、tivities are presented,employees canask questions,offer advice,and proposeareas of growth for the NPO.Based on theregions of change,a business modelcanvas is formulated by all participants.Efforts to see how the MNE can somehowsupport/connect with the new activity aremade by all sides.A final plenar

57、y sessionpresents each groups business modelcanvas results.After the end of the activity,the MNE hasa first opinion right to the new activitiesformulated for either funding them,collaborating with the NPO,or offeringpro bono consultancy services.Inaddition,participating employees areinvited to suppo

58、rt(economically orthrough volunteering)the presentedNPOs.23GREECEIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 24Budget:5,000 EURStaff:6 employeesInfrastructure:event rooms withprojector and PC,breakout rooms,snacksAny interested multinationalenterprise can copy the practice.Eachtime,a differ

59、ent multinationalenterprise is connected with severalNPOs.Teams and organisations are given a fresh view from people working atthe management level in an MNE;MNEs employees understand betterthe energy and restrictions of newly established to medium-sizedorganisations.MNEs employees are also exposed

60、to needs and initiativeswith social and environmental impact,potential pro bono consultancyservices,and small funding/collaboration between the MNE andparticipating NPO(s).Teams and organisations are prepared to pitch inan audience with a more“MNE/big company”culture and newservices/pivot of existin

61、g services from NPOs based on ideas and advicefrom MNEs personnel.BENEFITS OF THE PRACTICEGREECECONTACT DATAEMAILs.petropouloshiggs3.orgWEB LINKPERSON RESPONSIBLESotiris PetropoulosUsually,some initial culture andvocabulary differences between the twogroups can produce an inability to findcommon gro

62、und for collaboration(whichis the target of the NPOs).The second problem is that someemployees come to these events onlybecause they are instructed to do,sothere is a potential lack of motivation.Furthermore,sometimes there is toomuch advice focusing on the businessside,thus leaving outside the disc

63、ussionsabout the social aspect of NPOs activities.25CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/higgs3.org/en/GREECEFelisa is a coworking space for professionals looking toimplement various activities in their area.Theorganisation offers coaching,mentoring,and advice forentrepreneurship develop

64、ment.The aim was to create a workspace that promotescreativity,idea sharing,and the establishment ofconnections.The coworking space is alsoenvironmentally aware and aims to incorporate moresustainability into its work.Boosting learning potentialIMPLEMENTATIONThis practice has been first implementedi

65、n 2020 and continuated in 2021.TARGET GROUPThe practice targets professionals andentrepreneurs from the area of Barcelona.26COUNSELLING ANDCOACHING Felisa CoworkSPAIN,BarcelonaAt Felisa CoWork,one of the services theyoffer is the development of theircoworkers through competencydevelopment programs a

66、nd individualcoaching sessions.That is a service alsoavailable for people who are not membersof the coworking space but are interestedin working on their skills,improving theirabilities,overcoming blockages,shapingtheir leadership style,or simplycontinuing their personal or professionaldevelopment i

67、n an individual way.Online meetings or offline visits ofpractice exchange can be organisedbetween partners who offer coaching andcounselling within their organisation andones who are eager to start a similarpractice in their work.Felisa CoWork encourages cooperationamong its coworkers,and it is also

68、 one ofits main objectives.They aim tocontribute to and facilitate success byexchanging ideas,knowledge orresources.27ABOUT THE PRACTICESPAINIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 28Budget:30,000-40,000 EUR for deskresearch and incorporating thepractice within the coworking spaceStaff:

69、mentors(depending on theproject)Infrastructure:coworking spacesThis initiative can easily be adapted toeach coworking space,incorporatingcounselling and coaching into theireveryday work as an offer to theirmembers.Many coworking spacesoffer such options but only a few in asystematised way.Aside from

70、 providing a space from which people can work,coworkingspaces can institutionalise and systematise their counselling andcoaching practices,providing packages and options for their members.Social entrepreneurship,in particular,is a field where practice share canbe essential in building a sustainable

71、business that works to do good forothers.BENEFITS OF THE PRACTICESPAINCONTACT DATAEMAIL WEB LINKPERSON RESPONSIBLEAngela PorcelThis may not be feasible for every partnerof the coworking space since they servedifferent purposes and have other goals.Nonetheless,the idea of coaching andcounselling can

72、be adapted to eachpartner organisation accordingly.29CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/ 02.23002.2ORIENTATION ONYOUTHIRIS is a social incubator based in the city of Porto andpromoted by the European Investment Bank Institutesince 2017.Its mission is to support the appreciation,develop

73、ment,and promotion of activities and social initiatives in theareas of education,citizenship,entrepreneurship,andinnovation,contributing to a significant improvement inthe quality of life of the population,enhancing the social,economic,and cultural development of the community.Orientation on youthIM

74、PLEMENTATIONIt started in 2017 as a unique innovationawareness session and developed into a6-session face-to-face programme and apractical educational handbook.TARGET GROUPThe general program targeted kids andyoungsters 6-12 years old and educationalprofessionals.Over 2900 people benefitedfrom the p

75、rogramme until today.31CHANGE THE WORLDMUDAR O MUNDOAssociao IRISOCIAL Incubadora de Inovao SocialPORTUGAL,PortoThe program includes awareness-raisingactions for children,and young peoplecarried out in,preferably,groups(e.g.,in aclass context)and consists of an annualidea contest(Social InnovationAp

76、prentices Contest)aimed at childrenattending the first years of school(1cycle).Social Innovation Awareness Program:6 sessions,of 1h30m online or in-person,distributed throughout the school year,for children aged 6 to 12 years old topromote social innovation throughpractical activities that stimulate

77、 criticalthinking,problem-solving,and reflectionon critical competencies related to socialentrepreneurship,such as empathy,resilience,discipline,persistence,andoptimism.Social entrepreneurs members of IRIS are concrete examplesand role models that help childrenunderstand the importance of socialinno

78、vation.Social Innovation Apprentice IdeasContest:the online contest for smallchildren(aged 6 to 10 years old)nationwide rewards creative ideas forsocial and environmental problemsidentified by children.32ABOUT THE PRACTICEPORTUGALIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL According to the

79、impact measurement by the psychology andeducational sciences faculty at the University of Porto(externalevaluation),after enrolling in the Program,the children began to identifyand give greater importance to the 5 powers of a Social Innovator:persistence,optimism,discipline,empathy,and resilience.Be

80、fore theBegin Innovation program,only 3%of children knew what SocialInnovation was.In the end,it was 79%.At the same time,they began togive greater importance to teamwork and recognise their own creativeand innovative capacity more strongly.Furthermore,among theteachers of the groups of children who

