Origin of Spaces - Research Source Book (print) - innovative practices for sustainable...

The Origin of the Spaces Project is

co-funded with support from the EU’s

Erasmus+ LifeLong Learning Fund.

This project has been funded with support from the European Commission.

This publication [communication] reflects the views only of the author, and the Commission cannot be

held responsible for any use which may bemade of the information contained therein.

Origin of Spaces - researchinnovative practices for sustainable

multidisciplinary clusters

1.0 Introduction

Organisations from five European countries have joined forces on a three year journey to share existing know-how and explore new practices related to coworking ecosystems. However, as with every journey, the project began with a period of reflection and preparation, an opportunity to learn new work languages, structures and methods: “Where have we come from?”, “Where are we going?”, “What should be taken forward?”In addition there were specific questions and discussions on the meanings behind our coworking ecosystems themes, namely multidisciplinary coworking, local partnerships, ecological transition, participatory governance and social entrepreneurship. This report provides the history of our preparation for constructing a coworking toolbox. It focuses on the wealth of local background material unearthed by the partners and, by identifying the most relevant points, helps explain how the map to guide our journey began to take shape.The information you are about to discover will help explain why we believe that coworking and the creation of multidisciplinary creative clusters (also known as ecosystems or the Third Place) provide an innovative approach for European entrepreneurs and professionals to work collaboratively through improved communication and networking, in order to create new economic opportunities and benefit society.

Inspired by the Origin of the Spaces WordCloud – Paul Chapman 30/07/15

The Origin of Spaces EU project

INDEX

2. Projet Outline

3. Theme introductions

3.1. Multidisciplinary Coworking

3.2. Local Partnerships

3.3. Ecological Transition

3.4. Participatory Governance

3.5. Social Entrepreneurship

4. Research outcomes






2 Project OutlineExtract from the original project proposal

Urbanisation is a continuous process for almost all European cities. The production process is frustrated with three major factors that have to be integrated: adapting to an accelerated demography, limiting the environmental impact and dealing with the depletion of resources. A critical match making of immediate investment possibilities in existing physical and socio-economical structures is an adaptive and complementary approach.

Since the current socio-economic crisis might be more than a temporary situation, innovative, positive action must be taken now to address this and create new solutions. Most european cities are impacted by the continuous processes of urbanisation and the impacts that this involves, both positive and negative. Running a business within this environment brings its own additional concerns. We need to act responsibly to: 1) Create positive working and living conditions for those who help improve society and the local and wider community (adapting to a continually changing demographic client base) 2) Look at innovating and developing new methods and approaches to using recycled materials, techniques and the skills of people that have a high environmental sensibility (Limiting the environmental impact of running a business) 3) To create the best places imaginable with the lowest impacts on the environment and manageable cost to do it (Learning to cope with the depletion of resources in a competitive marketplace)

We must utilise the opportunities available now, to re-use existing buildings and re-imagine them to accommodate promising start-ups who will contribute to the inevitable societal change at hand, whilst working closely with short and long term urban planning schemes. It is therefore critical that any interventions in this area, particularly in the provision of physical business space, is able to be both adaptive and complimentary. In our developed society there are a methods, sensibilities and habits than need support to be changed, to re-establish a more balanced and measured way of life. Ultimately the inevitable ecological transition that is taking place is perhaps the only hard argument to kick start change.

We believe that sustainable multidisciplinary clusters and their orientation towards ecological transition, are one important approach for a responsible answer to the present needs of our society. In our experience, sustainable multidisciplinary clusters are, and could be innovation labs, incubators of new ways of working, living and acting for the co-creation of sustainable communities. They are cross-cultural and multi-disciplinary in nature, enriching in their very attitudes around working together, innovation and problem solving. They are safe spaces for the testing out of ideas and methods but within a supportive framework and environment. They are a fertile ground for the nurturing of innovation in society, as they are in themselves models of social innovation. Therefore, the main aim of this project is to work in partnership for the exchange of knowledge and skills, development and implementation of innovative practices in the field of development, creation and management of sustainable multidisciplinary clusters.

General objective: - fostering active citizenship & social entrepreneurship in terms of sustainable development - exchange of best practices that improve employability, inclusion, creativity and learning through a participative approach - to recognise possibilities and meet the challenges of co-creation, co-management, co-working, co-operation, co-living, co-intelligence and community gardens in urban sustainable and multidisciplinary clusters

Specific objectives: During the project period different creative methods and approaches, including new research and an on line Tool Box, will be made to present innovative models in the following 4 project scopes: 1. Ecological know-how 2. Participatory governance 3. Multidisciplinary co-working 4. Local partnership management5. Social entrepreneurship skills

Following our five key areas, our objectives are to improve and meet the needs for social and economical sustainability in management and development of activities in sustainable multidisciplinary clusters: a) Able to be for profit: economic sustainability b) Able to be for benefit: for society and for the environment c) Able to accept wide intergenerational scope of users d) Able to improve employability and creation of new jobs that respond to the needs of society e) Able to provide opportunities for different ways of life long learning

We want to improve and share our knowledge and skills for the benefit of our local and wider communities, so that we can learn, adapt and grow together, ultimately sharing solutions for our current ecological, economical and social challenges. Concrete results of this project are our intellectual outputs and the development of the The Origin of Spaces Toolbox as an outward facing learning platform to share our knowledge, methods, ideas and skills with others.

3. THEME INTRODUCTIONS


LxFactory, a “factory of ideas and creativity”, is a private endeavour located in Alcantara Lisboa, owned by MainSide, a foresighted property developer specialised in (re)use and revitalisation. Transformed from a factory into a new space, where heritage lives alongside tech and creative start-ups, LxFactory has 25000 square metres, holds 200 companies, employing 1000 people and 100 coworkers, in multiple sectors ranging from culture, design, fashion and advertising to trade, technology and commerce, etc.However LxFactory is more than just joined up organisations and individual independent workers sharing space and collaborating, it is a community of projects, ideas, coworkers and visitors, within that space.Accordingly, LxFactory’s strategy is deliberately flexible. Dedicated project analysis enabling autonomy and self-organisation, allowing each project to adapt and manage the space to suit its specific concepts, are key elements. This provides a unique environment accommodating a wide range of needs and attracting many promising and talented projects, Ler Devagar, CoworkLisboa, Cantina, Wool, etc., which have become icons of a strong local grass-roots culture. Events such as the OPEN DAYS (Sunday’s LxMarket street market for handicraft, second hand and vintage), conferences such as OFFF, IGNITE, and numerous seminars, fashion exhibitions, music concerts and book launches etc., attract visitors and future projects whilst promoting networking and collaboration, and the international name of LxFactory.


ZAWP is a compelling story about the impact of planning in the public and private management of the urban wilderness of Bilbao. It is a train driver’s dream that has brought together a core of nine people interested in change and local impact, by regenerating former industrial spaces and thus creating opportunities for cultural life. Different synergies in Zorrotzaurre and La Ribera de Deusto have framed the current local partnerships and the public management of industrial heritage.As the urban plan advanced, ZAWP mutated locally, turning ZAWP into an atemporal form; from situated action to a modus operandi. This both changed and enabled a team of people and formulas to take action, whilst forging an urban transformation process. Art, music and business came together to revitalise an area that had long been forgotten yet which seems to be a treasure island for the future of Bilbao; the place to be active and creative within the city’s landscape.Economical sustainability and livelihoods are the challenge. Challenging local partnerships, collaborations beyond international boundaries, learning from activities which both succeed and fail. Private, public and isolated entrepreneur management are taken into account in order to regenerate the neighbourhood. Share your practice with us!


Darwin-Ecosystem in Bordeaux France, created in 2012, has the objective to practice a new way of working. The tenants’ association “Les Darwiniens”, as initiator, coordinator and partner of ‘The Origin of Spaces’, envisions sharing its collection of experiences on ecological transition, and its potential for creating a cohesive and resilient ecosystem. Among the various shared values in Darwin’s work, culture and leisure community, the objective of ecological transition is the most emblematic, and one that has attracted many committed members. However not every hub project has the same scale or means. Displaying ecological transition values is one thing, but implementing them is quite another. Can sharing a printer, separating waste, certified eco-renovation, even the online monitoring of resource consumption, as alternative eco-practices, be implemented at scale?Following 12 months of internal and external consultation, sessions with 12 pivotal initiators, and 30 representatives of eco-business and other sectors commenting on the project themes, Darwin’s ecological transition grew from a popular message to a measured mind-and-action-set. When asking ourselves how to create a Third Place that could change environmental habits on a daily basis, and wondering how to enrol peers to engage in new responsible ways of managing hybrid sites, the experiences of Darwin-Ecosystem provide valuable practical insights.


Imagine a huge military building of 16,739 square meters with endless, gloomy hallways where, historically, militants, officers and war refugees lived and worked. The building was named after Second World War hero Karlo Rojc but abandoned in the late 1990’s. Due to the simple fact that no one switched off the electricity and water supply, different artists, activists and associations began to occupy the building, thereby inhaling and inspiring new creative energies. Today, the Community Centre Rojc is a particular “place of civil society,” an alternative urban culture centre situated in a small town called Pula, Croatia, in the north of the Mediterranean southern Europe. Rojc hosts 111 associations with very different activities: culture and art, sport and recreation, children and youth, ethnic minorities, psycho-social work, etc. Together with the City of Pula, which is the legal owner of the building, mentioned associations are managing the Center on the basis of the public-citizen participation model in order to develop more productive forms of co-existence, co-management and co-production. Associations networking, intensive communication and innovative approach in joint decision-making encourages them to create dynamic, hybrid organisational and management model that will be even more effective and professional. Values of this participatory governance model are strengthening participative democracy, good governance and trust building.


Being a social entrepreneur is hard to define as there is no precise global definition, although there is a lot of history in the UK, where the School for Social Entrepreneurs (SSE) was founded by Michael Young in 1997. The term was first used in the literature of social change during the 1960’s and 1970’s. It means taking entrepreneurial methods including risk taking, learning from mistakes, self-confidence, determination, the ability to adapt and above all a passion for solving problems, then using them to solve social problems. These key traits are used to create businesses that measure performance not in terms of profit and return, but in creating businesses that measure their success by their positive impact on society.Much social entrepreneurship developed in response to Strategic Regeneration. In Deptford London, post-1992, there was a local response built around cultural and ecological activists in Deptford Creekside where many abandoned industrial sites and offices were taken over by artists, and even the SSE. One such cultural response was Capture Arts who act as cultural brokers and have acted in pop-up spaces allowing social and cultural entrepreneurs to operate. Despite much intermittent local practice, no strategic approach to developing spaces for social entrepreneurs has emerged.

4. RESEARCH OUTCOMES

MULTIDISCIPLINARY (CO)WORKING

led by LX Factory, Lisbon, Portugal

coordination : Filipa Baptista, Carlos Alcobia, Manuel Laranja

DRAFT v 3.0 Work in Progress

As requested ….

DEFINITION

PLACE PROFILE

Location: Alcântara

IN EACH INTERVIEW

INTERVIEW RESULTS

and abroad.

Fernando Mendes – CoworkLisboa

Convictions

Intentions

Action

José Pinho – Ler Devagar

Convictions

Intentions

Action

Convictions

Intentions

Action

Kiss the Cook

Convictions

idea.

Intentions

Action

ADDITIONS

Q1 Legal, Financial Business

Q2 Scale

etc.

Filipa Baptista

Research manager and coordinator for OOS, project coordinator at Mainside Investments SGPS Real Estate, professionally active as an architect for 12 years in Portugal and in the Netherlands, then served lunch to her current employer in an Indian restaurant, who was impressed with her skills and hired her. She has been working there for almost 10 years now.

Manuel Laranja

Research researcher for OOS, Senior Associated Professor of Entrepreneurship and Innovation Policies at the Lisboa School of Economics, has a PhD on Technology and Innovation Policy, an MBA, and a degree in engineering, worked for the Secretary of State of Economic Affairs and the Prime Ministers’ Office on Technology and Innovation, was a consultant for the EU, currently co-chair of the University of Lisboa “Network for Entrepreneurship and Knowledge Transfer”, and much much more.

Carlos Alcobia

Research researcher for OOS, currently a Doctoral candidate in Design at the Universidade de Lisboa and a junior researcher at the Artistic Studies Research Center (CIEBA), focused on the contributions of design capabilities as strategic resources for organizations, has an MA in Curatorial Studies and a BA in Economics, founder of a rural makerspace ‘Buinho’, passionate about design of co-creative environments.

LOCAL PARTNERSHIPS

led by Cultural Centre ZAWP, Bilbao, Spain

coordination :

Ane San Miguel Crespo, Ruth Mayoral López,

Ziortza Etxabe Ugarte

DEFINITION OF LOCAL PARTNERSHIPS Setting down a common ground of meaning

1. LOCAL PARTNERSHIP

1.1 A global definition LOCAL PARTNERSHIP An arrangement in the local context involving members of the public, private, community and voluntary sector organisations, which allocate funding and address various problems affecting local services and communities, as well as strategies and initiatives to solve them.

1.2. From ZAWP perspective, Local partnerships are meant to match local authority boundaries, with the needs of the social context (1) where things happen and support regeneration (2), improve public services (3) and tackle issues of greatest (6) concern to the inhabitants of zorrozaurre / ribera de deusto (4) during the urbanistic meanwhile (5).

Social context (1) is the indirect and direct influence individuals are in constant communication and within involvement of by means as role player or participants. Also known as social environment, means the immediate physical setting in which people were/are raised, including the culture they were/are raised in and the groups they interact with.

Regeneration (2) is the renewal through the internal processes of an existing organization based in the area or the change of an existing area or infrastructure from the life happening in each self. The renewal might be triggered by local or external inputs.

Improve public services (3) based in the local context, we meant to achieve the needs for the inhabitants as: A more fluent connection with the different neighbourhoods of the city. F.e.: Bus lines, more often, from the city center to the neighbourhood. Include the neighbourhood in to the: City services maps (Cycling routes of the city, Commercial routes, Touristic routes, Artistic routes,... Etc)

Zorrozaurre / Ribera de deusto (4) 43.267369, 2.960632 400 inhabitants approx., + 1000 professionals approx., and 2000 users (during weekend events)

Meanwhile (5) the Time frame that will take for the Zaha Hadid master plan to come true

Greatest (6) Story line of priority of things to start taking action from

2. SUSTAINABLE LOCAL PARTNERSHIP

A sustainable local partnership, will be the local arrangement that ensures the health and vitality of human life and culture and of nature´s capital for present and future generations.

Bibliography for inspiration: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: 1. “Local enterprise partnership From Wikipedia, the free encyclopedia” http://en.wikipedia.org/wiki/Local_Enterprise_Partnership 2. “A Sustainable Society: What is it? How do we get there? Stephen Viederman“ http://www.georgewright.org/104viederman.pdf :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::

SUCCESS STORY / KEY FACTSCASE TO LEARN FROM PRACTICE LOCAL PARTNERSHIP

Turning meaningful data in toolbox Facts

Methodology

FACTS

CONVICTIONS: Enable the new artists to bridge the gap between the established theater scene and the underground scene INTENTIONS: A collaborative place to make things happen COMMUNICATIONS: ACTIONS: They used the space for personal rehearsals and performances. In an individual way instead of having an collaborative working flow. IMPACTS : They decided to gather artist and play productions in residence for a length of time. A month to make the integral process of creation, development and put in

to the organization to split the costs and benefits from the productions that the Crew was developing. He made business out of it and left the crew in an unsolid situation. Interlocution between the public and the private (Active collaboration with institutions and companies)

CONVICTIONS: If we can facilitate and help the regeneration of Zorrozaurre lets make it happen INTENTIONS: Lets connect everybody and make the empty buildings come alive COMMUNICATIONS: ZAWP we will use art to regenerate the neighbourhood ACTIONS: Be a reference person (MANU) for institutions to talk to after the development of the Haceria Arteak activities through the years IMPACTS: Manu is an individual that lots of people know, but the neighbourhood has had more activities during the years. And they have been some tensions towards ahy institutions only talk to ZAWP. Laziness, a lack of neighbourhood organization, underground artist with no associations to support their activities and hold the minimum framework for cultural institutional production?

CONVICTIONS: Empty spaces, with no use INTENTIONS: Allowing possibilities to bring life COMMUNICATIONS: talk to landowners an arrange possible point of engagement, and set some common understanding.

help them succeed in their entrepreneurial adventure. IMPACTS: Monster. Is not a visible action, the flow of money and is a story to be shared. Festivals to create references. “Zona Franca”

CONVICTIONS: How can we shake and improve awareness toward the life that happens here. INTENTIONS: COMMUNICATIONS: ACTIONS: IMPACTS:

CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS: IMPACTS: Memory

CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS: Interviews and old photographs. IMPACTS: Audiovisual archive of neighbors and companies of La Ribera de Deusto and Zorrotzaurre. Social and economic revitalization of the area.

