PHASE 2. INTERCEPTING RESOURCES AND OPPORTUNITIES FOR START UP

PHASE 2. INTERCEPTING RESOURCES AND OPPORTUNITIES FOR START UP

Insights from the case study Suggested actions

MAIN ACTORS

People experiencing social and economic exclusion such as people suffering from mental health issues, people subject to prison or alternative measures to prison, people suffering from drug addiction. The local External Criminal Enforcement Office, a peripheral office belonging to the Ministry of Justice dealing with social reintegration of people sentenced to prison or alternative measures to prison. An important external funder focused on social economy projects in the South of Italy (“Con il Sud Foundation”). A local pastoral organization (local diocese). Two additional “operational branches” originating from the first social cooperative soon gave life to two other social cooperatives working in strong synergy.  Intercept and engage people experiencing or at risk of social exclusion in your context and which can be targeted by the work-integration strategy.  Reach out to public /judicial bodies and advocate for their approval/support in carrying out the work-integration strategy when tackling specific types of social exclusion which require their decision-making.  Intercept and engage relevant local, national or international funders willing to fund innovative social economy programs in your territory and to share a common vocation and human development vision.  Make sure you identify and engage all possible strategic actors in your local context pursuing the same social vocation and mission.  Make sure your internal organization is fit for the variety of services and goods you offer.  Who are those people experiencing or at risk of social exclusion in your context and which can be targeted by the work-integration strategy?  If some particular types of social exclusion (i.e., experience of prison) entail the decisionmaking of public/judicial bodies, can the latter be engaged in the work-integration strategy?  Are there relevant funders financing innovative social economy programs in your territory?  Are there strategic actors in your local context pursuing the same social vocation and mission which you can engage?  When the activities scale up and increase in number and variety, can you provide a suited internal organization?

MAIN RESOURCES

Ministerial public funds obtained through public tendering process for the social reintegration of people sentenced to prison or alternative measures to prison. 560.000 euro fund awarded by an important external funder focused on social economy projects in the South of Italy (“Con il Sud Foundation”) to the social cooperatives for a project aiming at the social inclusion and work integration of people suffering from mental health issues.  Raise the necessary funds to carry out the social and work-integration programs and strategies, i.e.: public funds through tendering processes, funds provided by external funders or programs supporting socially oriented initiatives in your territory.  Seek also for other types of support, apart from direct funding, such as available/unused/abandoned premises and land  Is there the possibility to negotiate with public bodies in order to unlock new sources of funding to finance social and work-integration activities and programs?  Can funding be obtained from external funders/programs supporting socially oriented initiatives in your territory?  Can other types of support be obtained from

Self-assessment questions

Funds originated by the Rural Development Program (a national application of an EU-funded rural development policy10) allowing for the renovation and regeneration of a large ancient farm. Funds provided by the pastoral organization (in turn obtained by the national public funds destined to social, charitable and cultural projects by civil society/third sector organizations or religious organizations)11 to carry out a wide range of local projects and activities aimed at social inclusion. Abandoned and uncultivated land and unused premises provided by the pastoral organization to carry out the social inclusion activities and programmes. An abandoned village entrusted by the Municipality to the pastoral organization and, in turn, to the social cooperatives. which you can transform into assets to carry out your activities. Strategic partnerships and collaborations are usually necessary for this purpose (i.e., with the municipality or other public bodies, pastoral organizations, private citizens, third sector organizations, private companies).

other actors/supporters/funders (i.e., land, premises, buildings)?  Can you access unsused resources (abandoned land, premises, buildings, discarded materials and by-products from local production chains, etc.) in your local context which can be an opportunity to boost the local economy and create employment?

MAIN ACTIVITIES

Thanks to the collaboration with the local External Criminal Enforcement Office, the Centre for Disabilities which was set up in the previous phase and aiming at the socialization and emancipation of people with disabilities soon began to host also people sentenced to prison and alternative measures to prison. The consistent fund awarded by the external funder (the Con il Sud Foundation) was strategic in order to carry out the necessary investments to deliver several projects for the socialization, emancipation and work integration of people suffering from social exclusion (i.e., people with disabilities, people sentenced to prison or alternative measures to prison, people suffering from drug addiction). A wide range of welfare services, agricultural and craftsmanship activities, as well as the management of a social farm, a social village, residential and reception centres for people suffering from drug addiction required the set-up of a second operational branch originated from the first social cooperative, which eventually, in 2005, became another social cooperative on its own.  Map and actively identify opportunities to establish strategic collaborations with other organizations/public bodies in order to reach out to and engage with other people experiencing or at risk of social exclusion (also different types of social exclusion).  Once funds are secured, carry out your actions/programs engaging and collaborating with all the necessary organizations.  As the number and variety of offered goods and services increase, be ready to make appropriate internal organizational changes: i.e., perhaps differentiate the organization in more than one operational branch or create/engage with other complimentary organizations sharing the same purpose but each delivering specific services.  Be open and flexible when new opportunities arise, even if coming from totally different sectors. Strategic partners, in fact, can potentially unlock new sources of funding and resources,  Are there opportunities to establish strategic collaborations with other organizations/public bodies in order to reach out to and engage with other people experiencing or at risk of social exclusion (also different types of social exclusion)?  Once funds are secured, are you able to carry out concrete activities and programs for the social and work-integration of people experiencing or at risk of social exclusion and/or the valorisation of the territory?  As the number and variety of offered goods and services increase, can you ensure the best internal organization fit for your purpose?  When carrying out successful experiences, external actors/organizations might become interested in joining forces/partnering/replicating your initiative. When such proposals arise, are you able to promptly seize the opportunity and expand/differentiate your service/product offer

10 https://ec.europa.eu/info/food-farming-fisheries/key-policies/common-agricultural-policy/rural-development_it. 11 The so-called 8x1000 funds.

The success of the social farm where both prisoners, former prisoners or people subject to alternative measures to prison as well as people with disabilities began socializing and carrying out urban agricultural activities sparked the attention of the local pastoral organization (the local diocese) which asked the cooperatives to become the managers of all its local charitable activities. This encounter between the third sector world working for economic and social inclusion (the social cooperatives and the voluntary group) and the pastoral world opened a vast pool of opportunities for the former to carry out numerous and different activities ranging from canteens, dormitories, reception services for migrants and needy families, in order to respond to any type of social need. Therefore, a third social cooperative set up as another operational branch originating from the first one was subsequently founded to manage these activities. new clients and market opportunities, new needs to be satisfied and beneficiaries to target. Make sure your internal organization is fit to respond to these new opportunities.

accordingly?  Can you adapt your internal organization (i.e., opening another branch or creating another similar organization) in order to adequately respond to the new service/product demand?