81、 participated in Begin Innovation,44%indicated that the level of knowledge of children about socialinnovation increased after the Program.33Budget:Part of a bigger project.Thebook has a public sale value of 11,98.Staff:implementation manager andfinancial managerInfrastructure:presentationequipment,a

82、ccess to schoolinfrastructure,communication tools.The programme will evolve into anonline programme for kids andteachers,supplemented with aphysical book(available online and inbookstores)and a manual foreducational agents(exclusive foreducational contexts).BENEFITS OF THE PRACTICEPORTUGALCONTACT DA

83、TAEMAILinfomudaromundo.ptinfoiris-social.orgWEB LINKPERSON RESPONSIBLEunawareness of the concept of socialinnovation;contacting and receiving responsefrom educational agents(e.g.directors/teachers);lack of time/availability of teachers toparticipate in new extra-curricularprojects.The most significa

84、nt difficulties inimplementing the program are due to:34CHALLENGES FACED DURINGTHE IMPLEMENTATION www.mudaromundo.ptwww.iris-social.orgPORTUGALLiliana RibeiroHigher Incubator Giving Growth&Sustainability(HIGGS)is an initiative that aims to reinforce NonprofitOrganizations(NPOs)operating in Greece th

85、rougheducational and supportive programs and activities thatare carried out at its premises.It offers capacity-buildingsupport to small and medium civil society organisationsmainly through training and educational initiatives.HIGGS mobilise the“invisible”forces of the NPOecosystem in Greece,stimulat

86、e people and organisations,and activate initiatives.Orientation on youthIMPLEMENTATIONIt started in 2017 and happened every sixmonths.Due to the C-19 pandemic,it wasstopped but will be reactivated in the next school year(Sept 2022-Aug 2023).TARGET GROUPThe practice targets secondary studentsfrom loc

87、al high schools(around 20-25each time).35NEIGHBOURHOODOUTREACH Higher Incubator Giving Growth andSustainability HIGGSATHENS,GreeceNeighbourhood outreach is an activitythat connects the co-working space andits residents with students from localschools.Students are invited to visit theco-working space

88、.A moderator gives apresentation of the aims and objectives ofthe co-working spaces,followed by apresentation of some teams andorganisations missions and activities.Students are asked to be inspired by thepresentations,vote for the bestorganisation/team,create a video on theirmission,and share their

89、 views on whatthey would do if they were theorganisations owners.This practiceencourages young people to thinkcritically and improves their presentationand strategic planning skills.36ABOUT THE PRACTICEGREECEIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 37Budget:100-200 EURStaff:2 employeesIn

90、frastructure:event room withprojector and PC,snacksThe practice can be expanded todifferent age groups and evenuniversity students.As new studentsjoin the high school each year,it canbe a never-ending event.Teams and organisations are exposed to fresh views from students.During the event,quality vid

91、eos produced by students may be created.Also,students and organisations could acquire a new skill of giving apresentation to a“difficult”audience.After the end of the practice,localschools students are more connected and better understand businessand social initiatives notions.BENEFITS OF THE PRACTI

92、CEGREECECONTACT DATAEMAILs.petropouloshiggs3.orgWEB LINKPERSON RESPONSIBLESotiris PetropoulosTeams may not see the value inpresenting to students,and keepingstudents interest can sometimes bechallenging.38CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/higgs3.org/en/GREECECASULO is a social incubat

93、or based in the south ofPortugal,in Loul in the region of Algarve.Their missionis to support the development and implementation ofsocial entrepreneurship projects in Algarve to reducesocial exclusion levels and promote more qualified,long-term employment.Anyone who has a business idea connected to s

94、ocialinnovation(innovation at the local level)can apply tobecome part of the acceleration program and receive fullsupport from Casulo experts.Orientation on youthIMPLEMENTATIONThis practice started in 2017.It isimplemented annually and supports 35projects each year.TARGET GROUPThe target group are y

95、oung people fromlocal vocational schools,who need todesign their own project to finish theeducation.39SOCIAL ENTREPRENEURSHIPINCUBATION FOR LOCALSTUDENTSCasulo-Incubadora de Inovao Social LoulAlgarvePORTUGAL,Loul Students from vocational schools inAlgarve,to finish their education,need todevelop a p

96、ersonal,final project.As oftenhappens,these projects are businessideas that either forever stay on paper orfail when challenged with reality.Casulohas a program that supports these youngpeople.Using a network of mentors andexperts,Casulo provides a comprehensiveincubation program,often with thesuppo

97、rt of experts from an informalnetwork of social incubators in theAlgarve.Young people have an opportunity todiscuss their projects,shape them intobusiness-realistic ideas,plan a properlegal and financial structure,count theimplementation costs,and devisemarketing and sales strategies.Finally,after t

98、his initial(yet comprehensive)stage,students receive advisory regardingexternal funding.Students business ideashave to be connected to their field ofstudy and be a social innovation to beimplemented in the region of the Algarve.40ABOUT THE PRACTICEPORTUGALIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT P

99、OTENTIAL 41Casulo provides local young social entrepreneurs with the services of theentire business circle(initial mentoring,search for external funding andmentoring while submitting the applications,supporting the design,legal and financial services,provides resources(such as coworkingspace),develo

100、ps communication and marketing strategies,supports thedevelopment of sustainability strategies and gives access to innovationand entrepreneurship events.The most significant benefits of thispractice are the activation of young people from the region,thedevelopment of sustainable business ideas that

101、keep young peopleemployed and attached to their local environment,and more socialenterprises that answer the needs of the local communities.Budget:118.209 per yearStaff:7 people-coordinator,innovation manager,financialmanager,and 4 consultants in thefield of design,marketing,socialentrepreneurship,a

102、nd legislationInfrastructure:physical coworkingspace,training,and meeting rooms,as well as workshops with ITequipmentPlan to develop structured supportprograms based on the experienceobtained and increase the spacecapacity to receive and help moreyouth and social entrepreneurs.BENEFITS OF THE PRACTI

103、CEPORTUGALCONTACT DATAEMAILWEB LINKPERSON RESPONSIBLESandra MendonaImplementing a business idea requirespatience and a particular approach,oftenchallenging young people.You need todemonstrate your work,invest your time andeffort to create a comprehensiveimplementation plan,and implement yourbusiness

104、 idea.Only then can you sustainablyearn on your results.The challenge is toteach young people to think ahead and beentrepreneurial.Additionally,the implementation of a socialproject is a particular challenge.Firstly itsneeded to prove your work and proficiency,and only then can you reach out to priv

105、ateand public funding-with an establishedenterprise or organisation.The challenge is to maintain sustainabilityafter the end of funding.42CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/ Hub Amsterdam connects pioneers,leaders,andinnovators to organisations,investors,and the publicsector.To make ch