CONVICTIONS: 7,600 m2 recovery of industrial land. INTENTIONS: increase activity of industrial ateliers with artists improve infrastructure in the neighborhood. COMMUNICATIONS: ACTIONS: more than 500 activities every year. IMPACTS: 25.307 people came to ZAWP activities in 2014, 9577 people more than in 2013. 1.316 children. Mikro economy enriching. Increased consumption in bars in the neighborhood. Identity flows

CONVICTIONS: make things happen

COMMUNICATIONS: not clear enough ACTIONS: too many and too diverse

METHODOLOGY / TOOLBOX

CONVICTIONS: ¿If we would have all the budget for a great cultural production how much would you charge for your work?

INTENTIONS: If we develop culture in precarity of resources and economic conditions that don’t allow people to earn a living out of it. Lets take into account the economical value that should have our work. COMMUNICATIONS: ACTIONS: Take into account how much a production will cost and from the total split the

the revenue that we ideally had had to earn from our work in ideal conditions. Licenses.

CONVICTIONS: make the documents public for other to use INTENTIONS: COMMUNICATIONS: ACTIONS:

Identity for Urban regeneration.

forms has a cultural organization need to work with the public institutions or with the nstitutions that are a reference to nurture culture for the public? INTENTIONS: We need to work as much as we can to enable the revitalization. COMMUNICATIONS: Mosnter case. ¿Everything works? ACTIONS: haceria arteak / / / / IMPACTS: Monster case and need to explain the development of the organization to humanize the organization.

NOTE: ¿Who is who and who has been used in the ZAWP development? “Associations, company and foundation in a transition to a cluster”. Haceria Arteak is a nonprofit cultural association emerged in Bilbao, in February 1997. The association was created with a crew of 10 fellows with the aim to bridge the gap between professional theater showrooms and the alternative theater and dance space for emerging artists. For the shows and the rehearsals the crew takes an industrial space and devote it to artistic creation. Where? In a port and postindustrial at La Ribera de Deusto. This space takes its name hACERIA aretoa. Haceria understanded as a place to make, from the names literal translation that means to do “Hacer”.

After the first year, some personal profit interest and changes and successe of the emerging artist the crew modifies the daily activities as a collective and Manu becomes the president in fucktion. Dealing with theatre, art and cultural production from the public, private and nonprofit organizations. Enabling actions in the city landscapes and

the year towards the Haceria Arteak space and crew. For big productions, Manu and Haceria arteak fellows asked help and support to family and friends. Some of them working as a volunteers.* Years later, in 2008, the association puts the first seed of Zorrotzaurre Art Work in Progress, better known as ZAWP, in the context of the neighbourhood in which it operates from its origins. And Splits his

arts. 2. And use his team and the ZAWP idea to take action in the urban transformation and enable Zorrotzaurre as a location of possibilities in which “hACERIA Arteak” plays a role as legal identity. ZAWP starts to provide a different look, instead of being a passive witness for the local transformation. The volunteers, family and friends formed a working team

CONVICTIONS: Learning by doing INTENTIONS: make things happen, how to articulate a multidisciplinary cluster COMMUNICATIONS: Internal communication tool that is shared with the team members for production ACTIONS: methodology implementation

environment to enable things to happen. Form logistical perspective and learning by doing. Agreements

CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS:

CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS:

CONVICTIONS: Youth employment and support for social entrepreneurship INTENTIONS: COMMUNICATIONS: ACTIONS: IMPACTS: Local referent model

CONVICTIONS: INTENTIONS: Support the creation, research and entrepreneurship, as well as new forms of transformation. COMMUNICATIONS: Guided tours, also meeting Bilbao International and Universities, more than 1,300 people a year. ACTIONS: Involvement, care and support of the fragility of this sector of creative economy in its emerging phase. IMPACTS: Development model visited by institutions and organizations around the world.

CASE STUDY / OUR VISION & MISSION

Research approach and digging

“How an Urban master plan can brake and unite a local community and frame the relationships in the socio economic context.”

This is a compelling story about the impact of the urban plan in the public and private management of the meanwhile. The Different synergies in Zorrozaurre and La Ribera de Deusto has framed the nowadays local partnerships. In Short, during the years as the urban plan advanced, ZAWP mutated his initial identity based in the Local <Zorrozaurre to Zone>. Turning ZAWP in an atemporal form, from a located action to a modus operandi. Changing and enabling a team of people and formulas to take action in different meanwhiles that are suffering urban transformation process.

TIMELINE

Conviction: What do we believe in, what’s ZAWP ethos? What drives us?

Revitalization of the area. “ZONE” Advocate for the importance of culture and creativity for regeneration of an area. ZAWP stands for Zorrotzaurre Art Work in Progress, a movement that was created in 2008 to address the newlyapproved urban development plan for the neighborhoods of Ribera de Deusto and Zorrotzaurre. In order to revitalize the area from from its previous

industrial history, we are working to change the landscape of the peninsula through culture and creativity, and encouraging people to see what the area has to offer.

Intention: What do we want to achieve/do?

ZAWP Bilbao aims to be, in this process of urban transformation, the artistic, innovative and creative gaze. An exercise of reflection and interpretation which, in turn, works on economic and social regeneration of a degraded industrial area, through the creation of opportunities based on culture and innovation.

To encourage experimentation, production and investigation in different areas of creation and to contribute to the promotion of the creators and an international movement of

in the area that could enrich and add value to it through a flexible, multidisciplinary

For that we would want to achieve: Facilitate artist to work in their field, connect people and make a social impact with culture.

The organization’s growth and expansion should enable to employ more people and

local regeneration but make profit from the skills that has been developed during the years allowing the organization to be more self sustainable and receive less public grants.

Communication: How do we tell our story?

The organization has most of each content open in the web, but as the activity that ZAWP has develop during the years is been diverse, the web manages to be a place to discover. For instance, we are trying to address some general messages that we think has been develop and shared among our less friendly retractors. And we have identified them as The “Monster” workout. Cornerstones to build from like:

1. Everything works for ZAWP! The fact that within the buildings and activities that ZAWP has been trying to revitalize, the collaborations and subrents that happened, Brought together a big range of divers partnerships and typology of events. 2. They don´t do nothing “tangible” !

ZAWP is the only organization in the peninsula that his main purpose of existing is to revitalize. the rest of the organizations has a business activity that collaterally brings life to the area. There for ZAWP facilitates spaces, infrastructures, enables conversations, gathers people,... but they are not known for a unique thing, they are divers and the manage spaces for making things happen.

3. They have a lot of public money and they waste it! The rehabilitation of pavilions was possible because of the collaboration between the Basque government and the city council. The Government gave the grant to the council who invested the money in the rehabilitations. Zawp never receive that big grant.

A real example that has raised some public awareness in the case of “Papelera”. A building that was mapped and supported by the ZAWP crew and the Basque Association of Industrial Heritage and Public Works (AVPIOP). This building was qualified as public facility and got included in the Special Plan Zorrotzaurre, adopted on November 29, 2012. The Basque Government’s Culture Department decided to rehabilitate the space, through the “Creation Factory’s Program” and under an interagency agreement with Ekintza Bilbao (Bilbao City Hall) who carried out the work though a public competition.

During this period (20112013), ZAWP has invested money in the rent, insurance, electricity, time and human resources. The team developed a cultural content proposal for the future communal building in the peninsula “Papelera”. In 2015, Bilbao’s City Hall, published in newspapers that they were going to manage this space without clarifying how and which are the content propositions that are going to be held.

ZAWP manage to make an impact and save an heritage building but for now is uncertain the achievement of the second goal. the fact that the space is going to be for the

4. Zawp is a brand! Who is ZAWP? Althow there is an office space with a team of 8 people, the diversity of activity and the multiplicity of the volunteers, working team, collaborators etc. Has created a lack of human representation when talking about ZAWP. We have to Humanize the people and add the value within the community and communication. Probably, the fact that ZAWP

image of ZAWP as not clear and broad entity.

5. All workers are family! There are 3 people that are related. 3 of them had been since 1997 engaged with the

In the other hand we have Manu, a dreamer that has been a sponsor for all the activities. He is been working for free all the years to enable his cultural and multidisciplinary art

Manifest:

strong public vocation.

locally in our immediate surroundings and in our community.

and decentralized visions.

into practice as a citizens’ movement, open not only to those in the cultural and creative sector, but to all members of society.

well aware that, in reality, our true situation, with respect to other agents, is one of interdependence, given the highly pluralistic, diverse, and complex surroundings in which we operate. In any case, this independence must be understood as freedom and, in particular, as autonomy to exercise our rights and make decisions without outside intervention.

stimulates the generation of ideas and initiatives. We are a laboratory for research, artistic creation and production, as well as a platform for collective learning and social innovation.

ecosystem that allows not only a place to work, but also to live.

that reduces economic dependence on other agents and the assumption of an economic logic and mixed financing that meets principles of redistribution (public and private grants and investments), reciprocity (volunteering, in kind exchanges, etc.) and selffinancing through profitable market initiatives. However, none of these principles

economic and social regeneration of a degraded industrial area through the creation of opportunities based on culture and creativity and paves the way for other companies and initiatives to enter the area as well.

and innovation as a central focus and is promoted by the association itself or through practical support initiatives working in the same direction. For us, striving in this direction

from social and cultural perspectives. The pursuit of knowledge, change, solution … the forefront.

What we have done so far / Work lines / Impact?

Promote creation through urban transformation:

collaborative and transversal work.

connections.

Promote the conservation, historical enhancement, and development of La Ribera:

recognizing the peninsula’s industrial and port heritage and transformation, and witnessing the changes of La Ribera over time.

Work towards local revitalization:

neighborhood through the creation of economic, social, and urban regeneration opportunities.

Prototyping a model of urban transit “Zone Art Work in Progress”:

macro, placing value on the “meanwhile” and processes needed to be articulated.

Other aims and objectives The main goals of ZAWP are to test and experiment new creative styles, instruments and infrastructure in a lab environment as Ribera de Deusto / Zorrozaurre by:

creative industries and their relevance. New collaboration approaches: Testing concepts and process schemes for new collaboration approaches between creatives.

and process schemes for new collaboration approaches between creatives and traditional industries. Managing creativity and creative Teams: Designing and validating training concepts and coaching process schemes for creatives that are tailored to innovation processes in creative industries.

much larger uncertainties in the production and distribution than companies in other industries. Also, the number of small businesses and startups is above average. Thus sustainable networks play a more important.role. Cluster management tools, that engage effectively in this particular ecosystem, are still scarce. We will help to close this gap with our ZawpLab

Activities To address the lack of methods and tools for innovative practice in creative industries, ZAWP support managements, especially in knowledge intensive sectors by helping them to improve their daily work. This will allow organisations to offer better services in their region. To this end, ZAWP will:

Expected outcomes and impacts

for support to creative industries and instruments and tool boxes for creative cluster management.

Precisely and focused in four strategic lines ZAWP: Creation:

Revitalization:

spaces, galleries, cinema and shops selling artist and community made products

Memory:

Prototype:

entrepreneurship

WORKING FOR A SUSTAINABLE NEIGHBOURHOOD THROUGH ZAWP

Take actions to:

How:

Note: Is extremely inspiring to see the sense of community, encouraging the love and passion that we all share for our neighbourhood. Fostering community spirit in our

environmental education and showcase local environmental organisations of the city. For example:

bicycle instead of an electric blender.

generally improve the appearance of the area.

sales for local creatives and businesses: f.e. Sustainable Scarecrows

about ZAWP and our action plan, encourage neighbours and citizens to meet each other, and to highlight natural and cultural treasures of the area.

The mural celebrates:

acknowledge that it reflects their neighbourhood on an environmental,

cultural and social level.

Weeds, Water Saving Tips, Energy Saving Tips, Energy efficient appliances, Rethink and Reuse, Recycle, Sustainable Food)

ZAWP Free Zone meeting, creation and exhibition space where the visitor can

other initiatives and creations.

and production residencies.

experimentation and thinking through new media.

analyzing new languages for interactive communication and the impact of technologies.

I. ROLE IN COLLABORATIONS

Businesses are under increasing pressure to improve the sustainability of their practices. Among business leaders, there is also a growing awareness that sustainable practices such as futureproofing a supply chain, increasing efficiency or improving public image, can be good for business.

The logic of competition dictates that businesses should solve problems alone. Yet many experts say the opposite: structured collaboration can be an effective method for developing and implementing solutions to complex sustainability challenges.

Collaborative efforts within the corporate (forprofit) sector may occur within organisations, groups and teams that span organisational boundaries,such as supply chain partnerships and strategic alliances with other corporate entities.

Solutions are often generated by sharing knowledge, and learning how sustainability challenges have been met by others. ZAWP, an exhibition and event space, wants to create a space for this to happen. Its mix of conferences, events and exhibitions are designed to showcase different solutions and inspire organisations to further their own sustainability.

ZAWP is proud to have a niche sustainable event space/neighbourhood. True sustainability cannot be achieved in isolation. If we look at any company process, whether it is supply chain or operation, there are almost always multiple stakeholders. While they may all have a sustainability focus, their specific goals could be drastically different.

II. REHABILITATION, EXAMPLES, STORIES

III. MEASURE THE IMPACT OF OUR WORK

IV. FAMILY TREE VS ORGANOGRAM OF PARTNERS

V. VISIBILITY OF WHERE IS THE MONEY

VI. UNIQUE SELLING PROPOSITION

PEOPLE & ORGANIZATIONAL FLOW ZAWP & ZORROZAURRE / RIBERA DE DEUSTO Organogram of partners

Human ecosystem 2015 / Organizational ecosystem

Human ecosystem 2013-2014 / Organizational ecosystem

PEOPLE PROFILE Humanize the ZAWP evolution

Who we should interview?

Typology of people and definition

Teamwork, management of grands and invoicing / Logistical management / Communication / Management / President

Investor

Partner Projects

Institutions University and professional school

Companies (SME) Organizations and collectives Local Associative movements

Individual collaborators: People that has engaged with ZAWP

Makers: ZAWPer in residence

Shareholders & members:

Volunteers:

*Definitions from each tag my be useful for other partners

PEOPLE PROFILE / NETWORK

Names , surnames + WEB / Links

Initiator:

Vision:

Ruth Mayoral López

Finance:

Property:

Neighbours:

Estibalitz Nabarro Eneko Izaskun Bezold Miguel Iriondo Izaskun

Luis Fernandez Yolanda Veiga Libe Irisarri Iban Gomez Naroa Gaitza Egoitz Ezenarro Maritxu Agirre Eneritz Duñabeitia

Camila Bertolone

Local Community: Maite Gastañaga

Iñaki

Imanol Lara Txus Gonzalez Ziortza Etxabe

Txoko IbaiAurre

Partners: Elisa Belmonte

Collaborators: Lara Temiño

Stakeholders: Tania Diez Aritza Castillo

Makers: Tania Diez Aritza Castillo Ruth Mayoral Miriam Ramirez

PEOPLE PROFILE

WHO: Manuel Jesús GómezÁlvarez Ekintzaile / Promotor / Initiator, Ideia sortzailea, ideador conceptual / Vision creator, Diru (laguntza, gestio…Economicamente / Finance related, Egileak / Hacedor / Maker

What does he/she do?

ecosystem. Nowadays? President of red Trans Iberica

President hAceria arteak ( 1997present) CEO and unique administrator at Isifuera (2011present) Director hAceria arteak (19972014) 18 years

“I+D+i

Descubrir nichos de negocio Enfocar la mirada de la creación hacia entro tecnológicos.”

During the time line of ZAWP: Founder of hACERIA arteak / artist /

His/Her local definition of local partnership:

y canalizarla, tanto en el fondo como en la forma. Un camino por hacer. Faltan las

CONVICTIONS: To see his dreams come true. How something that he has imagine while driving trains can get shaped in actions. Todas. Pero falta la Biblia. Creer para crecer, pero el alimento

trocear el elefante.

INTENTIONS: 1997 /2015... Calcular... 18 años dan para mucho... muchas colaboraciones, exitosas en diferentes contextos. También fracasos, malos entendidos... quisimos pero no supimos...

fallidos. Pero intentos!! y seguimos pero debiéramos intentar después de negociar el marco de colaboración. Que, por que. para que.... Permanente la comunicación via redes

la comunicación, como puede ser OOS.

COMMUNICATIONS:

ACTIONS: Facilitator of economic conditions to build from. ¿? Si nos referimos a las pasadas o

agentes locales con los que no colaboramos... buscar acciones comunes pero tal vez con terceros agentes...OOS? Monterrey Politécnico, Universidad de deusto, Ayuntamiento.... Interfaz colaborativo!!! El queso del Sanwich o el York... a veces el tabasco!!! algo que llevarse a la boca. Concreción. Buscar la cuarta dimensión.. Colaboración Cuántica!! Por

IMPACTS:

consultant. Creative sunergy facilitator. EGin Book production system developer. Muchos...

es el Quiz de la cuestión, sin colaboración no hay acción y por lo tanto no hay impacto. AL margen del premio Ercilla a la labor teatral de 10 años, y algunos premios más, el mayor impacto es es la propia existencia, los retos por resolver, y sobre todo “Somos

estando” este es el impacto. No quiero referirme a miles de reseñas en prensa, TV o

WHO: Tania Diez Stakeholder / Maker

What does he/she do?