106、ange happen,Impact Hub Amsterdamfacilitates entrepreneurial solutions to societys mostsignificant challenges and gives access to a valuablenetwork and business expertise,resources,and capital.Itorganises events,hosts a collaborative working space,and runs a series of accelerator programs.Orientation

107、 on youthIMPLEMENTATIONThis practice started in 2017 and isimplemented throughout the year by theyoung people themselves.TARGET GROUPIt targets professionals and young peopleinterested in entrepreneurial activities.Over 2000 participants benefited fromparticipation in this programme.43YOUNGIMPACTMAK

108、ERSImpact Hub AmsterdamTHE NETHERLANDS,AmsterdamYoung Impactmakers is a project thatbuilds up local teams of young peoplewho organise bi-monthly events onsustainability,impact entrepreneurship,and personal development.They host itoffline or online and bring the eventparticipants together in a newsle

109、tter andFacebook group.They also host hands-onworkshops,matchmaking events andpitch nights online or at the Impact Hub.By joining the events and programs,young people build up networks,knowledge,and self-esteem to work inthe impact scene,start their impactbusinesses or contribute to purpose-driven c

110、ompanies.The community is growing in this way,and sign-up for programs andmemberships.44ABOUT THE PRACTICETHE NETHERLANDSIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 45Budget:0,5 workday per weekStaff:2 employeesInfrastructure:social media(Facebook,newsletter),venue for thein-person activiti

111、es and licenses forhosting online meetingsImpact Hub Amsterdam only works on real-life cases and builds trustbetween young people.All the events are based on non-formaleducation working methods,and the practices are led by a team ofyoung people,giving them leadership and event management skills.Youn

112、g people are encouraged to develop the themes and harvest theessential topics based on their community and surroundings by being inthe lead.By giving a stage to other young people,Impact HubAmsterdam boosts initiatives of young entrepreneurs and active citizens.The outcome is that they get more atte

113、ntion,new partnerships,new joband volunteer opportunities for young people,and potentially even newclients.BENEFITS OF THE PRACTICETHE NETHERLANDSCONTACT DATAEMAILWEB LINKPERSON RESPONSIBLERutger de RijkThe main challenges that Impact HubAmsterdam faces while implementingthis practice are to gain en

114、ough financialresources to invest the time,cover thecosts of the activities and keep thevolunteers motivated and engaged.Last but not least is maintaining thequality of the events high.46CHALLENGES FACED DURINGTHE IMPLEMENTATION www.youngimpactmakers.nlTHE NETHERLANDSPART 02.34702.3LOCAL SOCIALIMPAC

115、TEmbedded between the studios and galleries of theBrotfabrik,the Kulturhaus is a bridge between these andthe residents of the surrounding district,characterised bymunicipal housing and the diversity of the population,but at the same time has few open places to meet.They share their coworking space w

116、ith Caritas,whichpromotes integral human development so that people inthe worst-off and most disadvantaged communities arefree to flourish and live in peace and dignity.Local social impactIMPLEMENTATIONThe practice started in 2017 and iscontinued until now.TARGET GROUPIt targets Viennese neighborhoo

117、ds,Caritas employees,creative and socialentrepreneurs.48CARITAS COWORKING SPACE AT KULTURHAUSBROTFABRIKCaritasAUSTRIA,ViennaThis coworking practice is located in theKulturhaus Brotfabrik,part of CaritasAustria,a social aid and serviceorganisation.As mentioned,theKulturhaus acts as a neighbourhoodcen

118、tre and meeting point for Caritasemployees and the residents of thesurrounding neighbourhoods.Various social and cultural projectsopened the art and culture arena of theBrotfabrik Wien to the residents of thesurrounding district and strengthenedsocial cohesion in this area.Thecoworking space covers

119、one floor,wheresocial entrepreneurs and employees ofthe Caritas are invited to work on projects.There are different initiatives wherecoworkers,employees,and residents areinvited to participate and create together.49ABOUT THE PRACTICEAUSTRIAIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 50Budge

120、t:6,500 EUR(rent per month)Staff:1 employeeInfrastructure:open spaceExternal coworking socialentrepreneurs could be integratedinto the cultural program of theKulturhaus Brotfabrik itself andorganise workshops to boost theinteraction with the residents of theneighbourhood and try out theirideas withi

121、n a confined space wheresocietal challenges are present.Caritas carries out programmes and events in the Kulturhaus Brotfabrik;many are for free access for all residents.The house functions with thecommitment of numerous volunteers and therefore has manycapacities.Also,social impact is connected to

122、cultural and art projects inthis practice.BENEFITS OF THE PRACTICEAUSTRIACONTACT DATAEMAILcoworkingkulturhaus-brotfabrik.atWEB LINKPERSON RESPONSIBLEKajin Al KhalilBecause the practices location is therenovated Brotfabrik(bread factory),which is an essential Viennese culturalheritage,challenges aros

123、e with costs andthe balance of preserving the locationwith the adaptations of the needs ofmodern bureaus,gastronomy,culturerelated events,or any social programs.Another obstacle was promoting theprogram in the neighbourhoodssurrounding the factory building.Muchcommunication and patience wereinvested

124、 in getting to an optimal capacityuse.Especially in this area of the city,where there are not a lot of socialactivities,and residents were sceptical ofsuch a big project.51CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/www.kulturhaus-brotfabrik.at/AUSTRIAMANAGERIE is a social enterprise with a cow

125、orking spacewhere community work and social innovation arecombined.It functions as a hub in social design,urbaninterventions,community building,campaigning,cultural management,where social innovation projectsare managed,implemented,and realized.As theheadquarter of the ANNENViERTEL district projecta

126、ssociation,the MANAGERIE is one of the mostsignificant urban actors which influence change inneighborhoods through projects and interventions.Here,community work and the coworking space build asymbiosis.Local Social ImpactIMPLEMENTATIONThis practice started in 2011 and worksuntil today.TARGET GROUPI

127、t targets professionals from the creativesector,social entrepreneurs,localeconomy actors and neighbourhoods inthe district of Lend.52COWORKING,SOCIAL ENTERPRISE&COMMUNITY WORKMANAGERIEAUSTRIA,GrazThe founder of the MANAGERIE worksand cooperates with the city,themanagement of town planning,localentre

128、preneurs,and residents.Thecoworking space is embedded in the localinfrastructure,where citizens live andwork.The approach is a participativeworking method and bottom-up workfrom and with the community and itsstructures,which support socialinnovation.The coworkers of theMANAGERIE are invited to co-cr

129、eateconcepts for the neighbourhood withsite-specific and complex solutions.Anexample of this synergy is the Social Safaridesigned with a coworker,where thediverse sectors of the local economy andentrepreneurs are invited to explore theirrole in the local development of theneighbourhood.In mixed team

130、s,representatives of the local economy,representatives from art and culture,thechamber of commerce,existing alliances,the City of Graz,residents,and socio-cultural institutions are invited to explorethe status quo and the vision for aproductive future in the neighbourhoodtogether.In these Social Saf

131、aris,businessowners as stakeholders work onengagement,community,andcooperation ideas.53ABOUT THE PRACTICEAUSTRIAIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 54Budget:not specifiedStaff:1 employeeInfrastructure:venue(coworking)This practice could be developed indifferent areas and districts o

132、r insame-sized cities with similar politicallandscapes.MANAGERIEs approachto social innovation is nested stronglyin the culture and arts communityand builds on local expertise.Socialinnovation projects could also bedeveloped to transcendneighbourhood interests.This practice supports the interconnect

133、edness of different sectors andthe challenges in an urban setting.In these kinds of structures,socialcapital,networking and self-marketing are essential to promote socialinnovation and create site-specific solutions.Even though the structuresare complex,the social aspect makes the actors interested

134、in the processand makes solutions more tangible.Because the MANAGERIE isinterconnected to community work,sustainable and long-termcooperation between actors is fruitful.Lastly,this practice creates similarvalues based on projects,urban interventions,and designs.With thisapproach,existing structures

135、and actors are included and multiplied.BENEFITS OF THE PRACTICEAUSTRIACONTACT DATAEMAILm.reinermanagerie.atWEB LINKPERSON RESPONSIBLEMaria ReinerBecause this coworking space was first inGraz,a familiarisation process wasnecessary to take off with the concept.Depending on the place and time,newideas

136、need a lot of explanation and timefor general awareness.Also,theseprojects need actors who are already partof the local community and existingstructures.55CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/www.managerie.at/AUSTRIACasa do Impacto is a coworking space that belongs toSanta Casa da Miseri

137、crdia de Lisboa one of Portugalsmost prominent social non-profit organisations,createdover 500 years ago and hiring over 6000 people workingin the area of social services.Casa do Impacto wants to promote innovative solutionsto social and environmental problems and needs,following the values promoted

138、 by Santa Casa daMisericrdia de Lisboa to construct a more solidary andsustainable society.Local social impactIMPLEMENTATIONFirst implemented in 2016,it consists ofpunctual activities with the differentlengths depending on a challenge(otherchallenges each year).TARGET GROUPIt targets members of the

139、coworkingspace it connected programmes.Untilnow,it involved over 40 enterprises and100 coworkers.56SANTA CASACHALLENGESSanta Casa da Misericrdia de LisboaPORTUGAL,LisbonSanta Casa Challenges are specialcontests launched each year by Casa doImpacto for their network.Each year Casado Impacto managers

140、define a challengethat solves a particular,significant socialproblem of the community(local,regionalor national).Challenge is launchedamong the network to propose projectsthat solve this problem.The competitionrewards innovative technologicalsolutions that give rise to technologicallyfeasible device

141、s,applications,digitalcontent,web,or communication services.For example,in 2020,during the firststrike of the pandemic,Casa do Impactoset a challenge for the memberorganisations to propose a solution foreldercare to connect them with theirfamily during lock-down.The challenge for 2021 was:“How can w

142、epromote quality health,with specialattention to mental health problems andthe needs of people in vulnerablesituations?”The challenge winnerreceives funding(up to 15000 EUR)andan acceleration program to implementthe solution.2nd and 3rd solution gets ayear of the free-of-charge accelerationprogram.5

143、7ABOUT THE PRACTICEPORTUGALIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 58Budget:15,000 EUR(1st prize)andincubation packs and other prizesStaff:7 people(permanent staff)Infrastructure:practices do notrequire particular infrastructureChallenges usually address aparticular topic and are an eas

144、ilytransferable practice to any othercoworking space or incubator.Casa do Impacto contributes to greater promotion and visibility of theinnovation ecosystem and social entrepreneurship,providing solutionsto existing social challenges and supporting the development ofinnovative social enterprises.The

145、y work intensely to contribute tocreating positive social impacts that can also be profitable and scalableby promoting and supporting sustainable business models.Casa doImpacto wants to become a reference in meeting the SustainableDevelopment Goals of the United Nations 2030 Agenda.BENEFITS OF THE P

146、RACTICEPORTUGALCONTACT DATAEMAILcasadoimpactoscml.ptWEB LINKPERSON RESPONSIBLENuno ComandoMajor challenges during theimplementation were connected,especially in the last years,to thepandemic.Implementing such practicewith online events only,building andmaintaining the community ofparticipants online

147、 and in general-marketing efforts in times of COVIDmade getting attention to the Challengesmore difficult.Moreover,Casa do Impacto exists directlyunder a major organisation,with lessflexibility and more procedures thanusually a coworking space,which is botha blessing and a challenge.59CHALLENGES FAC

148、ED DURINGTHE IMPLEMENTATION https:/casadoimpacto.scml.pt/PORTUGALImpact Hub is a globally connected locally rootednetwork for supporting early-stage social entrepreneurs&innovators.It is a network of collaborative spaces,entrepreneurial communities and capacity buildingprograms that inspire,connect

149、and enable impact.Impact Hub Rome,since 2011,is the coworking andinnovation accelerator space with a social impact inRome,whose mission is to connect impact innovators,policy-makers,artists and activists in a uniqueenvironment.Local social impactIMPLEMENTATIONThe practice was first implemented in201

150、4.The programme covers 6 months ofonline and in-person events and impacts350 participants.TARGET GROUPIt targets students and researchers,socialentrepreneurs and innovators,policymakers,artists and civil societyorganisations.60SOCIAL INNOVATION CITIESImpact Hub RomeITALY,RomeOnline engagement and lo

151、cal events(2months)have been shared on theIdeaScale platform to create a bridgebetween the local initiatives(focused onspecific topics)and the final one-day co-design event with 300 people,30 workingtables,30 facilitators,10 subjects,10international speakers,to co-create the“Social Innovation City”e

152、cosystem hence,in collaboration with Innova Camera(Agency of the Chamber of Commerce ofRome),during“The Maker Faire Rome The European Edition”,a Social InnovationAgenda for the City of Rome.Among the topics were:1.Making resilientcommunities,2.Co-design methods,3.Open data management,4.Accessibility

153、,5.Scaling impact,6.Education andwelfare,7.Cultural Heritage&Tourism,8.Impact Finance,9.Environment andmobility,10.Food&Agriculture.The format consisted of an intro fromexperts in the field,hence a co-designprocess for the final output as a list ofrecommendations,good practices,andproposals at inter