Nowadays?

Bazawp popup art products shop coordinator (2011present)

Production manager ZAWP

During the time line of ZAWP: Stakeholder form hACERIA arteak, volunteer for 2 years and worker sinc 2011 in the

His/Her local definition of local partnership: CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS: IMPACTS:

WHO: Stakeholder / Doer

What does he/she do? In charge that actually everything that happens is done and is about to occur in Zawp. Likes to negotiate everything negotiable and face difficult challenges. Nowdays and thanks to the experience acquired during more than 12 years working in production events, Aritza is the production manager of hACERIAZAWP. He always says he has the

great movement and because he has the possibility of to meet new people, with whom he cano share a way of life.

Nowadays? During the time line of ZAWP:

His/Her local definition of local partnership:CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS: IMPACTS:

WHO: Ruth Mayoral

What does he/she do? Nowadays? During the time line of ZAWP: His/Her local definition of local partnership: CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS: IMPACTS:

WHO: Jon Ribechini Initiator / Vision / Finance

What does he/she do? Diru (laguntza, gestio...) / Economicamente / Finance related

Nowadays?

Administración, Labores contables, Labores administrativas

During the time line of ZAWP: His/Her local definition of local partnership:CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS: IMPACTS:

WHO: What does he/she do? Nowadays? During the time line of ZAWP: His/Her local definition of local partnership: CONVICTIONS: INTENTIONS: COMMUNICATIONS: ACTIONS: IMPACTS:

My connection with hACERIA Arteak started many years ago, when the husband of my

school theater. “I was 14 and by that time I dreamed of being a painter and dedicate to color the drawings of the Disney films, I loved the color !.” The theater was me away but

the family always supported, along with my parents and decided to become a member of the Association, with a financial contribution which helped to Rehabilitate the space soon became hACERIA Aretoa.

pusimos la ropa de faena y comenzamos a pintar paredes de dentro y fuera. A partir

comencé mi primera carrera: Publicidad y RR.PP. y para ir sufragando los gastos que

personal de inventario en distintas tiendas y mi primer contacto laboral con Haceria,

real y decidimos enfocar nuestro estudio en la Asociación Haceria y la sala del mismo

de prestar mayor atención a estos asuntos, por ello nos ofrecimos a realizar prácticas durante 3 meses durante los cuales desarrollar un Plan de Comunicación real y práctico

voluntaria las dist

PLACE PROFILE OF ZORROZAURRE 6 RIBERA DE DEUSTO From peninsula to Island

Overview of the Peninsula to Island transition

Zorrozaurre (in Basque and officially Zorrotzaurre) is the name given to the peninsula formed after digging the channel of Deusto in Bilbao, Biscay, Basque Country. The name is a compound of the basque words Zorroza (Zorrotza: sharp) and aurre (in front of) neighborhood located at the left side of the river.

It is officially part of the district of San Pedro de Deusto La Ribera, although traditionally has been considered a separate district.

the seventies this is a neighbourhood in continuous industrial and social decline and in which nowadays live only five hundred neighbors approximately (with squatters and immigrants without documentation People who have occupied buildings).

The urban area of Zorrozaurre occupies a total area of 838,781m2, of which more than a half belong to public entities (Basque Government, Bilbao City Council and Port Authority of Bilbao) the remainder being shared between various private owners. In the midsixties Zorrozaurre was immersed in an industrial strength era, fueled by the unfinished opening of Deusto Canal by the Port of Bilbao. In this scenario they were consolidating various industrial activities, especially those related to port activity on both sides of the channel, as well as other productive uses in the old Ribera de Deusto.

However, the economic crisis of the seventies affected the entire industrial development causing its decline. Part of the industrial activity was abandoned and consequently living

spaces. In 1995, following the approval of Bilbao´s General Management LandUse Planning, the industrial use of Zorrozaurre became residential. Over time, The drafting of a Special Plan is requested, in the urban design of the area. In 2001, public and private owners of Zorrozaurre constitute the Zorrozaurre Management Committee for the Urban Development to promote and implement the plan of the urban regeneration of the area.

Hadid. Developed in 2004 and revised in 2007, it includes the complete opening of Deusto Chanel, transforming the peninsula of Zorrozaurre in island. In November 2012 the Bilbao City Council finally approved the Special Plan of Zorrozaurre.

Various actions are progressively consolidating the future Island of Zorrozaurre Island: Public infrastructure: Deusto channel opening Frank Gehry bridge San Ignacio – Zorrotzaurre bridge New buildings: New headquarters of IDOM New clinical of IMQ (Medical surgical) Rehabilitation of buildings: Rehabilitation of residential buildings Papelera Building rehabilitation for cultural use ZAWP Bilbao (Zorrozaurre art Work in Progress) (creative neighbourhood)

Key facts! According to the research, Bilbao has perhaps the most densely located artistic community than in any other province of the Basque Country.

Where can these artists be found? Mapping Artists, Artisans and Cultural Workers in Biscay, indicates that in Bilbao, ‘most of the areas with highest concentration of artists are fairly centrally located’. “…Strategies to encourage the creation industries should include the development and maintenance of neighbourhoods that are accessible and desirable for creators” The distribution of artistic neighbourhoods across the city of Bilbao is far from balanced. The top neighbourhoods are located in Ribera de Deusto Zorrozaurre, San Francisco,

“On an individual level, the arts can stimulate, inspire and entertain. At the neighbourhood level, strong artistic environments may contribute to changes in local economies, social environments, neighbourhood character and demographics.“ So, what are the implications for other Bilbao neighbourhoods?. Cultural development in cities is partly an issue of neighbourhood development. Most artists and cultural workers are already familiar with the significant role that they play in the development of home communities. In addition to maintaining the level of artists residing in downtown neighbourhoods, it is important to consider the development of the areas of Bilbao

mentioned before. As Bilbao continues to expand, how can we support the growth of artistic neighbourhoods in outlying areas?

“There is a large body of research that shows that the arts can contribute to the quality of life as well as the social and economic vitality of cities….In short, a strong artistic community anchored in strong local neighbourhoods can enhance the whole community’s wellbeing. For these reasons, it is important to identify and track creative neighbourhoods – areas that are attractive to artists for a number of reasons: inexpensive housing, access to employment and selfemployment opportunities, access to resources (such as studio space, galleries, rehearsal and performance space, artist run centres and associations), social networks, physical environment, family reasons and more.“

Focusing on our research To understand the synergies and corner stones in the ZAWP Local partnership´s development we need to understand the possibilities and frames that the peninsula of Zorrozaurre and Ribera de Deusto set us. The spatial research determines how places can enable and define the life and the way people collaborate with each other. The current site of ZAWP can be described in measurements and put in each spatial

Approach to visualize the case study:

¿What was there?¿What is here? ¿What is supposed to be here? Buildings, owners and activities.

NOTE: Visualize, the payments and support for other activities.

ZORROZAURRE RIBERA DE DEUSTO LIFE MAP ZAWP ECOSYSTEM MAP

through art, creativity and innovation, offering a different view of the process of urban transformation, settling in the “meantime” (meanwhile while become). Launched in 2008, ZAWP develops its activities in a dozen former industrial buildings in the area of Ribera de Deusto who have been rehabilitated inside the Creation Factories Program of the Culture Department of the Basque Government, with the cooperation of the City of Bilbao. Among the activities developed in ZAWP are the following ones:- Artistic interventions in different parts of the neighborhood - Reactivation of industrial buildings for creative uses - Conservation of the historical memory of the area

How does the urban plan affect us?

tool. Our activity exceeds that limitation focusing on the whole area of La Ribera and connecting also nationally and internationally. Therefore, the future for us is not limited to the existence of the pavilions we manage. Obviously, ZAWP will mutate as the urban plan advances. However, ZAWP has been thought from its beginning to settle in temporality, in the meanwhile of the transformation process, since this is a real uncertainty interval for citizens.

GARABIA ZAWP ARETOA Originally constructed as part of a sawmill, this building served as a workshop. The location has been recovered and transformed into a multipurpose space that is dedicated as a point of creation and exhibition for any and all disciplines, as well as a

of use by zawpers and other creators and artists. From Thursday to Sunday, there is a bar area, popup shop (BAZAWP), and official Bookcrossing point open to the public. Garabia provides all this, along with a rich and varied offering of cultural activities.

Garabia images before rehabilitation of the interior/exterior of the pavilion

BAZAWP BAZAWP is a physical and online store of ZAWP based on the POPUP store philosophy. By its nature and spirit serves as a springboard to emerging artists, BAZAWP has a popup identity and takes physical form as temporary exhibition of various artists. There for, BAZAWP serves to introduce new products or product lines and attract the attention of potential new clients and bring the customer a product that is already marketed on the Internet. The creations are made by residents zawpers, other creators and ZAWP movements own designs. Within BAZAWP, there is also a space for creations of our elders, our corner “Amama

reuse and recycling, boosted by the draft ZAWP “3Rcycle” . Currently (2015), BAZAWP is located within the space Garabia and there you may know and purchase the works of local and national artists working in different artistic disci

HACERIA ARTEAK Since it was founded seventeen years ago, La Haceria has served as a versatile space

reconverting the sawmill into the space that it is today. Haceria Aretoa is currently formed by different thematic clubs that spread and generate formative and cultural activity and helps to promote the revitalization of the area in it’s own unique way.

02. SHARED WORK SPACES ETC02 is a shared workspace located in an old industrial hall of 250 m2 renovated and adapted as a place to create, develop and share artistic, creative and innovative ideas and

ETC02 is a place to start or continue your selfmanaged activity and without requiring

Before rehabilitation of the building

ZAWPLAb is ZAWP’s shed dedicated to international residencies focused on urban and social transformation, as a concept or as a target. The purpose of this program is to encourage experimentation, production and research in different areas of creation, contribute to the promotion of creators and promote international mobility of cultural

may enrich and put in value over a flexible and multidisciplinary work space.

06. THE TERRACE

company, the particular breeze that being surrounded by water brings us; a place to meet people and share experiences. This space is another place that gives meaning to the “meanwhile” because it’s conceived as a creative and exhibition space constantly updated. While the intended activity goes, the square changes its image depending on the good work that bring the comings and goings, our creative future tidal island of different artists.

Terrace space before rehabilitation

08. LOFT ZAWP

LOFT ZAWP is a coworking space situated in a former carpentry building that has been rehabilitated and adapted into a place to create, develop, and share ideas and artistic,

LOFT ZAWP is divided into two floors: the ground floor is the office and workplace of Asociación hACERIA arteak, and the top floor is a coworking space with desks, a conference room, as well as a kitchen/dining room. This is a place to start, or continue, your activity in a selfmanaged way, without having to

Other local projects and cohabitants of the ecosystem map of Ribera de Deusto and Zorrotzaurre

CRAZY TOWN A coworking space that rented out an space neighbouring ZAWP´s spaces. ZAWP managed to support them economically with the rehabilitation. The Coworking activity didn´t succeed at that time but the infrastructure reminds and since then is been used by Pabellon Nº6 as their cantine.

GURE TXOKO SKATE ESKOLA A few years ago, the skaters of Deusto, tired of antiskate climate, decided to make a small indoor skatepark. During its history, the indoor has changed course several times, moving toward the practice of skateboarding in transitions, compared to last street circuit modules. The turning point was the flood that they suffered in May, the desolation became opportunity, and after getting this new indoor space, they set to work to rebuild their dreams by recycling all the old wood serviceable from the previous gure txoko. They asked for leftovers to stand construction, decoration and facilities companies, plus reusing screws. Zawp helped Gure Txoko Skate Eskola in 2011 with economical support

neighbour initiative. It is a threestorey elongated bowl, 120.00 cm, 160 cm and 180,00cm 25 meters long and 9 wide, with a pair of hips with different characteristics, one round and one corner, and curvy of different radios. A quick bowl of skating, to wake up minds, and responsiveness, although it is higher, more affordable than the last.

PABELLÓN Nº6

promoted by the Association of performing arts creators composed of 13 multifaceted creators with different view of the performing arts. This space was rehabilitated under ZAWP and in addition, financed the collective, part of the rent. This process and

development independently from 2015.

EIDABE One of the oldest initiatives in the area. ZAWP helped them with the renovation of the renovation of their sheiling and heating system. EIDABE is a company dedicated to cultural management since 2006, working mainly in three areas:

PAPER FACTORY (PAPELERA NERVION) Aware of the need to preserve the industrial heritage, ZAWP engaged with Asociación

in La Ribera de Deusto as the master Plan did not introduce it in their planning. For this matter, ZAWP had to rent the space before the building was considered heritage. The need to pay the rent and the process of decontaminating a private owned space

rented by ZAWP. Successfully they manage to engage with the Basque Government and the City Hall for the recuperation of the building. The Basque Government gave the money to rehabilitate

professionals from different sectors and people socially reinserted through the regional employment plan while the rental of the space was paid by ZAWP. Shortly, a construction mistake was made by the city hall management and the building

and sub rented by ZAWP. ZAWP got out of the rental responsibility and the original plan of supporting the cultural activity within the building. Nowadays, the building owner is the city hall and is meant to became an AUZOFACTORY.

Development of the Building each self as a prototype for ecological transition? The renovated building Papelera Nervión (Paper Factory) building will be the

during the summer, after storage, will be use in cold winter time. A system sponsored

Germany.

systems. The initiative, called Integration Effective Seasonal Thermal Storage Systems in Existing Buildings, is in full swing, in the old pavilion, which is set to become a benchmark for

alternative arts, and which shall be administered up from autumn by Ekintza Bilbao (Local Business Public Entity, which aims to generate economic and social wealth for the city, enhancing our capabilities as an investment destination, business creation and growth, attracting visitors and talent. Improving access to employment opportunities.) In sum, Einstein intends to develop, and demonstrate that it is feasible to a heating system with low energy consumption, based on the seasonal thermal storage in combination with heat pumps, to meet the demand of buildings, with many years in their partitions. Together with Tecnalia and the City, through Bilbao Ekintza, are also involved

Government entities and with money from a European program. Acciona has been the construction company involved in the initiative. The solar panels, which absorb the sun’s heat in the summer months, have been installed in the roof of the old tank curve of the paper roll´s store. They have also been placed control panels, and pipes through which hot water will run until the water tank, and then into the warehouse. The heat, will be provided from below, thanks to the floor heating, which was installed during the renovation, and also through heat pumps.

about ten meters high, has a special foundation, and inside, stores the water, previously heated with solar panels. Stagnant fluid volume, will be about 200 cubic meters. A special insulation, in which has worked Tecnalia, will be what will allow to maintain 90-95 degrees, which reach the liquid in the tank. The calculations that have been made, indicate that it can lose a degree of heat a week. Loss acceptable, given the climatic conditions of Bilbao. Another advantage is that stratification tank, allowed to charge the water tank while it is extracted for heating function. While the vessel is in hot water, the bill will be of zero euros. One of the disadvantages to be found in Bilbao, is the peculiar utility that will have the Papelera Pavilion. Its future use will be varied, always aiming to develop alternative cultural and social activities. This will mean that the needs of heating, vary greatly and are not homogeneous.

KAROLA ZIRKO ESPAZIO

to create. The Association of Professional Circus of Biscay, requested assistance to ZAWP. From ZAWP manages to find a suitable space for their needs, the old building of Maderas Deusto as well as requested the Basque Government to spend 50,000 euro of the budget that would spend in Papelera Space (Bin) (1 million euros).

dedicated to the arts of circus and street theatre where professional companies can grow in a space designed based on your needs: training and rehearsal rooms, warehouse, office and workshop exhibition. This space has been renovated with the help of ZAWP

PIUGAZ, INDOOR CLIMBING The climbing wall is located in Hall Piugaz Bilbao, it occupies 2,000 square meters, located on the street Olagorta No. 25, next to the former biscuit factory Artiach. The construction of the climbing center, has more than 100 blocks for all tastes and levels (from beginners to professionals), it has been promoted by a group of professional athletes who have already spent a decade managing a similar space in the Italian city of Florence . Proponents point out that, by size and facilities, the new climbing wall is level

source of urban culture.”