154、national and local levels.All the contents and proposals emergedduring the first 2 months stage,wereshared during in the final event.61ABOUT THE PRACTICEITALYIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 62Budget:18,000 EURStaff:5 employeesInfrastructure:open spaceThe final event presented 30

155、 workingtables,each of them made up of“Makers”-practitioners in SocialInnovation,“Thinkers”-opinionleaders,artists,academics,andstudents,and“Influencers”-decisionand policymakers,activists,policyshapers,innovators,and socialentrepreneurs.These new networksof educated actors have the potentialto impr

156、ove their communities.introducing the Social Innovation narrative into the local politicalAgenda of the City of Rome;replicating the format in other cities(“Lecce Social Innovation City”);networking and“l(fā)esson learnt”for all the participants with diversebackgrounds;linking the tech world(in particul

157、ar the Makers movement)withsocial impact via the co-creation processes.The main goals achieved:The most important outputs of this practice are:knowledge sharing withyouth and experts and networking between social innovators and(localand national)policymakers for co-designing a social innovation agen

158、dawith a proper methodology and impact indicators.BENEFITS OF THE PRACTICEITALYCONTACT DATAEMAILWEB LINKPERSON RESPONSIBLEDario CarreraThe role of the facilitators,as the previousstage of community engagement(onlineand via local events),the presence ofinternational speakers into a richprogramme of e

159、vents during the MakerFaire Rome,were crucial ingredients for asuccessful initiative that,actually,remainone of the most impactful on socialinnovation topics.Balancing interests,priorities,andexpectations from the heterogeneousactors involved,especially from publicinstitutions and big corporates,was

160、 thispractices most demanding challenge.63CHALLENGES FACED DURINGTHE IMPLEMENTATION http:/tiny.cc/SocialInnovationCitiesITALYPART 02.46402.4SUPPORTPROGRAMMESThe Dreamers and Craftsmen.House of SocialInnovation is a partnership program inspired by ImpactHub(Global Network)and Centre for social innova

161、tion(NY),which covers a coworking space for around 40people(individual desks),a common room(kitchen,chillout,sport)and conference,workshops,meetingspace.It is based in a centre of Warsaw on the 3rd floorof a historical Department Store Bracia Jabkowscy.Thisplace is open to anyone with an idea to cha

162、nge the worldfor the better.Support programmesIMPLEMENTATIONThe first edition of the programme hasbeen implemented in 2016-2019.Thesecond one takes place between 2020-2023.TARGET GROUPEveryone involved in social projects,including public administration,non-governmental organisations theacademic worl

163、d and entrepreneurs.65D&C-DREAMERS ANDCRAFTSMEN.HOUSE OFSOCIAL INNOVATIONConsortium:Foundation“Stocznia”andJabkowski Brothers Department StorePOLAND,Warsawsupport the generation and exchangeof ideas for innovative activities thatimprove the quality of social life-inWarsaw and beyond;meet with each o

164、ther and facilitatethe joint work of people developingsocial projects but coming fromdifferent backgrounds;provide substantive,organisational,and financial support to selected ideasthat respond to specific and essentialsocial needs;host and organise events on urbanissues,public policies,and socialin

165、novation,for example,breakfastsand talks(each Monday morning).The Dreamers and Craftsmen is based inthe centre of Warsaw.Their coworkingplace is open for anyone with an idea tochange the world for the better.The D&C is formed to:The space is operated now by FoundationStocznia,which is implementing p

166、rojectsof social innovation incubators on thetopic of social inclusion(previous one inthe case of services provided todependent persons due to disability,illness,or age and their guardians.).66ABOUT THE PRACTICEPOLANDThe primary support model will be the so-called incubation cycles,i.e.,processesinv

167、olving the recruitment,support,andrefinement of innovative ideas and theirtesting,evaluation,refining the finalversion of the solution,and disseminatingthe best of them.As part of two nationwide calls forproposals to the Incubator,circa 100 ideasfor innovations receive support in refiningthe concept

168、 and preparing a prototype ofan innovative solution.Together withinnovators,it is discussed whether theseare the best ways of responding to agiven problem and under whatconditions solutions have a chance togrow and work most effectively.Afterseveral months of incubation,52innovations are selected to

169、 receive agrant(8800 EUR)to test their solutions inpractice.Ten social innovations that workbest during the test are disseminated andincorporated into social policies andpractices.The project is implemented in apartnership with the Laboratory of SocialInnovation in Gdynia.Activities will be runsimul

170、taneously in those two localizationsand support innovators from Poland.67ABOUT THE PRACTICEPOLANDIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 68Budget:1st edition:630 435,00 EUR;2nd edition:1 130 365,73 EUR,depending on the scale of activitiesStaff:Manager,the idea givers,staffdedicated to r

171、unning a program ofsocial innovation incubator:twocoordinators,two animators for socialinnovation in both localizations,twospecialists of social innovation,fourtarget group specialists,fourevaluators Infrastructure:around 42 individualworking spaces(desk)and a fewmeeting roomsThis practice is the fi

172、rst in Warsaw and probably the first in Poland.Thecommon space exists to support the development of social innovationsand social initiatives dedicated to civil activities and making a city abetter living place,creating a space where cultural,social,civic,andbusiness activities can meet.The recipient

173、s of D&C activities can co-create this space and incubate programs for social innovations.Thispractice achieved strong cooperation between business and socialinitiatives(a few NGOs and local leaders)and a long-term partnership ofStocznia and building owners Jabkowscy Brothers.BENEFITS OF THE PRACTIC

174、EPOLANDCONTACT DATAEMAILbiuromarzycieleirzemieslnicy.plinnowacjestocznia.org.plinnowacjelis.gdynia.pl WEB LINKPERSON RESPONSIBLEMagdalena Gawin,D&GMaria Lewandowska-Woniak,Fundacja Stocznia Anna Ratajczak,Laboratory of Social Innovations There was a lack of diverse financialsupport(mainly depending

175、on externalfunds the European Social Fund).Furthermore,there are projectrestrictions regarding the topics/subjectsof supported social innovations.Theentire supporting program can beoffered only to a social innovator inspecific thematic scope.Others canbenefit only from open activities likeconference

176、s,workshops,and networking.Also,Covids situation limited thepossibility of running regular activitiesconnected with seminars,trainingcourses,workshops,debates,and regularmeetings for social innovators,activists,and thinkers.69CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/www.marzycieleirzemieslni

177、cy.pl/https:/inkubatorpomyslow.org.pl/POLANDImpact Hub Budapest is a coworking space intended tosupport dreamers and entrepreneurs to find solutions forcritical global issues.Their primary non-governmental work is centred aroundthe importance of social enterprise,helping people startfinancially sust

178、ainable businesses and have a positivesocial or environmental impact,and raising awarenessand educating the community on social and sustainableinnovations.They promote and implement sustainability,environmental protection,and social innovation.Support programmeIMPLEMENTATIONThe practice was first im

179、plemented in2016.It is repeated annually and anyorganisation is welcome to join.TARGET GROUPIt targets youth and young professionalsaged from 14 to 30 years.70SOCIAL IMPACT AWARDImpact Hub BudapestHUNGARY,BudapestSince 2009,the Social Impact Award(SIA)has promoted the knowledge andpractice of social

180、 entrepreneurshipamong youth in Europe,Africa,and Asia.The Social Impact Award is a year-roundeducational program on socialentrepreneurship dedicated to studentsand youth.SIA supports the participantsin building social enterprises that findsolutions to the most challenging issues.They do so by hosti

181、ng events andorganising workshops to raise awarenessfor social entrepreneurship,teaching thenecessary skills to navigate from vagueintentions to promising ventures,providing access to networks,andpromoting the best teams with the SocialImpact Award.Eight finalists compete for the Awardduring the Soc

182、ial Impact Award annualprogram.To support the finalists,whobecome Alumni,they have regular callsand hold meetings on their process anddevelopment in continuing their project.They organise workshops on investmentreadiness and help them to get funded.They also involve them in conferencesand stakeholde

183、r meetings and supportthem in networking.An impact report iscarried out year by year.71ABOUT THE PRACTICEHUNGARYIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 72Budget:26,000 EURStaff:3 employeesInfrastructure:trainer,offline hall,online infrastructure,Zoom licenseIn the future,new countries w

184、ill jointhe program and further extend thereach and impact of this practice.Additionally,any organisation can jointo create and implement innovativesocial business ideas.Impact Hub Budapest is keen on following up on those younginnovators who want to continue their projects.It provides the follow-up

185、and offers such services that provide them with funding.Impact HubBudapest has a network within impact investors,angel investors,andfinancial institutions to connect and prepare them for such meetings.Impact Hub Budapest set up workshops on term sheets during the prepphase and basic knowledge of get

186、ting funded.They organise Pitch Daysto introduce their projects to others.Impact Hub Budapest alsoorganises workshops with Impact Venture Capitals and some investorsto submit them to the Alumni.Each investor has got different term-sheet packages that they introduce.BENEFITS OF THE PRACTICEHUNGARYCON

187、TACT DATAEMAILWEB LINKPERSON RESPONSIBLEBeatrix BedoAs some of the Alumni still study at highschool or University,the project remainson stand-by as they want to finish theiruniversity studies.It might take years tofollow up.There were situations wherethe team broke up,and new memberswere involved,or

188、 if not,Impact HubBudapest supported the Alumni to getnew founding members.Moreover,someteam members are too young by age forthe investors to be funded,or the fundneeded for the teams project is muchsmaller than an Impact VC would give.Also,the last two years have beenchallenging due to COVID-19 pan

189、demia,that disabled this practice in many ways.73CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/ as an umbrella organisation established in 2002 tobuild the environment of the third sector and to developcitizens initiatives.It provides incubation and support programs for NGOsand social entrepreneu

190、rs,including free consultations,workspace and equipment,training,specialist assistanceand financial support for creating new positions ortesting social innovations.Since 2016,it also offers itsservices to regular entrepreneurs due to its cooperationwith local governments.Support programmesIMPLEMENTA

191、TIONThe incubator has been started in 2002and works until today.Over 300participants benefit from it each year.TARGET GROUPIt targets NGOs,social entrepreneurs,andentrepreneurs from Western Subregion ofSilesia region.74ENTERPRENERSHIP ANDSOCIAL INNOVATIONINCUBATORSCentrum Rozwoju Inicjatyw Spoecznyc

192、hPOLAND,RybnikEntrepreneurship Incubator(business)Social Economy Supporting Cente(social business)Social Innovation Incubator SilesianInnovation Space(social needs)The activities of CRIS have evolved overthe years.We are currently implementing3 main programs in the area of supporting entrepreneurshi

193、p and socialinnovation:Entrepreneurship Incubator offers regulareducational activities aimed mainly atyoung entrepreneurs and schools.CRISorganises lectures,and social events,offers consultations,training and contestfor the best business plan.It createsconditions for building entrepreneurialattitude

194、s,encourages its clients to takeaction,and then provides advice throughthe first stage of implementation.Withnew entrepreneurs,CRIS uses a variety oftools for raising development funds.Italso combines its internal programs withthe offer of other organizations.This waytheir clients learn about altern

195、atives andmake the best possible decisions.Itcreates conditions for networking amongentrepreneurs and helps them to find freeor cheap office spaces at localmunicipality resources.75ABOUT THE PRACTICEPOLANDSocial Economy Support Centre is part ofthe National Program and CRIS is certifiedby the Minist

196、ry of Family and Social Policyto offer professional support for socialentrepreneurs through local animation,consultations(business,PR,legal,accounting,HR),to organise networkingand promotional events and to providefinancial support for creating newpositions in social enterprises.CRIS together with C

197、ooperation FundFoundation seeks also innovativesolutions.It is close to social needsresulting from regional and nationalchanges.It is looking for leaders who,together with them,create tailor-madesolutions in the field of energytransformation,ecology,revitalization,demographic changes or health cared

198、eficiencies.Working with the use ofservice design methods,they analyse themarket and create and test prototypes toimprove the quality of solutions.Currently,it is implementing nearly 40processes in which we engage over 100entrepreneurs.76POLANDnetworking events forentrepreneurship practitioners unde

199、rthe name Business Breakfast(every 1-2months);supporting municipalities inorganizing Festivals of NGO(1-2 peryear)competition event presenting socialinnovations and choosing the bestones to be extra granted anddisseminated in whole Poland(1 2per year)Interesting practices that the Incubatorregularly

200、 conducts include:These events have a promotionalcharacter for the Incubator,support theprogrammes implementation,and builda positive image of the entity active in theentrepreneurship area.The beneficiaries of the Incubator areentrepreneurs,project participants,non-governmental organisations,and inf

201、ormalgroups interested in receiving support inthe process of implementation of theirsocial initiatives.The activities are open toany age group,and the organisers makesure not to discriminate against any partyinterested in participating.77POLANDIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 78B

202、udget:approx.33k EUR for BusinessIncubator,174-217k EUR for SupportCentre and 130k EUR for the SocialInnovation IncubatorStaff:animator,business advisor,social innovation and enterpriseconsultant,external expertsInfrastructure:meeting rooms,training room for 12 people,officeCRIS believes that sustai