ZIRKOZAURRE

training classes were developing in different circus techniques. There was a need to have a space in which to continue to offer training in the various disciplines and Zorrozaurre booming cultural district in Bilbao, proved to be the neighborhood where they found a place with the right features to further develop these activities. It is a cultural association which began operation in November 2011. It currently has 80 members and five resident

circus galas and programmed open samples. In total more than 500 people have already gone through the space.

scale, aerial hoop, fitness and flexibility. These courses are aimed at both beginners and advanced students. Also, there are circus classes for children from 3 years. Also they are offered periodically intensives during weekends, in different disciplines, which have been professionals who come to share their knowledge. People have come from about 3 to 45,

company in the field of circus. The motivations are very different, from people who want to try some discipline, to people who want to play sports, and prefer to come here before going to a gym, to people who already have expertise, and need to keep training. Haztegia, is the creation incubator of Zirkozaurre, subsidized by the Factories Program of the Basque Government.

Zirkozaurre, open this call for artistic residencies: Improve the accompaniment of creators, artists and promoters of professional circus arts

amateur circus artists, they can live a process of creation and research, facilitating their

digital platforms, and ICTservices, as well as offering preferential access to vocational training program Zirkozaurre.

TOKYO STORY Until december 2014 the pavilion was inhabited by Delirium Studios, a factory of Independent videogames and since february 2015 it´s inhabited by Tokyo Story, a vintage

and neighbouring needs.

PIN Y PON Vintage store and workshop space. Independent entities that use neighbouring spaces.

ESPACIO OPEN Started at ZAWP space 02 as Open your Colectivo and they were 10 or 12 members? As their activity grew they started to search for spaces that could suit their needs, so they move to the Old Cookies Factory Artiach where they are enabling other activities to settle down. Since 2009 Espacio Open is fully involved in creative and positive social change

first initiatives of the creative Zorrozaurre.

GENERAL DATA ABOUT THE ISLAND

Housing rehabilitation Surbisa (public company of the City of Bilbao made to encourage urban rehabilitation of residential buildings of the municipality) is responsible for coordinating and processing rehabilitations: of the 47 existing residential buildings, 42 were considered likely to be rehabilitated. Of these 42, 17 buildings have completed reforms; 8 have scaffolding

only 7 buildings would be pending of rehabilitation. The reforms have been significant, as many of these houses are over a hundred years old, and the maintenance performed has been little or no for decades, due to uncertainty in the area. Therefore, they have had to strengthen the pillars of some buildings and incorporated thermal insulation and other energy efficiency measures proposed by Surbisa. With the works, buildings have gained access, and elevators were built in blocks of more than three floors. Since being processed, the declaration of Integrated Rehabilitation Ribera de Deusto Zorrotzaurre Area, residents have benefited from substantial subsidies, to undertake the rehabilitation works. It is estimated that the rehabilitation work completed in 2017.

Industrial activity In Ribera de Deusto Zorrozaurre hundred companies with over a thousand workers remain active. Workshops and pavilions occupy about 200,000 square meters, a third of the surface area.

The Basque Department of Industry, and the Bilbao City Council, signed the agreement which Sprilur, public society for the promotion of soil, will be responsible for the rehabilitation of some old buildings as: thermoelectrics Consonni, Elorriaga Electric Industries (Lancor) both unemployed for years. There are few industrial landscapes, with many nuances, such as Ribera de Deusto Zorrozaurre. Large enterprises, workshops of craft and few workers, huge warehouses with modules for rent, and disused pavilions still with owners. They are pictures that do not fit in the promising urban development of the area, although many of them do not see clearly the way out. Industrial activity, or what remains of it, occupies about 200,000 square meters, a third of the surface of the future island. There are a hundred companies active where they work between 1,200 and 1,500 people.

HISTORICAL PART

The neighborhood / Origin and history

With the completion of the channel for industrial purposes, the peninsula was born in 1968, fortyseven years after the annexation of this industrial and port riverside of Bilbao. Until then, all this land consisted of open fields, which housed the famous Deusto tomatoes and bourgeois homes, among other things. Today, it seems to be an industrial area in decline. However, this is a neighborhood where, in addition to a declining industry, live about four hundred neighbors, most of them are elderly, quite cut off from each other due to the elongated shape of the peninsula, which prevents the creation of different walkways, and sufficient meeting places. Two neighborhoods generated around

a single riverside: La Ribera de Deusto and Zorrotzaurre. Therefore, there is not only one differentiated territorial identity from the rest of the city, but also within the peninsula itself. It is an area that was left out of the industrial restructuring process of, and that affected the closest places to the center of Bilbao. This circumstance has made to stay in a different reality to the rest of their environment. An environment that has been changing urban, social and economically to new ways of understanding life and the development of the city.

Meanwhile, at the peninsula, the industrial activity has been declining but, nevertheless, it retains much of its personality, because this activity has not disappeared completely, there has not been a drastic break with its past, maintaining, over the time, its particular rhythm and lifestyle, reinforced by the geographical / physical characteristic of peninsularity. Currently, its facing the start of a restructuring process that will last more than fifty years. It is in this context that we call Meanwhile Meantime, from where we

Ruth Mayoral López.

Project coordination. Spent much time on production and cultural management. Now she is more focused on the study of citizens movements and urban transformation through creation. Zawp’s manager in Bilbao. Love to learn from others. Peripheral vision, detailed and critical, analytical and synthetical skills, curious to learn, maintaining objectives, self-criticism, empathy, flexibility in action, humor.

Ane San Miguel Crespo

Toolbox manager and research researcher. Passionate about challenging mindsets and souls with a humanized approach to enrich the working athmospheres. Hosting milestone based in her attitude, fresh and natural. No pattern to filter. Creativity and expression are her tools and spread energy all over the working space a collateral matter. Knowledge management.

Ziortza Etxabe Ugarte

Research manager and toolbox researcher. Consultant, Team Coach, catalyst and trainer in entrepreneurship, creativity, leadership and innovation. But above all this, I consider myself an explorer of creative ideas. I am a social entrepreneur that take into account a positive return to society; I attempt to further broad social, cultural, and environmental goals and often associated with the voluntary sector.

ECOLOGICAL TRANSITION

led by Les Darwiniens, Bordeaux, France

coordination : Mehdi Hazgui, Christiaan Weiler

ECOLOGICAL TRANSITION - A DEFINITION

This is a global definition of ‘ecological transition’ - the theme we manage as partner in the Erasmus+ project Origin of Spaces.

Before trying to give a definition of the theme, it seems logical to see that the ‘transition’-part refers to a change from one state to the next. We need to understand how ‘we can transit to another state of ecology’. The notion of ‘sustainable development’ is intimately related to ecology, and more widespread. However it is also politically colored. To give a first draft of a possible definition, it would seem more helpful to make a short historical summary of how the subject came to be part of our daily life, and how it has developed since.

For the project Getting through the global definition, and then working towards the local Darwinien definition, helped get a clearer picture of what kind ecological and sustainable transition we mean when we work on it in Bordeaux. The attached graphics are meant to simplify the understanding of how a larger global definition (1) was reduced somewhat to a Darwinien definition. Since we don’t spend so much time on question of ‘population’ and ‘governance’, these fall away (2). Since there is a certain balance of ecologically oriented business activity (3), this balance was ‘applied’ to quantify the importance of certain aspects rather than others. Finally we could say that in Bordeaux, our transitional practices for ecological sustainability concentrate mostly on ‘business activities selling services regarding Energy, Water and Waste (4). So this is what we intend to aim for with our Success-Stories.

Shortest It begins as awareness of the fragility ecological systems. It is soon after put in relation to (the need for) economical and social development. It has been implemented in many national policies in terms of goals for : energie, transport, industry, natural resources, public health, and urban planning. There are two ‘opposing’ and sometimes mixed propositions for future development, one based on relience on technological solutions for growth, the other based an the principle of de-growth and reducing consumption.

Short historyIn 1972, the same year as the beginning of the first oil crisis, the ‘Club of Rome’ published the book ‘Limits to Growth’. They described themselves as “a group of world

citizens, sharing a common concern for the future of humanity”, and they extrapolated that “if the present growth trends in world population, industrialization, pollution, food production, and resource depletion continue unchanged, the limits to growth on this planet will be reached sometime within the next one hundred years (2072). The book came in the same year as the United Nations Conference on Human Environment held in Stockholm in 1972. The discussions among the many various participants led to different positions on the matter. A central point of disagreement was about the western conviction of imposing a restraining of economical development on all countries, for the sake of the environment, while the western countries were most responsible for the environmental situation. Some ten years later the Brundtlandt report was presented to the United Nations Conference in 1987. The ensuing debate heightens awareness of the interconnections between several well-known global problems. In the report, called ‘Our common future’ the disagreement was solved by ‘reconciling’ the environmental situation with three simultaneous objectives of ‘sustainable development’ : ecological, economical and social development. Policy directions were established : 1. Population and Human Resources, 2. Industry, 3. Food Security, 4. Species and Ecosystems, 5. The Urban Challenge, 6. Managing the Commons, 7. Energy, 8.Conflict and Environmental Degradation. In later editions these objectives have been materialized. In Rio de Janeiro in 1992 the Agenda 21 was presented. In 2005 in Kyoto developed country were bound legally to goals for greenhouse gas emission reductions. The conference in 2009 in Stockholm was generally seen as a defeat for ecology, as it was dominated by the economical crisis. It has been suggested that the lack of hierarchy for the three pillars of sustainability gave way to political ambiguity and lack of initiative.

Recent implementations After these developments, the European Union sets overall objectives and concrete actions for seven key priority challenges for the period until 2010 : 1. Climate change and clean energy, 2. Sustainable transport, 3. Sustainable consumption & production, 4. Conservation and management of natural resources, 5. Public Health, 6. Social inclusion, demography and migration, 7. Global poverty and sustainable development challenges. The French government answers with the Grenelle I and II legal packages containing six pillars and the ‘outlines’ and ‘logistics’ of the application on regional and local level : 1. Improving the energetic performance of buildings, 2. Creating a change in transport Use, 3. Reducing significantly energy consumption and carbon emissions, 4. Preserving and restoring biodiversity, 6. A new ecological governance model. Additional attention is given to energy production, storage and consumption, to the circular economy, and dependance on rare materials.

Two schoolsThere are primarily two schools that can be distiguished in the way they see a sustainable future. They can simply be indicated as growth-oriented and degrowth-oriented. Between the two there is a grey area of combined orientations.

The growth-oriented point of view assumes that technological innovation will and is providing the solutions to the situation, so that people may keep or even increase their comfort. Jeremy Rifkin, author of ‘The Third Industrial Revolution’ is particularly confident about this, saying that open-access online-tools, distributed individual means of production and techniques of renewable energy, will eventually converge to a democratically distributed energy, like information on the internet. His Third Industrial Revolution will be oriented towards : 1. shifting to renewable energy; 2. transforming the building stock into micro–power plants; 3. deploying storage technologies to store energies; 4. using Internet technology to transform the power grid into an energy internet; and 5. transitioning the transport fleet to electric vehicles on a smart power grid. The well communicated concept of Smart-cities is an important component of this approach - where the Internet of Things will deliver the necessary means to monitor and optimize consumption. Many governmeantal programmes are based on this strategy of ‘distributed capitalism’. The Circular economy, or Cradle to Cradle as it was called in 1992, is another important element of the growth-oriented approach. It believes that, as in nature, waste should not be considered as such, but rather to be used in a next cycle. These approaches can be seen as ‘engineering’ approaches as they try to master the technicalities of the situation. In an far reaching biologically supported approach, biodiversity is a key element of sustainability. Ecologists speak of ‘ecosystem services’ as they describe the required stable interrelation between natural systems and human culture. But there are also opinions on this positive point of view, that say that its benificial effects might be restricted to only few participants in society.

In contrast to this is the ‘degrowth’-oriented approach. In this approach is believed that the planet will under no circumstances be able to sustain prosperity as it is known today in the western world, and as it is pursued by the emerging economies. Achieving a quality life is now uncoupled from material consumption, and brought back to the definitions of Abraham Maslow’s ‘Hierarchy of Needs’, where physiological, safety, love, esteem and self-actualization needs can be met without material consumption. When we read Tim Jackson’s ‘Prosperity without Growth’, we see how the debate changes focus, away form environmental performance, and towards life qualities “in the strength of our relationships and our trust in the community... by our satisfaction at work and our sense

of shared meaning and purpose”. Others are more radical, such as the ‘Amis de la Terre’, who proclaim that ecosystems nearing the end of their existence, that capitalism is an obsolete model, that there can’t infinite growth in an finite world. They propose frugality and equality through degrowth. Philippe Bihouix recently published his book ‘The Age of Low Tech’, where he proposes numerous low-tech solutions to attain ecological sustainability, such as putting on a sweater, accepting the seasons climate, and paying deposits on packaging, to bring down consumption to 25% od the current level.

In betweenIn between these seemingly opposed positions there is a multitude of mixed propositions. As an example there is the french association Negawatt that quanitifies a short term transition trajectory by both energy consumption reduction and energy production alternatives and optimization. The sharing economy means to maintain the level of services that can be consumed, by multiplying the users per object. The central idea is to reduce the material needs, by optimizing their usage, characterized by the phrase : ‘you don’t need a drill, you need a hole in the wall’. The business and culture cluster Darwin in Bordeaux, managed by the property developer Evolution Limited, focusses on a mix of objectives : 1. Energy saving, 2. Material source efficiency, 3. Zero waste by recyling, 4. Motorized traffic reduction, 5. Health in interior ambiance and well-being, 6. Biological and local food principles. Reuse and renovation of the buildings, but also of waste, is a way of dramatically reducing their ecological footprint immediately. Similarly, collectives like Gapfiller, LIVS and Festa, who came about after the 2000 and 2001 earthquakes in Christchurch NZ, show the dynamics that can come about in a context of imposed re-use, as the city center needs immediate (temporary) rebuilding.

ANNEX REFERENCES TO ECOLOGICAL TRANSITION AND SUSTAINABLE DEVELOPMENT

Meadows Dennis - Club of Rome - UN Conference of 19721972 http://web.ics.purdue.edu/~wggray/Teaching/His300/Illustrations/Limits-to-Growth.pdf2000 http://www.greatchange.org/ov-simmons,club_of_rome_revisted.pdf2010 http://connect.clubofrome.org/ecms/files/resources/What_was_the_message_of_Limits_to_Growth.pdf

[...] to investigate five major trends of global concern : accelerating industrialization, rapid population growth, widespread malnutrition, depletion of nonrenewable resources, and a deteriorating environment. Our conclusions are: 1. If the present growth trends in world population, industrialization, pollution, food production, and resource depletion continue unchanged, the limits to growth on this planet will be reached sometime within the next one hundred years. The most probable result will be a rather sudden and uncontrollable decline in both population and industrial capacity. 2. It is possible to alter these growth trends and to establish a condition of ecological and economic stability that is sustainable far into the future. The state of global equilibrium could be designed so that the basic material needs of each person on earth are satisfied and each person has an equal opportunity to realize his individual human potential. [...] follows a pattern that mathematicians call exponential growth. [...] Faith in technology as the ultimate solution to all problems can thus divert our attention from the most fundamental problem--the problem of growth in a finite system--and prevent us from taking effective action to solve it. [...] All the evidence available to us, however, suggests that of the three : alternatives--unrestricted growth, a self-imposed limitation to growth, or a nature-imposed limitation to growth - -only the last two are actually possible. [...] The equilibrium society will have to weigh the trade-offs engendered by a finite earth not only with consideration of present human values but also with consideration of future generations. long-term goals must be specified and short term goals made consistent with them. [...] We cannot say with certainty how much longer mankind can postpone initiating deliberate control of its growth before it will have lost the chance for control.