203、nability has 3dimensions:society,economy,environment.It is crucial to supportlocal leaders,entrepreneurs andinnovators,who make the difference.Each year,over 300 people benefit from the extensive support of thebusiness incubator,of which over 50 are participants in in-depthconsultations.Annually,CRI

204、S engage over 250 people in social economyprograms and creates over 40 new positions.Since 2020,its cooperationwith local partners has allowed them to diagnose over 90 socialchallenges,for which it obtained nearly 150 ideas for innovations.Currently,as part of 3 presented paths,CRIS supports the inc

205、ubation anddevelopment process of tens of entrepreneurial or/and innovativeinitiatives.In total,its activity affects an average of 500-700 people peryear.BENEFITS OF THE PRACTICEPOLANDCONTACT DATAEMAILcriscris.org.plWEB LINKPERSON RESPONSIBLESebastian GarbaczThe challenges are mainly connected tothe

206、 lack of financial independence allprograms are organized with the supportof public money(European Social Found,local government grants).On one hand,itopens great opportunities for providingvarious supporting tools(consultations,training courses,financial support).Onthe other hand,it limits the prov

207、idedsupport to the guidelines of the grantauthority in terms of the target group,territorial range or the variety of the offer.Another challenge is connected withlimited coworking and networkingspaces.CRIS offers the office space andequipment only for a limited number ofhours,as it does not have a l

208、arge spacededicated to its clients.79CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/cris.org.pl/POLANDThe Social Innovation Lab is the social innovation branchof the Grnhof association network,an incubator andhome for the startup,sustainability,and creative scene inthe Freiburg region.Social proje

209、cts and startups canbecome members of the Grnhof community and profitfrom coworking,exchange,information,and practicalrecommendations.They can use the Social InnovationLab to help implement innovative social offers close tothe target groups and at the same time in a sociallyentrepreneurial way.Suppo

210、rt programmeIMPLEMENTATIONThe practice was first implemented in2018.Between 300 and 400 participantshave benefited from the practice from itsbeginning.TARGET GROUPIt targets startups,welfare organizationsand creative,sustainable and socialentrepreneurs80SOCIAL INNOVATION LAB GrnhofGERMANY,Freiburg r

211、egionThrough a yearly coworking fellowship,the Social Innovation Lab encourages thesuccess and visibility of social projects andstartups,where young entrepreneursbecome part of the community andnetwork.They profit from a professionalenvironment for receiving partners andbusiness meetings and registe

212、r theirheadquarters there.The Social InnovationLab also provides events about the socialimpact of projects and offers specificworkshops,consulting,and coachingsessions on creative marketing,financing,and organisational development.There are three funding programs fordifferent actors:Sozialstarter(“s

213、ocial-starter”)is afounding and innovation program foryoung startup projects and companies tohelp them professionalise their ideas.Forthe best and long-term realisation ofsocial projects,the main activities focuson regionality and local networks within adesign thinking process in six parts.Thesecan

214、be projects which were already partof the coworking fellowship.New projectswill get a coworking fellowship whenaccepted to the Sozialstarter program.81ABOUT THE PRACTICEGERMANYSozionauten(“socionauts”)is a 9-monthprogram for the social sector with a focuson the structural cooperation of welfareassoc

215、iations of the federal state Baden-Wrttemberg.This program collaborateswith the countys lobby for free welfarework.All established social organizationsthat want to tackle innovative ideas canparticipate.The program offers a guidedexperimentation space to design andimplement impact and business model

216、sfor creative solutions.The D-care Lab isthe first innovation program in the field ofmobile care for both intrapreneurs andentrepreneurs.Here cross-sectoralinnovation teams and the federal stateBaden-Wrttemberg experiment oninnovative solutions for specificchallenges in the care sector.This isachiev

217、ed in six workshops over 14 months,from problem exploration to developing aprototype to elaborating a social businessmodel.At least two organisations formthese teams from municipalities orcounties;service providers,companieswith products or services related tonursing care,civic organisations active

218、inthe field of nursing care.This program willbe implemented with different partnerorganizations in the Danube region.82GERMANYIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 83Budget:500,000 EUR(foundation asa partner+funds)(without personal)Staff:6 part-time/2 mini jobs/2internsInfrastructure:

219、open space(in one ofthree locations by the Grnhofassociation)This practice can be developed intoorganisations financed throughsimilar funding strategies and havethe personal capacities for fundingapplications.Additionally,thispractice could be integrated intoprojects of different regions throughthe

220、existing experience and expertise.This practice provides a holistic approach and structural solutions forsocietal challenges.It was the first approach throughout Germany todevelop welfare organisations and social startups projects jointly.Thesynergies between small agile social enterprises and large

221、 establishedorganisations are essential for both parties and build a structuralconnection.The practice can be a great blueprint for different actors inthe social innovation sphere.This way also,other ideas can be translatedinto the political sphere.Another benefit is the strong community feelingof t

222、he network,which influenced the option to leave the coworkingspace open during the pandemic,among other things.This combinationof maintaining the mindset of exchange and support and the adaptationmade in Covid 19 was a vital part of the projects development.BENEFITS OF THE PRACTICEGERMANYCONTACT DAT

223、AEMAILcorinnagruenhof.orgWEB LINKPERSON RESPONSIBLECorinna KmpfeA fundamental challenge was finding theright(financial)partners.This kind ofstability is vital for such an extensivenetwork.Every program should have themost practical cooperation to maximiseits impact.Some programs were carriedout digi

224、tally,which was immediatelytangible in terms of project qualities andthe missing exchange.84CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/social-innovation-lab.org/GERMANYIn 2014 the Austrian non-profit association Verein SocialInnovation Wien(SIW)established the platform SocialCity Wien,which br

225、ings together Viennas brilliant mindsfull of social ideas,creates a network for communityengagement,and provides a fertile ground for socialinnovation.Project outcome and impact cansystematically form the basis for networking with peopleliving in Vienna and further develop Vienna as a socialcity.Sup

226、port programmeIMPLEMENTATIONSingle elements of the program havebeen in use since 2014.As an integratedconcept,the program was firstimplemented in 2019.TARGET GROUPIt targets social entrepreneurs,startups,and bottom-up initiatives from visitors tothe community centres.Over 200professionals took part

227、in the programme.84SOCIAL INNOVATIONPROTOTYPING(PROGRAM)Social City WienAUSTRIA,ViennaThe Social Innovation Research UnitSIRU of the Social City Wien developedan accelerator program for SocialInnovation Prototyping to support newsocial business ideas and projectinitiatives.In cooperation with the te