Brundtland Gro Harlem - UN 1984 - 1987http://www.un-documents.net/our-common-future.pdf

[...] This Commission believes that people can build a future that is more prosperous, more just, and more secure. Our report, Our Common Future, is not a prediction of ever increasing environmental decay, poverty, and hardship in an ever more polluted world among ever decreasing resources. We see instead the possibility for a new era of economic growth, one that must be based on policies that sustain and expand the environmental resource base. And we believe such growth to be absolutely essential to relieve the great poverty that is deepening in much of the developing world. [...] Humanity has the ability to make development sustainable to ensure that it meets the needs of the present without compromising the ability of future generations to meet their own needs. The concept of sustainable development does imply limits - not absolute limits but limitations imposed by the present state of technology and social organization on environmental resources and by the ability of the biosphere to absorb the effects of human activities. But technology and social organization can be both managed and improved to make way for a new era of economic growth. The Commission believes that widespread poverty is no longer inevitable. Poverty is not only an evil in itself, but sustainable development requires meeting the basic needs of all and extending to all the opportunity to fulfil their aspirations for a better life. A world in which poverty is endemic will always be prone to ecological and other catastrophes. [...] The Policy Directions : 1. Population and Human Resources - 2. Food Security: Sustaining the Potential - 3. Species and Ecosystems: Resources for Development - 4. Energy: Choices for Environment and Development - 5. Industry: Producing More with Less - 6. The Urban Challenge [...] First, if the problems of environmental degradation and of poverty, particularly in the Third World, are to be solved, a continued economic development is essential. Second, we must reconcile environmental protection with economic growth. There is a growing consensus that this is perfectly possible and desirable. Third, there is also a great consensus that the application of strict environmental standards is good for economic growth, as well as for the environment, and that they encourage innovation, promote inventiveness and efficiency, and generate employment. Fourth, to achieve the goals of sustainable development, good environment, and decent standards of life for all involves very large changes in attitude.

http://www.worldbank.org/depweb/english/sd.html

[...] People concerned about sustainable development suggest that meeting the needs of the future depends on how well we balance (1) social, (2) economic, and (3) environmental objectives--or needs--when making decisions today. [...] When we focus on the (1) social aspects of sustainable development, we look at the issues that impact people directly and that either help or hinder the process of improving the quality of life. [...] When we focus on the (2) economic aspects of sustainable development, we look at the system that determines how the limited resources needed to improve peoples’ lives are distributed. We also examine how these limited resources are used. [...] When we focus on the (3) environmental aspects of sustainable development, we look at the natural resources--both renewable and non-renewable--that make up our surroundings and help us to sustain and better our lives.

http://www.unesco.org/education/tlsf/mods/theme_a/mod02.html

[...] Our Common Future reported on many of the global realities explored in Module 1, and recommended urgent action on eight key issues to ensure that development was sustainable, i.e. that it would satisfy ‘the needs of the present without compromising the ability of future generations to meet their own needs’. These eight issues were : 1. Population and Human Resources, 2. Industry, 3. Food Security, 4. Species and Ecosystems, 5. The Urban Challenge, 6. Managing the Commons, 7. Energy, 8.Conflict and Environmental Degradation

Strong Maurice - UN Stockholm Conference of 1972 with hindsighthttp://www.thwink.org/sustain/glossary/Sustainability.htm#HowCameToBe

[...] The principle of The Three Pillars of Sustainability says that for the complete sustainability problem to be solved all three pillars of sustainability must be sustainable. The three pillars are social, environmental, and economic sustainability. The flaw in the Brundtland definition of sustainability arose in a short term effort to make the social pillar stronger as the world’s top priority. However, that requires giving the environmental pillar a lower short term priority. The environmental sustainability problem requires aggressive widespread action now to avoid catastrophic consequences later. Thus the Brundtland definition has set the world on a course to disaster.[...] Sustainability is the ability to continue a defined behavior indefinitely. For more

practical detail the behavior you wish to continue indefinitely must be defined. For example : Environmental sustainability is the ability to maintain rates of renewable resource harvest, pollution creation, and non-renewable resource depletion that can be continued indefinitely. Economic sustainability is the ability to support a defined level of economic production indefinitely. Social sustainability is the ability of a social system, such as a country, to function at a defined level of social well being indefinitely. [...] The biggest single threat to the conference was the ambivalence, even antipathy, that developing countries felt toward the whole issue of development. From the beginning, developing countries had regarded the West’s concern with ‘the environment’ as just another fad of the industrialized countries; in their view pollution and environmental contamination were diseases of the rich, which could only divert attention and resources from their principal concerns: underdevelopment and poverty. They were understandably sensitive to the possibility that measures designed to protect the environment would impose new constraints on their development. Most of them would gladly exchange a little pollution for the benefits of economic growth. [...] While Maurice and the other planners had the best of intentions, not treating the environment as an “impediment” means it need not be the highest priority. This was the precise point in history where the proper priority of the environment over all else was rationalized away in a politically expedient tactical maneuver. Once a bargain like this is made, it tends to be difficult or impossible to reverse.

International Institute for Sustainable Development - SD timelinehttps://www.iisd.org/sites/default/files/pdf/2006/sd_timeline_2006.pdf

[...] 1962 Silent Spring was published. Rachel Carson’s book’ was considered by many to be a turning point in our understanding of the interconnections among the environment, the economy and social well-being. Since then, many milestones have marked the journey toward sustainable development. [...] 1972 UN Conference on Human Environment /UNEP held in Stockholm. The conference is rooted in the regional pollution and acid rain problems of northern Europe. Leads to the establishment of many national environmental protection agencies and the United Nations Environment Programme (UNEP).[...] Club of Rome publishes controversial Limits to Growth. Predicts dire consequences if growth is not slowed. Northern countries criticize the report for not including technological solutions while Southern countries are incensed because it advocates abandonment of economic development.

[...] 1978 Amoco Cadiz oil spilloff the coast of Brittany. [...] 1985 Climate change.Austria meeting of World Meteorological Society, UNEP and the International Council of Scientific Unions reports on the build-up of CO2 and other “greenhouse gases” in the atmosphere. They predict global warming. Antarctic ozone holediscovered by British and American scientists. [...] 1992 Earth Summit. UN Conference on Environment and Development (UNCED) held in Rio de Janeiro. Agreements reached on the action plan “Agenda 21” and on the Convention on Biological Diversity, the Framework Convention on Climate Change and non-binding Forest Principles. [...] 2005 Kyoto Protocol enters into force, legally binding developed country Parties to goals for greenhouse gas emission reductions, and establishing the Clean Development Mechanism for developing countries.

Intergovernmental Panel on Climate Change IPCC - 2007 - 2014http://www.ipcc.ch/publications_and_data/ar4/wg3/en/ch2s2-1-4.htmlhttp://report.mitigation2014.org/report/ipcc_wg3_ar5_chapter4.pdf

[...] Sustainable development (SD) has been discussed extensively in the theoretical literature since the concept was adopted as an overarching goal of economic and social development by UN agencies, by the Agenda 21 nations, and by many local governments and private-sector actors. The SD literature largely emerged as a reaction to a growing interest in considering the interactions and potential conflicts between economic development and the environment. SD was defined by the World Commission on Environment and Development in the report Our Common Future as ‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs’ (WCED, 1987). [...] Arrow et al., (2004) summarize the controversy between economists and ecologists by saying that ecologists have deemed current consumption patterns to be excessive or deficient in relation to sustainable development, while economists have focused more on the ability of the economy to maintain living standards. It is concluded here that the sustainability criterion implies that inter-temporal welfare should be optimized in order to ensure that current consumption is not excessive.

MIT Sloan Management Reviewhttp://sloanreview.mit.edu/article/what-is-sustainability/

[...] What does sustainability mean? Depends whom you ask. (Debates about it can get warm.) But at root it’s the idea that systems—including natural and human ones—need to be regenerative and balanced in order to last. We believe that that means all kinds of systems: economic, environmental, societal, and personal. The sustainability question is: How can we design and build a world in which the Earth thrives and people can pursue flourishing lives?

European Unionhttp://ec.europa.eu/environment/eussd/

[...] The strategy sets overall objectives and concrete actions for seven key priority challenges for the coming period until 2010, many of which are predominantly environmental: 1. Climate change and clean energy, 2. Sustainable transport, 3. Sustainable consumption & production, 4. Conservation and management of natural resources, 5. Public Health, 6. Social inclusion, demography and migration, 7. Global poverty and sustainable development challenges

French governmenthttps://thegreentake.wordpress.com/tag/fondation-nicolas-hulot/

[...] The Grenelle II follows the Grenelle I (2007) and a second public consultation round with representatives of large companies (MEDEF), SMEs (CGPME), NGOs. The new law package contains six pillars and contains the ‘outlines’ and ‘logistics’ of the application on regional and local level : 1. Improving the Energetic Performance of Buildings, 2. Creating a change in Transport Use, 3. Reducing significantly Energy Consumption and Carbon Emissions, 4. Preserving Biodiversity, 6. A new Ecological Governance Model,

http://www.developpement-durable.gouv.fr/Qu-est-ce-que-la-transition.html

[....]The ecological transition involves a rational and efficient use vis-à- vis all resources, including the solicitation of natural regulation (climate, ecosystems) , and resilience

to climate hazards for the territories, industrial and agricultural processes, goods and services. It concerns in particular: - thermal renovation of buildings - adaptation of transport and land use planning - production , storage and uses of energy - water sobriety - the preservation and restoration of ecosystems - the circular economy - less dependence on scarce resources

Amis de la Terrehttp://www.amisdelaterre.org/IMG/pdf/positionsocietessoutenables.pdf

[...] 1. Ecosystems nearing the end of their existence, 2. Capitalism, an obsolete model, 3. Infinite growth in an finite world, 4. The risks of techno-centred approach, 5. Frugality and equality, 6. Degrowth, 7. Demography, 8. Local economy,

Philippe Bihouix - Low Techhttp://www.projet-decroissance.net/wp-content/uploads/2015/02/Commencements06-Bihouix.pdfhttp://liege.mpoc.be/doc/limites/Bihouix-Philippe_Low-tech-apprendre-a-s-appauvrir_Rue89-1juin2014.pdf

[...] To speak of low-tech, it must first establish two facts: first, non-renewable resource consumption (energy and raw materials) is unsustainable, and we consume more each year to Moreover, technological solutions being proposed are absolutely not solutions. Either these solutions are marginal and out of scale, so not up to the challenge, or they are based on the recycling of our products, “the circular economy” that works only partially due to the degradation of materials used or difficulty in separating the components.[...] There are two types of ecology: [...] “I do not want so much to give up my comfort, but I want it to be filled with comfort greener way. “Or” Why not put on a sweater rather than run the heaters thoroughly and then insulate buildings? »[...] I prefer intelligently chosen decline, why not with a little innovation, technical or social matter, rather than remain in a status quo scenario that leads straight to a sustained decline, more violent.[... [I put on a power consumption of around 20 to 25% of our current consumption: [...] 1. to start our travels. We need our movements become more difficult, unless one moves 2. the second is the building heating. I’m not saying we should move to the cold shower,

but less heat, review our comfort level, accept if a little cold in the winter, 3. Thirdly, it is the energy contained in the objects manufactures and that we throw, the plastic cup to the flat screen. There also must be recycled, but we have seen the limits of the system. Therefore reintroduce the instructions, the ban on disposable product, increase the reparability of our devices, etc.[...]

Ecoquartiershttp://deey.free.fr/documents/Documents%20Dev%20durable/Articles%20ecoquartiers/[...] RAS - Examples of user-informationlivret_accueil%20DeBonne%20Grenoble.pdf[...] RAS - Examples of user-information

https://tel.archives-ouvertes.fr/tel-00743357/PDF/these.pdf

[...] RAS - Indeed, it is not to make items according to use, but to renew an offer technical innovations required by the economic system of production. Sustainability allows to renew an offer technical innovations required to operate the capitalist economy.

Encore Heureux - Matiere Grisehttp://www.habitatparticipatif-paris.fr/wp-content/uploads/2014/10/Comment-utiliser-sa-mati%C3%A8re-grise-pour-limiter-l%E2%80%99%C3%A9nergie-grise-.pdfhttp://www.pavillon-arsenal.com/expositions/matiere-grise/docs/DP_matiere-grise.pdf

[...] RAS - Examples of re-use architecture

Jackson Tim - Prosperity without Growth - UK Sustainable Development Commission http://apsk.kz/kz/images/economics/Prosperity%20without%20Growth.pdf

[...] The uncomfortable reality is that we find ourselves faced with the imminent end of the era of cheap oil, the prospect of steadily rising commodity prices, the degradation of air, water and soil, conflicts over land use, resource use, water use, forestry and fishing rights, and the momentous challenge of stabilizing the global climate. And we face these

tasks with an economy that is fundamentally broken, in desperate need of renewal. [...] But the economic crisis presents us with a unique opportunity to invest in change. To sweep away the short-term thinking that has plagued society for decades. To replace it with considered policy capable of addressing the enormous challenge of delivering a lasting prosperity. For at the end of the day prosperity goes beyond material pleasures. It transcends material concerns. It resides in the quality of our lives and in the health and happiness of our families. It is present in the strength of our relationships and our trust in the community. It is evidenced by our satisfaction at work and our sense of shared meaning and purpose. It hangs on our potential to participate fully in the life of society.

Maslow Abraham - Hierarchy of Needshttp://www.afirstlook.com/docs/hierarchy.pdf

[...] Physiological, safety, love, esteem and self-actualization.[...] Lying, cheating, stealing, and murder are not what he thought human nature was meant to be. These are aberrant behaviors that occur when legitimate human needs are thwarted. [...] According to Maslow’s theory, there are four types of needs that must be satisfied before a person can act unselfishly. [...] Physiological needs are basic: The body craves food, liquid, sleep, oxygen, sex, freedom of movement, and a moderate temperature. When any of these are in short supply, we feel the distressing tension of hunger, thirst, fatigue, shortness of breath, sexual frustration, confinement, or the discomfort of being too hot or cold. These irritants compel us to seek the missing commodity so that our body can return to homeostasis-a system in balance or at rest.

Rifkin Jeremy - The Third Industrial Revolutionhttp://www.wermutham.com/pdf/The%20Third%20Industrial%20Revolution.pdfhttp://www.energy-cities.eu/IMG/pdf/lecture_paper_rifkin.pdf

[...] In the 19th century, cheap steam powered print technology and the introduction of public schools gave rise to a print-literate work force with the communication skills to manage the increased flow of commercial activity made possible by coal and steam power technology, ushering in the First Industrial Revolution. In the 20th century, centralized electricity communication—the telephone, and later radio and television—

became the communication medium to manage a more complex and dispersed oil, auto, and suburban era, and the mass consumer culture of the Second Industrial Revolution. Today, Internet technology and renewable energies are beginning to merge to create a new infrastructure for a Third Industrial Revolution (TIR) that will change the way power is distributed in the 21st century. In the coming era, hundreds of millions of people will produce their own renewable energy in their homes, offices, and factories and share green electricity with each other in an “Energy Internet” just like we now generate and share information online. [...] The five pillars of the Third Industrial Revolution are (1) shifting to renewable energy; (2) transforming the building stock of every continent into micro–power plants to collect renewable energies on-site; (3) deploying hydrogen and other storage technologies in every building and throughout the infrastructure to store intermittent energies; (4) using Internet technology to transform the power grid of every continent into an energy internet that acts just like the Internet (when millions of buildings are generating a small amount of renewable energy locally, on-site, they can sell surplus green electricity back to the grid and share it with their continental neighbors); and (5) transitioning the transport fleet to electric plug-in and fuel cell vehicles that can buy and sell green electricity on a smart, continental, interactive power grid. [...] The lateral scaling of the Third Industrial Revolution shifts the fulcrum of power from centralized global companies to distributed small and medium size enterprise networks. The rapid decline in transaction costs brought on by The Third Industrial Revolution are leading to the democratization of information, energy, manufacturing, marketing, and logistics, and the ushering in of a new era of distributed capitalism that is likely to change the very way we think of commercial life.

HQEhttp://assohqe.org/hqe/spip.php?rubrique9

[...] The HQE’s brainchild, including: ADEME - Arene - CSTB - Ministry of Environment - PCA - AIMCC - FNB[...] The HQE aims to improve the environmental quality of new and existing buildings, that is to say, to provide healthy and comfortable works whose impacts on the environment, measured over the entire cycle life, are most mastered possible. It is a multi-criteria optimization approach based on a fundamental fact: a building must

first meet a use and ensure adequate frame of life for its users. HQE includes three interrelated components: 1. An environmental management system of the operation (SME) where the client sets its goals for the operation and clarifies the role of different actors. 2. 14 targets that allow to structure the technical, architectural and economic response to the objectives of the client, 3. Performance indicators[...] The “HQE” includes 14 targets (detailed in the Environmental Quality repository building):Green Building Targets C1. Harmonious relationship of the building with its immediate environment C2. Integrated choice of products, systems and processes C3. A low-nuisanceTargets Eco-Management C4. Energy management C5. Water management C6. Waste management activities C7. Maintenance management and maintenanceComfort targets C8. Hygrothermic C9. Acoustic comfort C10. Visual Comfort C11. OlfactoryTarget Health C12. Sanitary quality of spaces C13. Health air quality C14. Sanitary water quality(.. C15. Biodiversity Management)To meet the “HQE”, the building must be at minimum3: 7 targets at baseline 4 level performance targets 3 targets high performance level

Cradle-to-Cradle / Circular economyhttp://www.c2ccertified.org/images/uploads/C2CCertified_Product_Standard_V3_121112.pdfhttp://ec.europa.eu/environment/circular-economy/pdf/circular-economy-communication.pdfhttps://economics.rabobank.com/Global/Publicatie%20afbeeldingen/2014/11%20November/Visie%20-%20themabrochure%20EN/figuur11-UK.png

Biodiversity and societyhttp://staff.washington.edu/mchd/FISH513/Papers/McCann_Nature_Stability00.pdf

[...] Taken together, recent advances indicate that diversity can be expected, on average, to give rise to ecosystem stability. The evidence also indicates that diversity is not the driver of this relationship; rather, ecosystem stability depends on the ability for communities to contain species, or functional groups, that are capable of differential response . [...] Specifically, MacArthur’s hypothesis — that greater connectance drives community and ecosystem stability — seems a strong possibility provided most pathways are constructed from weak interactions that mute the potentially destabilizing roles of a few strong consumer–resource interactions. [...] It follows that decreasing biodiversity will tend to increase the overall mean interaction strength, on average, and thus increase the probability that ecosystems undergo destabilizing dynamics and collapses.

http://www.ecologyandsociety.org/vol16/iss1/art9/ES-2010-3877.pdfhttp://www.cireqmontreal.com/wp-content/uploads/2012/02/ferrari1.pdfhttp://conservationbytes.com/2014/01/08/more-species-more-resilience/http://www.stockholmresilience.org/21/research/research-programmes/planetary-boundaries.html

Negawatthttp://www.negawatt.org/telechargement/SnW11/Presentation_Scenario_negaWatt.pdfhttp://www.negawatt.org/telechargement/MnW//Sommaire_Manifeste%20negaWatt.pdfhttp://www.negawatt.org/telechargement/MnW//10_Mesures_Manifeste-nW.pdfhttp://www.negawatt.org/telechargement/SnW11/Scenario-negaWatt-2011_Dossier-de-synthese.pdf

[...] The HQE’s brainchild, including: ADEME - Arene - CSTB - Ministry of Environment - PCA - AIMCC - FNB[...] The HQE aims to improve the environmental quality of new and existing buildings, that is to say, to provide healthy and comfortable works whose impacts on the environment, measured over the entire cycle life, are most mastered possible. It is a multi-criteria optimization approach based on a fundamental fact: a building must first meet a use and ensure adequate frame of life for its users. HQE includes three interrelated components: 1. An environmental management system of the operation (SME) where the client sets its goals for the operation and clarifies the role of different actors. 2. 14 targets that allow to structure the technical, architectural and economic response to the objectives of the client, 3. Performance indicators[...] The “HQE” includes 14 targets (detailed in the Environmental Quality repository building):Green Building Targets C1. Harmonious relationship of the building with its immediate environment C2. Integrated choice of products, systems and processes C3. A low-nuisanceTargets Eco-Management C4. Energy management C5. Water management C6. Waste management activities C7. Maintenance management and maintenanceComfort targets C8. Hygrothermic C9. Acoustic comfort C10. Visual Comfort C11. OlfactoryTarget Health C12. Sanitary quality of spaces C13. Health air quality C14. Sanitary water quality(.. C15. Biodiversity Management)To meet the “HQE”, the building must be at minimum3: 7 targets at baseline 4 level performance targets 3 targets high performance level

Darwin Bordeauxhttp://www.darwin-ecosysteme.fr/wp-content/uploads/2013/04/GUIDE_OCCUPATION-130408.pdf

[...] Trois objectifs initiales de Darwin Ecosystème : 1. Transition écologique, 2. Coopération économique (sert la transition écologique par la mutualisation entre entreprises ..), 3. Alternatives citoyennes (un peu, car les association sont sensé agir dans sens éco..)[...] Darwin a défini 6 cibles environnementales majeures à partir des principaux impacts que génèrent les occupants d’un tel bâtiment. Ces 6 cibles ont permis de concevoir un lieu, d’imaginer une programmation et de susciter des usages favorables à la mise en œuvre de réponses concrètes et efficaces face à ces enjeux selon la logique décrite dans le tableau ci-dessous et fortement inspirée par l’approche « Négawatt ». 1. ENERGIE - objectif : sobriété énergétique 2. EAU - objectif : préservation de la ressource 3. DECHETS - objectif : tendre vers le zéro déchet mis en décharge ou incinéré 4. DEPLACEMENTS - objectif : jouer collectif 5. SANTE - objectif : garantir la qualité sanitaire des locaux et optimiser le mieux être 6. ALIMENTION - objectif : promouvoir une consommation responsable [...] Pour chaque objectif trois étapes de considération permettent d’optimiser l’action menéea. Réduction des besoinsb. Optimisations des systèmesc. Choix de méthodes alternatives

POTENTIAL SUCCES STORIES CASES FOR BEST PRACTICE IN ECOLOGICAL TRANSITION

1. DARWIN ECOSYSTEM - THE CREATION OF AN ECOLOGICAL, INNOVATIVE BUSINESS CLUSTER

/// ECOLOGICAL TRANSITION – ALL OBJECTIVES/// Philippe Barre & Jean-Marc Gancille

CONVICTIONS : Both founders were aware of the consumer-nature of their communication business practices and their messages. In business they both wanted to improve ecological awareness on the work floor, and mix it with other activities to generate more creativity.

INTENTIONS : Philippe Barre was very motivated to create an innovative place, something he had carried with him since his childhood proposal to convert an ice-rink in a skatepark – something like the examples of Google and Quicksilver, on the Bordeaux territory. Jean-Marc Gancille had developed a track record in developing ecologically sound business practices, and wanted to go further, linking business practice to responsible citizenship.

COMMUNICATIONS : The first exchange of ideas was low-key and in their immediate circle, such as during their meeting at the local network of Communication antrepreneurs (Apacom). Later, when a concrete opportunity arose, they had all the skills that are required to manage a successful ‘communication campaign’. With the message of sustainable development in action, and the right packaging (remember, communication is their profession) they managed to convince public and private partners to join them in their enterprise.

ACTIONS : They organized events in the abandoned area (Imaginez Maintenant 2010, national cultural event). This brought in the first visitors other than the habitual grafity artists. An association of future tenants was founded. The exchange with the association created opportunities to co-create the spatial setup in a client consulting mode. The initiators gained ‘market’ information and improved their presentations, while the tenants became personally involved in the project, for the good and the bad. An ecologically

sound renovation, at low-cost and maximum effect, made the military barracks ready for new use. The currents tenants are actively stimulated to engage in eco-friendly practices.

IMPACTS : Today the project Darwin-Ecosystem is recognized internationally as an example of a bottom-up private-public self-reliant economical model, incorporating transitional values such as a reduced ecological footprint and an innovation minded business population. The building has results : Bâtiment Basse Consommation renovation = 70 kWhEP/m2. Energy - 18% less than average, Water - 80% less than average, Waste - 40% less than average, Mobilities - 50% less cars than average, Health – bio-restaurant, Nutrition – Wellness center. Since two years the ecosystem is experiencing the richness and the complexity of such a hybrid business cluster. As proof of the potential of the approach, Evolution Ltd has won the bid for the repurposing and renovation of the Magasins Généreux, a 20.000 m2 extension of Darwin’s first phase.

2. MIUSEEC – THE CREATION DARWIN’S ECO-COMMUNITY-PORTAL

/// ECOLOGICAL TRANSITION – ALL OBJECTIVES/// Jean-Marc Gancille and associates

CONVICTIONS : According to Jean-Marc government and business have proven to be insufficiently (re)active in the light of the ecological situation of the planet. Ecological impacts are felt now, and soon they will affect the inhabited part of the planet and ourselves. This is known since half a century, yet very little has been accomplished through political agenda’s. Due to this inaction, major changes can be foreseen. The time now should be one of transition towards the new societal constellation.

INTENTIONS : We can avert the worst of scenarios, where scarcity will lead to conflict, if we can find a way to change our habits. Either it will be voluntary, or it will be totalitarian. If citizens can gain awareness of the impact of their behavior, there is a chance that they will choose themselves to change their impact, rather than to wait for it to be imposed.

COMMUNICATIONS : A project was launched to create an online portal for the members of Darwin, with an integrated consumption-display. A team was set up with different partners, technical engineering, behavioral psychology, design, etc. Financing was found to make the project feasible. Intermediate presentations were held to keep everybody

informed. A preliminary questionnaire was held to know the situation before, and later after the launch of the application.

ACTIONS : Last march the application was presented to the community. The portal combines many functions – a hybrid. On display one can see the ecological impact in terms of energy, mobility, water consumption, waste, food and CO2 impact. One can also consult the past consumption profiles, and see the evolution.

IMPACTS : The application has just been launched, there is not yet much known of how users relate to it. It is well designed, simple and attractive. A part from usual daily questions, such as “what events are coming up?”, “is there a meeting room available?”, “what’s for lunch?”, “who could do the package design for my new client?” you have access to the monthly consumption profile of the cluster. On display one can see the ecological impact in terms of energy, mobility, water consumption, waste, food and CO2 impact. This hybrid approach is meant to attract users for many questions, and while they’re there, thet can gain consciousness of the measure of environmental questions.

3. ENERCOOP – CREATION OF A SUSTAINABLE ELECTRICITY PROVIDER

/// ECOLOGICAL TRANSITION – OBJECTIVE ENERGY/// Yohann Didier (09.12.14)

CONVICTIONS : Yohann is trained as a marine-biologist, and very aware of the ecological threats. He worked in eco-construction companies. Enercoop holds the convictions that : France has lived in a period where the citizens were stimulated to consume electricity away from ecological consciousness, the current centralized production and distribution is not efficient and causes energy loss, the renewable sources need to be developed, fossil fuels are becoming rare.

INTENTIONS : Make it possible for consumers to choose for a renewable alternative, with a transparent offer that is both ethical and responsable. Develop more supply and demand for the renewable energy market, on a basis of the third or fourth sector activity for the common interest.

COMMUNICATIONS : Yohann was touched by the words of Ghandi, and fervently

defends their meaning “...be the change you want to see...”. Enercoop not only develops an alternative offer in energy, they are also organized in an innovative business model, containing various economical actors in one business community : consumers, producers, and associations, they all have bonds in the company. With their business model the acquire the Social Entrepreneur label.

ACTIONS : Enercoop enacts what they believe is the future of energy consumption. They develop a decentralized organization with the potential to become a new regional representation towards national politics. They have

IMPACTS : Enercoop has 18.000 clients of which 11.000 are stakeholders. Darwin Ecosystem is a client of Enercoop. Darwin and Enercoop developed together their presence in the region, and their credibility as a feasible sustainable partnership. And they can proudly say that Darwin does not run on nucleair power…

4. MAGASIN GÉNÉRAL – CREATION OF A BIOFOOD BUSINESS CANTINE

/// ECOLOGICAL TRANSITION – OBJECTIVE WASTE/// Evolution Ltd, Fred Ballion and associates

CONVICTIONS : The project of the Darwin Canteen “Magasin Général” is carried with several convictions. For the ecological concerns it is put forward that the resources that the planet can produce to feed its population are limited. But regardless of that, the fact that food is wasted is even harder to accept. The capacity of the earth to produce food is intimately related to how we treat the soil. Biologically produced food maintains the soils health and productivity. A part from the ecological aspects, it is unimaginable for a French business cluster not to have a canteen.

INTENTIONS : The Magasin Général aims to serve a savoury meal for a reasonable price in a nice atmosphere. It aims to use food that was grown in reasonable conditions and transported at reasonable distances. Less food should be thrown away. Waste food crumbs are composted. Other waste is separated and recycled as far as possible. The restaurant is also a place with immeasurable meaning for Darwin community. It is the meeting place for all the varieties of entrepreneurs, clients, skaters, and any other public. That carries a great potential.

COMMUNICATIONS : During construction when the restaurant was not open yet, there was a program of regular Food-trucks that served hot and cold dishes. The people would stand in line and share that situation and meet. This made it bearable to wait for the restaurant to open – something that was postponed several times. During the associations workshop, the Darwinians were kept informed of the advancements of the construction works. Nothing more specific was communicated other than that there was going to be a restaurant and a grocery store with biological and local food.

ACTIONS : The restaurant and the grocery store were opened in the spring of 2013. It was an immediate success. Soon the restaurant became known in town. There were sunday bruches for the public. Kids are welcome, there’s a special corner for their playing. Business activities are not very welcome in the restaurant – as it is a restaurant… Complementary to the restaurant there is also a ‘grocer’ that sells biological and local groceries. Also there is an artisan café torrefactor that sells biological coffee that is grounded on site. There is a local beer on tap and in bottle.

IMPACTS : When the restaurant opened, it was as if finally the project was finished. Everybody met for coffee and tea, for informal meetings, and a lot for inviting clients and friends. Opening the restaurant opened Darwin to the public sphere. Sunday morning brunches attracted people that otherwise wouldn’t come to Darwin.

OTHERS INTERVIEW RESULTS

RFR ELEMENTS /// ECOLOGICAL TRANSITION/// Charlotta Gehu (09.12.14)1) Public projects (Sweden) / SAVE II Programme 1998-2002 (EU) / Energy Efficiency Masters degree / Architecture / Environmental consulting, 2) Swedish ecology culture, 3) RFR Elements HQE Consulting helps clients implement ecological building principles, 4) The Darwin community management is missing opportunities : insufficient information distribution resulting in inefficient ecological operations, and insufficient member inclusion with decreased value identification.

LA FABRIQUE DIGITALE /// MULTIDISCIPLINARY COWORKING/// Gregory Baroin and associates David Boisseleau, manager of a webhosting company, noticed that his clients were often looking for extra services such as webdesign, communication, photography, editorial services. He got in touch with some companies in Darwin to explore the idea to et together on this joint service offer. It wasn’t until they met the guys from LMent, at a Darwinien workshop event, that their group found some more direction and speed, because LMent added the ‘communication’ dimension. That made it possible to see where they were going. They have now created an online presentation of their offer, that is quite different from the usual presentation, in that it places the human factor of the web-communication bakc in the center. They have evaluated their communication intra Darwin, with a number of testing-individuals. Their meeting was due to easy meeting in Darwin, good ‘vibes’, LMent’s leadership, complementary profiles. They do not have any clients yet, but they are answering to tenders as a collectif.

Their story is good, except that the IMPACT part is still a little weak because there are no clients yet, to proove that their approach is ‘succesful’.

THE CREATION OF ORIGIN OF SPACES /// MULTIDISCIPLINARY COWORKING/// Jean-Pierre BrossardAt the intial phase of Darwins existence, JP had met Mathieu Imer, with whom he had discussed the possibilities of an Interreg funded project in an Atlantic dimension. Time was too short to make a good dossier, so them dropped it. Mathieu Imer has since left Darwin, but certain people had met and were still interested in the idea. The association Les Darwiniens saw the light, and suddenly there was a structure that made it possible to meet the right people. In the association the is a commitee called ‘Territorial Collaboration’, and through it people got in touch that were interested for further development of the ideas. The possibiliy to meet to others, with the ‘credibility’ of the ‘Territorial Collaboration’ gave extra identity to the initiative. Then Dunja Vukovic came to Darwin. Initially there was an idea to develop a project for Zagreb, but that didn’t work out. But Dunja was also totally available to actually ‘organise’ and ‘write’ the application document for a new prgramme called Erasmus+, together with JP. Gradually, all the interested and available people found their place in the Bordeaux team, to take up this project. Deborah Astell was frequently working with JP, and often in Bordeaux, so she got

on board. All these people, and others, produced bits of the application document, and now, here we are, we got the budget to do this project.

The story is pretty good in IMPACT, especially because the European Union granted an important budget to our application.

CREATION OF AN INDOOR SKATEPARK/// LOCAL PARTNERSHIPS/// Sebastien Daurel Seb explained how he was working on a project elswhere in Bordeaux that wouldn’t lift off. He was recruited for a job for the Darwin Skatepark, and now there’s a unique covered skatepark, made with locally recycled material, with 2.000 paying and insured members from the region, with international competitions. The Evolution Development group (also behind Darwin) made this project possible with a 500 K investment, where simultaneously the Municipality had made estimates for the same project at 6 Million euros...IMPACT : low-cost recyled community-events-leisure tool, bringing otherwise unconnected people to discover Darwin

CREATION OF THE PEPINIÈRE BUSINESS INCUBATOR /// LOCAL PARTNERSHIPS/// Sylvain Barfety and Elodie RochelA collection of companies (Evolution, Pepinières, Conciergerie, Mouves, Aquitaine Actif) managed to sign a contract to develop an business-incubator-service for the Municipality. They won against the Chambre of Commerce who was one of the seven other propositions. The fact that they could offer new entrepreneurs to be trained ‘in the field’, was a decisive factor. IMPACT : Business and field training

FUNCTIONING OF THE ASSOCIATION “LES DARWINIENS”/// PARTICIPATORY GOVERNANCE/// Laura LobjoitLaura was responsoble for organising the Darweek. She explained how this kind of project gives a goal to their organisation, and makes them visible inside Darwin. People then see that there is an organisation that makes it possible to get together and organise activities that create visibility (for their companies). She and others explained how it was difficult for people to see the use for these

collective actions, and it still is. Aurelien Gaucherand added that it must be noted that the existence of the Association, should be seen as a succesful incorporation of the informal ‘workshops’ that were organised before and for the creation of the Darwin Ecosystem.IMPACT : creating awareness

FUNCTIONING OF THE ASSOCIATION “LES DARWINIENS”/// PARTICIPATORY GOVERNANCE/// Aurelien GaucherandHe couldn’t help but speak of a ‘bad’ experience - the installation of the Darwiniens governance model, which he believes is to much dominated by the Evolution decision power. The most difficult, he says, is the internal communication in all it’s aspects...IMPACT : creating awareness

CRISIS IS OPPORTUNITY/// ECOLOGICAL TRANSITION/// Nancel DukersNancel explained how he has been ‘educated’ by the ecosystem, on subjects that didn’t have any meaning for him before, such as ecology.IMPACT : enrolment

PEOPLE PROFILE ALL RELEVANT INDIVIDUALS

INTODUCTION To get a good look at the people who are in position and who make the project Darwin happen, well before we step in to observe the Darwinien value of Ecological Transition, we have tried to get as many as possible in the scope. We have certainly overlooked some individuals. But we assume that as we will proceed and adjust the contents towards the final phase, things will clarify and if corrections are to be made, they will be made. The purpose of this document is to find how Ecological Transition emerged among many other objectives, and who had a favorable contribution to it. The subject is then contextualized. This has been visualized in an attempt : we have the whole collection of relevant individuals (1), then we select out those who really mattered because of their actions (direct or indirect) (2), then maybe we can find some kind of ‘map’ that shows how these certain individuals make a sub-network for Ecological Transition. Logically they would be those implied in the final Success Story.