228、ncommunity centres of the WienerHilfswerk,an Austrian non-profitorganisation,this program creates newpossibilities for people with innovativeideas about how our social life in localurban areas can be improved.This experimental approach starts withsupporting the project owners to drafttestable protot

229、ypes.Test settings for theirproducts or services are created toexperiment with their target groups andlearn from them in co-creation processes.In this program,experiments serve asreality checks,where single parts of theirbusiness ideas are tested in the socialcontext they want to address.86ABOUT THE

230、 PRACTICEAUSTRIAIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 87Budget:95,000 EUR per yearStaff:2,5 employeesInfrastructure:open space andcooperation with community or youthcentresThe coworking facilities are used as aSocial Innovation Lab andexperimenting space for openinnovation processes,w

231、here socialentrepreneurs and bottom-upinitiatives are working together todevelop new projects for differenttarget groups in the neighbourhoodsof the community centres.The project owners can use the experimental setting to get criticalfeedback on their prototypes by working directly with the target g

232、roups.These insights improve their products and services regarding usabilityand their effects on our social life in an urban society.BENEFITS OF THE PRACTICEAUSTRIACONTACT DATAEMAILrichard.vrzalsocialcity.atWEB LINKPERSON RESPONSIBLERichard VrzalOnly some target groups(socialentrepreneurs,initiative

233、s fromprofessionals)could be reached orpermanently involved in the program.Ideas for initiatives from visitors to thecommunity centres were too vague,ortheir teams could not participate in thewhole program.Also,the transition froman initial pilot project with sponsoring toa permanent program with a

234、balancedfunding mix was a challenge.88CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/www.socialcity.at/AUSTRIAThe Gdask Entrepreneurship Foundation is one of theessential institutions committed to helping create anddevelop innovative start-ups and micro,small andmedium-sized enterprises in Gdask.T

235、he Starter is run by the Gdask EntrepreneurshipFoundation,built on the initiative of Pawe Adamowicz,Mayor of Gdask.The Foundation implements a strategyunder which it has developed two activity directions,i.e.,an education zone and a business zone.Support programmesIMPLEMENTATIONImplemented for the f

236、irst time in 2005,this practice impacts over 8000beneficiaries a year.TARGET GROUPIt targets young people,schools,peopleworking with youth and businessinitiatives;innovators,and peopleinterested in creating startups.89STARTERGdaski Inkubator Przedsibiorczoci STARTERPOLAND,GdaskThe Starter has two ac

237、tivity directions,aneducation zone and a business zone.Eachdirection has its manager and a team ofpeople implementing projects.The education zone buildsentrepreneurial attitudes among youngpeople and the surrounding environment(teachers,parents)and complementsyoung peoples knowledge.Within a fewyear

238、s,when they reach the age ofadulthood,they can use the businesszone.Each strategic direction of thefoundation is powered by a differentparticipant support program,mainlyfunded from external funds.Several programs are implemented ineach zone,e.g.:The education zone has a program calledNOW zawodowe wy

239、zwania nowejgeneracji(New Generation ProfessionalChallenges),where the primary recipientsof the project are school careercounsellors,teachers of vocationalsubjects,school tutors of internships,educators,and headmasters of secondaryschools in Gdask,as well as youngpeople from secondary schools:highsc

240、hools,technicians,trade schools inGdask.90ABOUT THE PRACTICEPOLANDA total of 836 people participated in allproject activities.All activities aimed todiagnose the relationship betweenbusiness and Gdask secondary schoolsin the best possible way,identify areasthat require systemic support,anddevelop go

241、od practices for buildingrelationships and knowledge transferbetween schools and businesses.Through individual activities,theincubator sought answers to how theschool can support business and thebusiness school in developingcompetencies of the youth-futureemployees.As part of the project,therewere m

242、oderate debates in the think tankformula,webinars,thematic workshopsfor teachers,workshops for young people,meetings with selected labor marketexperts.The result of the project was a betterrecognition of problems in business-school relations,joint development ofgood practices and ideas to supportsch

243、ool-business links,establishing tieswith exciting experts,and diagnosing thedifficulties of school career counselors.91POLANDIMPLEMENTATION REQUIREMENTSAND DEVELOPMENT POTENTIAL 92Budget:not determinedStaff:35 people incl.educational,business coworking managers,maintenance and boardInfrastructure:ow

244、n building withcoworking space and conferenceroomsBefore the pandemic,theorganization also acted in the field ofnetworking organizations supportingsocial entrepreneurs and there is apotential to grow in that direction.170 start-ups/freelancers who use a virtual office;37 start-ups in the coworking a

245、rea;Eighteen start-ups in Poland Prize,creating thematic incubatorsMaritime Imperial Shipyard Container Village.Starter achieves good results in supporting entrepreneurs:A significant number of participants(about 5,000 people),especiallyyouth and teachers,benefit from the foundations programs.BENEFI

246、TS OF THE PRACTICEPOLANDCONTACT DATAEMAILsekretariatinkubatorstarter.plWEB LINKPERSON RESPONSIBLEMonika WjtowiczThe biggest challenge is to combinevarious funding sources to effectively andflexibly develop the Incubators widerange of services.The building that theIncubator manages provides a stables

247、ource of income.However,to increasethe offers attractiveness for youth andstartups,the Incubator team is stilllooking for additional sources of funding.Another challenge that came withCOVID-19 was to move all activitiesonline.To this day,the lack of stationarymeetings is problematic for organisersan

248、d participants.Hybrid formulas do notenjoy enough potential to buildrelationships,mainly relevant to theIncubator.93CHALLENGES FACED DURINGTHE IMPLEMENTATION https:/inkubatorstarter.pl/POLANDPART 039403FINAL REMARKS95This non-exhaustive Study aims to increase the knowledge,skills,andattitudes of cow

249、orking space members and coordinators in exploringnew tools and methods to make these spaces more youth-friendly,moresustainable and more impactful at the local level.Likewise,it aims toinspire local authorities and civil society organisations to explore thecoworking space model as a structure that

250、can increase young peoplesentrepreneurial skills,boost social entrepreneurship at the local level,and work for the benefit of local communities.We hope that the presented practices will inspire the readers and allowfor further exploration of different practices and methodologies forincreasing the so

251、cial impact of coworking spaces.The practices presented on the following pages represent only part ofthe mapping results,as the authors wanted to present a variety ofpractices in a handy format.We are thankful for every input and effortfrom the organisations that shared their practices,and we are so

252、rry fornot being able to present them fully.FINAL REMARKSThe European Commissions support for the production of this publication does not constitute an endorsement of the contents,which reflect the views only of the authors,and the Commission cannot be held responsible for any use which may be made of the information contained CONTACTSFOLLOW US ONdypall_network2022