A shortage of time has made it impossible to make a thorough inventory – a professional profile should be given for each individual. However they have been grouped in 7 parts : 1) Initiator, 2) Vision, 3) Finance, 4) Property, 5) Neighbors, 6) Local Community, 7) Partners, 8) Team (collaborators).

INITIATORS (CENTER)Philippe Barre / Co-founder of Darwin EcosystemFamily with outdoor culture hunting, wine, surf, skate. Has a considerable heritage that he wishes to invest properly.Jean-Marc GancilleMBA Gestion – RSE manager at Orange France Telecom - Inoxia – Evolution.

VISION : Grandfather Pierre Barre - mayor of Ambarès - co-creator of CUB Metropolitan area. Jean George Micol – ami

Alexandre Jardin – FaiseuxNicolas Hulot – Hulot Foundation Edgar Morin - philosopheSerge Orru - WWF

FINANCE :Jean-Carl Fossati – entrepreneur in intimate circleVincent and Philippe Saint-Jean-Lassalle – entrepreneurs in intimate circleChristian Patrin (Fiduciaire. Bdx) - entrepreneur in intimate circleLes frères Lassalle - Saint Jean – entrepreneurs in intimate circleCrédit Agricole - BANKCaisse d’Eparge - BANKCredit Cooperatif - BANK

PROPERTY : Michèlle Larue Charlus – City of Bordeaux / urbanismMichel Duchêne – City of Bordeaux / BMAClaire Bedora – Bordeaux metropolitan areaWiny Maas – urbanist of the future sectorJoel Maurice – architectOlivier Lehmans – architectOlivier Martin – architectChloé Bodart & Jeremy Lavergne – architectsMartin Gobel – quantity surveyor

LOCAL COMMUNITY : Association des DarwiniensSed Daurel – skate championPatrick Horst – well being and martial arts trainerMadina Querre – Anthropologue (partie)Zarb - Grafity artistLaura Lobjoit – Communication consultantFred Ballion – restaurant managerJean-Pierre Brossard – European funds consultantTim Guest – landscape designerEtienne Lhomet – mobility engineerGreg Baroin – graphic designer

David Boisseleau – IT managerPierre Donnet – environmental consultant

NEIGHBORHOOD : Virginei Broustera – director of daycare center

PARTNERS : Alain Rousset – president of the Aquitaine RegionVincent Feltesse – former president of the Bordeaux metropolitan areaAlain Juppé – mayor of Bordeaux since 2006Sir Bob Scott - European Cultural Capital Commission Jury memberGabi Farage - architect director of POLA (deceased in 2012)Mathieu Imer – urbanist, architectural program writerJean-Georges Micol - Innovation managerLuca Lopes – project managerAlriq – restaurant ownerNobatekAline Barlet

TEAM : Jean Benoît Perello – Inoxia / Evolution accountantLaurent Colmago – Inoxia / Evolution project managerEric Trouilh – Inoxia / Evolution project managerAurélien Gaucherand – Inoxia / Evolution project managerTanguy Baron – Inoxia / Evolution project legal consultantSylvain Barfety – Inoxia / Evolution project financial consultant

SKETCHES FOR VISUALIZING NETWORKS INFLUENCE FIELDS

PLACE PROFILE OF THE DARWIN ECOSYSTEM

IntroductionTo know the mechanisms of the emergence of ‘Ecological Transition’ as a core value of the Darwin Ecosystem, is an objective of the French participation in the project Origin of Spaces. The spatial research is to determine which places played a relevant role in the consolidation of ET (Ecological Transition). Evidently it is central to know to what extent the building is/was suitable for the purpose. But also, from a process point of view, it is interesting to know where the activities were housed before they moved to Darwin, where their mother company is located, or what other buildings were considered for the project. One of the founders, Philippe Barre, had his communication company located first in Ambarès, and then in Cenon (1 Allée Elsa Triolet, 33150 Cenon), an town adjacent to Bordeaux. Before starting the prject of Darwin, there were 6 other locations that were considered, but never made it. The coworking-nature of Darwin can be found in many other cities in Europe and the world. The scale of this network can have an impact on how we consider each local initiative. It also appeared that Copenhagen played a role, since the initiators team of Evolution Ltd visited the UN Conference, in the company of the mayor of Bordeaux, Alain Juppé, in 2009.

The current site of Darwin can be described in measurements, and put in it’s spatial context. For each scale the relevant information is be mapped.

1 / Inoxia / Ambarès-et-Lagrave (33) – plan I3 Avenue Claude Taudin, 33440 Ambarès-et-Lagrave

2 / Inoxia / Cénon (33) – plan I1 Allée Elsa Triolet, 33150 Cenon

3 / Dream location A – plan IGarage AXIAL, 5 Place Camille Jullian, 33000 BordeauxBecame independent movie house Utopia

4 / Dream location B – plan IGare d’Orléans, 7 Quai des Queyries, 33100 BordeauxBecame Mega Cinema and various restaurants

5 / Dream location C – plan ILa Dame Blanche, 95 cours Victor Hugo, 33000, Bordeaux Became Bio C Bon grocery store

6 / Dream location D – plan IVieille Cure, Rue Emile Zola, 33150 CenonBecame autoparts dealer AD

7 / Dream location E – plan IHalle aux Farines, rue de la Rotonde, 33100 BordeauxBecame the Bordeaux municipal archives

8 / Dream location F – plan IMagasins Généraux, 87 Quai de Queyries, 33100 BordeauxWas listed for demolition

9 / Dream location G – plan I150 Rue Bouthier, 33100 BordeauxBecame other commercial space

10 = 8 / Dream location H / Magasins Généraux NORD – plan IThis is the main building that was renovated, delivered and occupied starting 2012 …Cluster location (see city map), Distance to city centre : 3 kmInterior floor area 8.000 m2, Rented floor area 5.700 m2, Common floor area … m2, Initial acquisition budgets 1,3 M eu,Initial construction / renovation budgets 8 M eu,Building certification : Bâtiment Basse Consommation renovation = 70 kWhEP/m2Occupants : 90 organisations/busineses = 270 individuals Yearly rental yield 900 K eu Yearly collective turnover 3 M eu

11 / Skatepark … – plan IIThis former storage hangar was renovated to be a covered Skatepark. It has been equipped with all the necessary ramps and slides etc. It is managed by the Darwin

Endowment Fund and the NGO 58ièmeCluster location (on site map), Interior floor area 2.500m2, Initial renovation budgets 500 K eu,

12 / Autorisation d’Ocupation Temporaire / Temporal Occupation Permit – plan IIIThis area is defined by limits of the permit (see plan) The permit ends in 2018. The premises are not to be renovated, but can be used temporarily. Various NGO activities are developed, representing activities such as urban farming, BMX and Bike Polo, Roller Derby, Urban farming. It is managed by the Darwin Endowment Fund and the NGO’s. Site location (on site map), Site area 18.000 m2, Occupant NGO’s : 25 Type of NGO’s : sports, cultural, manufacturing, music, ecology, architecture

13 / Magasins Généreux SUD – plan IIThis is the next phase of the renovation program. Evolution Ltd won the bid for redevelopment of the buildings on the other side of the central street, and two smaller buildings on the opposite side. The program is set to be delivered in 2016. Floor area 12.000 m2, Initial construction / renovation budgets 12,6 M eu, Occupants : housing, cultural venues, manufacturing. Planning : completion in 2016

14 / ZAC Bastide Niel / Future Bastide Niel district – plan IVSince 2012 the brownfield area on the right bank was redeveloped in a masterplan by the urbanists of MRVDV architectes. It is predominantly a residential area of high density and building hight. It is positioned as an emblematic ecological residential project. The project awaits commercial development. Site area (ha) : 30 Built area (m2) : 375 000Housing (m2) : = 240.000 = 2.800 u (45% social housing) Population : 5.600 Office (m2) : 30.000Retail (m2) : 25.000Production (m2) : 15.000Ammenities (m2) : 65.000Planning : completions from 2014 to 2016

15 / Quartier La Bastide / Existing district La Bastide – plan VThe right bank of the Garonne was historically the area of incoming logistics for Bordeaux. When there were no bridges, freight was brought to the right bank, and then shipped across the river. As a result the area was mostly constructed with warehouses and corresponding infrastructure. It has since undergone major transformations, but is now vacant on a large surface.

17 / Rive Droîte / Right bank – plan VIWith its profile as a logistics sector for the city, many large scale industries were positioned in this area. As is the case with many early 20th century industrial areas, the modernization of logistics has led to the abandonment of the sites, leaving them empty. Since the 1990-ies redevelopment has been considered and studied, by Ricardo Bofill among others. Currently, the joint cities of Bassens, Lormont, Cénon and Floirac have invested in extensive urban planning for their hinterlying area of hilly garden agglomeration.

18 / Ville de Bordeaux / City of Bordeaux – plan VIIThe city of Bordeaux is undergoing an urban renovation programme that started with public works on a tram system. Six major urban renewal project are under way – together called the Arc of Development, that counter embraces the city, in a way complementary to the curve of the Garonne rivier : Bordeaux-Lac Ginko, Bacalan-Bassins à Flots, Bastide-Brazza, Bastide-Niel, Floirac-Eiffel, Belcier-Bordeaux-Euratlantique. In 2008 the City of Bordeaux was preparing their bid proposal for the 2013 European Cultural Capital event. Evolution’s initiative of the reconversion of the Niel military barracks was a potential componant of the bid. Specifically the ecological approach was an important factor for including it in the bid.

19 / Bordeaux Métropôle / Bordeaux Metropolitan area – plan VIIIThe site of the military barracks Niel was once property of the National Defense Ministry. It was transferred to the mangement of the Bordeaux Metropolitan Authority, who sold it to Evolution Ltd. Inoxia, the communication company of one of the founders Philippe Barre, was first located in Cenon, on hills to the east, on the right bank of the Garonne.

20 / Département de Gironde / Gironde department – plan IXThe proximity of the Atlantic ocean is the condition that makes the surf culture, and as an extension the skate culture, an import part of local urban culture. Also the estuarial

quality of the city’s location, and it’s predominantly flat topography, make the city very hospitable to skating and cycling activities.

21 / Région Aquitaine / Aquitaine region – plan XThe region of Aquitaine has established an exemplary role in the implementation of programmes for Ecological Transition through pro-active political effort. The largest pine forest in Europe (Les Landes), and the restrictive policy in the 1960-ies, against over-development for upcoming tourism, has given Aquitaine the assets it has today.

22 / République Française / French Republic – plan XIMarseille was the city that finally was chosen to host the 2013 European Cultural Capital Event.

23 / Union Européenne / European Union – plan XIICopenhagen, DK / UN Climate Summit 2009. Here the Mayor of Bordeaux, Alain Juppé came to terms with the Evolution / Darwin team for the support of their ecological business initiative. The relative prosperity of Bordeaux in the current French market, is largely due to rail-connection investments. The European mainland should have an improved rail connection to the Iberian peninsula (Spain and Portugal) while passing through Bordeaux. With the rail connection, the city expects to see economic development.(And there’s also our provider : Brussels and the Erasmus + council)

Mehdi Hazgui

International research coordinator for OOS, owner and manager of ‘Conseils & Etudes Sociologiques’ in Bègles, member of the tenants association ‘Les Darwiniens’, active group animator, conference moderator, sociologist, researcher and expert on citizenship and community sustainability, and a generous laugh ...

Christiaan Weiler

International and national research coordinator for OOS, founding architect of ‘cab42 architecture, strategy and design’ in Bordeaux, member of the tenants association ‘Les Darwiniens’, orients his design research and proposals towards technical and programmatic innovation to improve user engagement in the built environment, ... plays harmonica in an acoustic rock trio, wishes he could spend more time windsurfing but is happy to spend it with his family ...

Sylvain Barfety

International financial coordinator for OOS, director of economic development for ‘Evolution Ltd’ in Bordeaux, member of the tenants association ‘Les Darwiniens’, focusses his professional life on designing economic models of companies to make them more resilient and more responsible towards society and nature, involved in urban re-creation as a member of several non for profit organisations... spends much of his personal time with his family and his kite-surf gear.

Jean-Pierre Brossard

International planning coordinator for OOS, owner and manager of ‘Jean Pierre Brossard Consultant’ in Bordeaux, member of the tenants association ‘Les Darwiniens’, experienced consultant in EU funded collaboration projects for cultural and social action, ... has seen so much of the european landscape he’s become a bit of an expert on ecosystems...

Camille Sciare

International administrative coordinator for OOS, intern from the IFAID school in Bordeaux, member of the tenants association ‘Les Darwiniens’, has a background in Literature and project coordination, focusses on european partnerships and management of community life, interested in how to improve cooperation‚ does sport as soon as possible and would like to go around the world.

PARTICIPATORY GOVERNANCE

led by Social Centre ROJC, Pula, Croatia

coordination : Irena Burba, Ana !u"i#

ROJC ASSOCIATION ALLIANCE

DEVELOPMENT OF THE PARTICIPATORY GOVERNANCE MODEL OF COMMUNITY CENTER ROJC

RESEARCH PAPER, PULA, CROATIA, August 2015

CONTENT 1. THEME DEFINITION 2. PLACE PROFILE 3. PEOPLE PROFILE 4. CASE STUDY: DEVELOPMENT OF PARTICIPATORY GOVERNANCE MODEL5. INTERVIEWS WITH KEY PERSONS – SUCCESS STORY INTERVIEWS

1. THEME DEFINITION Participatory democracy is a process emphasizing the broad participation of constituents in the direction and operation of political systems. Etymological roots of democracy (Greek demos and kratos) imply that the people are in power and thus that all democracies are participatory. However, participatory democracy tends to advocate more involved forms of citizen participation and greater political representation than traditional representative democracy. Participatory democracy strives to create opportunities for all members of a population to make meaningful contributions to decision-making, and seeks to broaden the range of people who have access to such opportunities. The participatory approach to public policy can indeed encourage a shift from “government” to “governance”, where “governance” means a whole range of actors involved in the development and implementation of public policy. Therefore, it is clear that governance refers to the emergence of new institutional entities resulting from the transformation of already established form of administration, including various models of management and coordination which included public and private institutions and different actors.

After more than two decades of academic research on participatory governance institutions, there is now a general consensus in the literature regarding the key explanatory variables that account for why they emerged, how these institutions function, and why they vary in implementation. Civil society provides the citizen-based mobilization necessary to create vibrant public deliberations as well as to engage in incremental policymaking processes. CSOs mobilize themselves around democratic values and then promote the adoption of state institutions that mirror these new practices the rules, procedures, and processes are varied. This leads us to consider an additional aspect of participatory governance that will affect eventual outcomes.

Who participates?Participatory institutions are open to the general public but it is often a small minority of the population that is willing and able to attend these often long, boring, and frequent meetings. In addition, there is a time cost as well as a financial cost, as many of the participants are very poor. With regard to the nature of participation, three issues merit attention:

1) who convenes participants?2) who participates?3) what environment is supportive of promoting participation? Four key analytical areas:

1. Individual-level capabilitiesParticipative institutions can produce the types of empowerment that are central to building citizen capabilities. The exchange of information, the public deliberation sessions, and lessons learned about how government works are key components that help citizens develop the necessary skills to expand the opportunities in their lives. The number of participant is not most important, it’s more important what people learn in the process. People gain access to new ways of discussing problems and new ways of thinking about what can and should be done. There is great potential for transformation and empowerment. In some communities, the simple act of participation is crucial because it is empowering.

2. Civil society publicsThere are a series of well-documented collective action problems that make it difficult for citizens, especially those living in poor communities, to organize themselves. There is an emerging body of evidence that the presence of participatory institutions has a positive effect on the ability of CSOs to mobilize their community, gain access to “constituency service,” develop access to new policy networks, and form alliances with other CSOs.

3. State reformIn order for governments to allow citizens to make choices that have a meaningful impact on public policy outcomes, it is necessary for officials to modify the administrative structure of the state. The internal administrative processes that are far from the public eye must be reengineered to provide participants with information, to link policy experts to ordinary citizens as well as to help approved projects work their way through the bureaucratic maze prior to implementation.

4. DemocracyAt their core, participatory institutions are designed to address basic problems with representative democracies. There are three specific types of debates – interest mediation, representation, and deliberation. Each of these provides a wealth of insight and draws attention to how citizens’ voices are being incorporated into politics.

a) Interest mediationParticipatory institutions represent a new form of interest mediation, replacing earlier systems of clientelism and corporatism. What makes participatory institutions different from these other systems is that the institutionalization of public venues allows for interests, demands, and needs to be publicly discussed, debated, and negotiated. This, in turn, generates new ideas, coalitions, understandings, and public policies.b) RepresentationMost people attend as members of a group and have leaders who represent their interests; most of the day-to-day activities associated with participatory governance are carried out by community leaders and social movement activists. In some cases, the members that comprise the participatory institutions are a mix between volunteer and elected official.c) DeliberationWhen the process is too technical or politicized, there is a decreasing likelihood that the participatory institution will develop the deliberative spaces necessary to improve democratic governance. Deliberation thus contributes to the expansion of political and policy debates as well as that of the broader public sphere. New forms of speaking, listening, and engaging are created, affecting citizens as well as government officials.

Here are several definitions on PARTICIPATORY GOVERNANCE provided by different organizations/theorists:

1. It is important to acknowledge that the term “participatory governance” means different things to different people and is used to refer to a wide range of diverse practices. There are different “levels” of participation, both in terms of “breadth” (ranging from exclusive to inclusive) and “depth” (ranging from information sharing to consultation, collective deliberation, collaboration and joint decision-making). Participatory Governance is about dreams, about struggling, about hope, passion and politics. It’s about challenges and transforming power in us and society. It’s about people’s movements and governments. It’s about asking hard questions. It’s messy, discouraging and maddening... Access to information is a prerequisite to participation and governance. Governance is about a meaningful relationship between organized civil society and government. Participatory governance is not just about decision-making, it’s about a lot of other steps and roles on the way to decision making.

“Strategies for Promoting Participatory Governance: A Multi-Stakeholder Brainstorming Workshop” CIVICUS- World Alliance for citizen participationhttp://www.civicus.org/view/media/pg_workshop_reportwa2007.pdf 2. “For the purpose of the present note, governance entails processes and institutions that contribute to public decision-making. When those processes and institutions concern the public sector, the term public governance is used. It can be argued that there are three categories of public governance: civic, political and development. Civic and political governance deal with issues that are related to human rights. Development governance mainly pertains to planning, budgeting, monitoring and accountability of socio-economic development policies and programmes. Participatory governance is one of many institutional strategies of development governance. Citizen engagement is the desired outcome or logical end of participatory governance. Participation is a fundamental goal and object of value in and of itself. That is evident from the fact that the right to participate in a society’s decision-making processes has been accepted by the world community as a fundamental human right. Participation also has instrumental value because it can help achieve other primary goals. In particular, participation can help to deepen democracy, strengthen social capital, facilitate efficiency and sustained growth, and promote pro-poor initiatives, equity and social justice. Those goals are essential components of the United Nations Development Agenda”. “Participatory governance and citizens’ engagement in policy development, service delivery and budgeting” by UN – Economic and Community Council.http://unpan1.un.org/intradoc/groups/public/documents/un/unpan025375.pdf 3. The idea of participatory governance has gained enormous popularity in recent times, in academic discourse and actual practice. Analysts have used theoretical constructs such as ‘deliberative democracy’ and ‘empowered participatory governance’ to scrutinise the scope and limitations of people’s participation in the process of governance. At the same time, some high-profile examples of successful participatory governance such as those of Porto Alegre in Brazil and the states of Kerala and West Bengal in India, and to a lesser extent South Africa, have aroused great expectations among activists and policymakers all over the world. More generally, the recent emphasis on good governance as the foundation for sustained and equitable development has generated widespread interest in participation in the development circle, as effective participation by all stakeholders, especially at local levels of government, has come to

be viewed as a necessary condition for promoting good governance. In the developed world too, people’s participation in social decision-making processes is increasingly being emphasized as a means of combating a range of social malaise, including the problems of social exclusion, political apathy and so on. Finally, in post-conflict, post-transition and other fragile societies, broad-based participation in public affairs is being promoted as a means of creating the social capital necessary for building a cohesive society (e.g. Brown 2006). While participation has great potential to be instrumentally valuable in promoting efficiency and equity, this potential is not always realized in the real world. Although there are some spectacularly successful examples of participatory governance in some parts of the world, they are far outnumbered by cases of failed and spurious participation. Even the successful cases are not uniform in terms of either the details of institutional design or in the degree of scope and intensity of participation. This lack of uniformity is often a consequence of contextual differences among participatory experiments, which makes it difficult to hold up any particular experiment, however successful, as the ideal model. What is important, however, from the point of view of learning from experience is that there are certain commonalities that bind the successful cases together and distinguish them from the failed ones. Careful analysis of the existing experiments in participatory governance suggests that success depends largely on how well a society can deal with three distinct but inter-related gaps that stand in the way of effective participation. These may be called the capacity gap, the incentive gap and the power gap. “Participatory Governance and the Millennium Development Goals (MDGs), Chapter 1: Participatory Governance: An Overview of Issues and Evidence”, Siddiqur R. Osmanihttp://unpan1.un.org/intradoc/groups/public/documents/un/unpan028359.pdf

2. PLACE PROFILE About Rojc

The building of the former military quarters Rojc, colloquially Rojc, is located in the Pula city center. It’s astonishing size is probably one of the reasons why this particular building dodged the commercial imperative of many other public, former military areas in the city. Investing in restoration and redevelopment for commercial purposes was clearly excessive and uneconomic, since the number of ideas for possible re-usage never came to life. The building itself is of rectangular shape, the south facing part of the building has three floors, the north side five, the layout area without the inner courtyard consists of 16 739 square meters area. Outer courtyard or historic plot of the building defined by a fence occupies an area of a surprising 29 180 square meters. Each association situated in Rojc has its own premises, but also a common space – the Living room –

which is managed by the Rojc Association Alliance (RAA). The 180m2 common room is located on the ground floor in the renovated space of the former military cafeteria. The Community Centre Rojc has an internal and large external courtyard with a basketball and soccer field, a skate ramp and a large, free parking area. The building itself was built for Naval school purposes during the of Austro-Hungarian Empire regiment, it had the same purpose under Italian regiment as a School for Cadets. Under the Yugoslavian regiment, it firstly served as a Partisan-engineering school, and since 1976 as military quarters. Yugoslav National Army decamps from Rojc in 1991. Thereafter, the building has been used by war refugees. During 1997, after the refugees moved out, the building was abandoned and left to ruin, different associations begun to occupy the building. At this time the majority of Pula’s population averse from Rojc as dark, a dirty and a demolished building with inappropriate hygiene conditions. Arrangements as well as settlements of “individual” association premises was founded by their own resources, and for the common grounds development as well as regulation, such as long corridors and outer courtyard, joint actions were organized and agreed upon. The prerequisite for this course of action was that the electrical energy and water supply were available at all times, or better say, free of charge.

At the time, the City of Pula, realized that they cannot deny the existence of many Rojc tenants, and, as a solution, although still not the formal property owner, offered the formalization of existing status by agreements regarding usage of space and announces an initial public bid for the remaining space allocations. All attempts of rental remain unsuccessful. The City of Pula started with investment in toilets and hallways, after came doormen and janitors, cleaning services, night security guard services, etc. In 2007 the Department of Defence finally gave up Rojc as an obsolete building for its needs, and handed over the ownership to the City of Pula who to this day finances building maintenance from its budget. Since 2010, when individual meters were installed for all premises, associations bare their own electricity consumption costs as well as the costs of adaptation of individual premises, while other maintenance and repair costs remain funded from the City’s budget.

Today Rojc is good example of role that local CSOs have in social and cultural development of their communities in order to secure usage of public infrastracture in more inclusive, accessible and sustainable manner. Space distribution in Rojc by activities – current condition ACTIVITIES NUMBER OF ASSOCIATIONCULTURE AND ART 34 31 .19%SPORT AND RECREATION 23 20.18%ETHNIC MINORITIES 10 9 . 1 7 %TECHNICAL CULTURE 4 3.67%ASSOCIATION RESULTING FROM THE WAR 5 4 . 59 %PSYCHO SOCIAL WORK 11 9 . 1 7 %CHILDREN AND YOUTH 13 1 1 .93%OTHER 11 10.09%TOTAL 111 100%

3. PEOPLE PROFILE

According to data from the City of Pula, today there are in total 111 associations situated in Rojc. You can find the list of associations on the following links: http://www.pula.hr/gradjanstvo/drustveni-centar-rojc/popis-udruga-u-rojc-u/; http://rojcnet.pula.org/index.php/baza-udruga.

Regarding the People profile in the context of developing the model of participatory governance we present following “organigram” in order to stimulate better understanding of Community Center Rojc:

ROJC ASSOCIATION ALLIANCE (RAA): 18 members

4. CASE STUDY : DEVELOPMENT OF PARTICIPATORY GOVERNANCE MODEL The Rojc governance is under jurisdiction from the City of Pula which was unsatisfactory for the beneficiaries. The main objection relates to the irrational fund usage earmarked for building maintenance, lack of development plans, insufficient maintenance and building renovation budget funds, as well as the lack of capacity or interest among authorities for fund collections outside the city budget to then be able to ensure the long-term Centre’s financial stability and sustainability. In 2008 the people from Rojc unsatisfied with the above mentioned governance situation as well as with the decision making process without involvement of its beneficiaries started the initiative to establish an effective Rojc governance. Organized associations indicate irrationally regarding financial management and sanction measures. They initiate the formation of a joint body with the authority of decision-making and the cost control management of Rojc. In 2008 Coordination of the Community Centre Rojc was formed, consisting of three Rojc association representatives and three representatives of the City of Pula. Development of potentials: from co-tenancy to more productive forms of co-existenceThere were 3 group of problems identified in Rojc:1. Governance problem (like no vision about desired future of Rojc, sole administrative role of the coordinator appointed by the City, ineffectiveness of the Coordination appointed, indifferent city administrators with no real interest for management, lack of budget funds transparency, etc.)2. Mutual relationship (not a lot of associations working together, low information about each others activities, no common space, etc.3. Space usage modes (lack of criteria for premises allocation, number of subjects who operate as profitable business venture rather than CSO, disproportion in the use of space, hygiene problems, etc.).

Regarding these problems, organisations started new processes in order to establish the Community Centre Rojc as a recognizable entity based on the active fellowship between all its users, partnership with local authorities and on the principles of participatory governance and responsibility sharing. It turned out that one of the key problems was the question of an active fellowship. Although miscellaneous stakeholders are active in

the same building and even most of them share similar basic principles, not many of them, and only occasionally, engage in joint ventures. Insufficient familiarity between stakeholders was evident, as is an inadequate level of communication between them. We recognized the syndrome of co-tenancy without a complex and more productive forms of co-existence and the absence of continuous and established joint action. In order to achieve a higher level of fellowship we decided to start the process of establishing a formal body, Rojc Association Alliance, a network open to all building users with a basic purpose of internal coordination and organization interest representation as a constitution activity of social centres overall. The establishment of the Alliance was crucial for the formation of new governance model in Rojc as it is to open the possibility of associations with space benefits for direct management involvement and taking responsibility as a unity. In fact, these objectives, as well as those related to effective and long-term sustainable management, can be achieved through hybrid institutional models based on a partnership between the two sectors: civil and public. The proposed body of management named “The City of Rojc” would be formed as a joint institution between the City of Pula and Rojc beneficiaries gathered in the Alliance with the sole purpose to establish a combined and collaborative governance.

The usage of space - rights and responsibilitiesBased on the defined vision, framework for a firm future criteria establishment, indicators for approval and space usage monitoring in Rojc has been determined. Namely: fields of activity determination, possible Rojc users target group definition and their division based upon priorities, space typology definition and the usage of space, as well as the basic principles and general criteria for the use of space establishment. Core activities to be performed in Rojc were defined as a range of non-profit socially useful activities. Alliance is developing and supporting complementary activities with commercial character (hostel, coffee bar etc.), on condition that they are in accordance with users’ needs and Rojc as a whole, and only within pre-determined certain fields carried out with the purpose of supporting and funding Rojc. Primary users with the highest priority were associations, informal groups and private establishments which are primarily acting for the greater good, and those who are focused on its members if gathered around socially disadvantaged groups. Users with medium priority level will be association, informal groups, students and arts organizations working primarily for their members (founders), occasionally organizing public events. The third priority includes those non-profit organizations that are exclusively oriented towards its members, as well as independent artists, companies that have established associations and external profit entities (enterprises, trades).

Once identified possible modalities for the use of space (be it individual, group, community, permanent or temporary), typology regarding the function (production, presentation, sports and recreational, workshop-conference, club, office, warehouse, food, or service) a list of general basic principles and criteria as a base for further development of specific criteria and indicators for a particular type of space usage was made. Main characteristics of these principles and criteria are: application criteria equality for all; responsible and efficient usage; general public space accessibility; active involvement in solving common issues; the resource access rights based on individual user activities, the social importance of action and help in achieving the Community Centre Rojc overall visions; individual organization experience and quality level evaluations but also encouragement regarding new inclusions; diversification requirements for the use of space with respect to activity and social utility.

Rojc Association Alliance – intensive communication and joint action

Rojc Association Alliance (RAA) is defined as the Association Network of Community Centre Rojc that brings associations together, presents and represents their interests, promotes mutual cooperation and committedly acts within the community. Association Alliance is legitimate representative of Rojc beneficiaries in conjunction with the City of Pula and other entities, whose representative role is not based on the number of their members but engagement and active involvement, whose legitimacy will arise from a process of transparency and freedom for all interested parties, rather than mandatory inclusion.

Three fundamental RAA’s strategic objectives were set down. The first one clearly recognizes the primary orientation towards the establishment of inner unity: building a stable and recognizable network of associations based on cooperation and joint programs. The second objective reflects the acceptance of area management responsibility, or progress from the self-interest oriented position towards active subject users responsible for common good: improve Rojc governance based on a participatory model. Finally, the third objective is to focus on community and willingness to widen social engagement: the community activities and promotion towards the principles of diversity, solidarity and cooperation.

Alliance is establishing a process within Rojc which all users are informed of, motivated, invited, and involved. The Alliance is not just a formal body, is an active platform for communion accomplished through working together. Here are some tools that Alliance use to increase participation in Rojc:

open mailing list - all information about activities of Rojc Alliance are sent on mailing list, all calls for meetings, workshops, news etc.open meetings web portal and social networksnewspaper “Veznik” - articles that advocates importance of participating, inviting NGO’s to be active, all news about Alliance and Coordinationall important documentation is online-every minutes of the all meetings held from 2004. and all other documents Strategic plan of development for period until 2017 is made interviews and polls with all NGO’s from Rojc to see their satisfaction, opinion, motivationjoint projects open to all NGO’s to participate and co-create projects joint actions and programmes meetings, coffee days – every Wednesday joint programmes – Action Rojcopen space – Living room, place of meeting, joint programmes etc.

The Rojc Alliance is a part of Croatian initiatives of independent culture and other civil society actors which started advocating new forms, and that could produce synergies needed in the artistic and cultural production between the stable institutional conditions and the dynamism of production and pushing different forms of alternative, subcultaral or social engaged forms of cultural activity.

Backcasting of participatory governance model in RojcTowards participatory governance model in Rojc

End of 1990s and beginning of 2000 – associations established Great and Small Council of Rojc because the City had intention to charge rent for space usage.March 2008 – associations established Rojc Associations Council, an informal body with aim to assess issues of Rojc‘s general interests and propose solutions.April 2008 – Coordination – Rojc Associations Council initiated establishment of Coordination consisting of 3 Rojc association representatives and 3 representatives of the City of Pula.Many problems in Rojc governance – no willingness from the City to share decision-making power with associations, intention to make a parking lot in Rojc yard – made associations get together and organize joint advocacy actions.2010-2011 - project „Education and development of participatory public-civil governance model of Community Centre Rojc”.2011-2012 – Rojc Association Alliance + suggestion on establishment of hybrid institution called „City of Rojc”.2012-2015 - Sustainability plan was made consisting of: mapped resources and

potentials for the development of Rojc; sustainability plan, business plan for 2 entrepreneurial ideas (hostel and coffee shop); Rojc marketing plan (through the partnership project with the City of Pula called „Areas of participation“).

What are we going to do to get where we want ?to more productive model of Participatory GovernanceCreating a single, dynamic, hybrid organizational and management model that will be effective, professional and at a higher level of business responsibility and financial viability. Strengthening implementation capacity by creating a professional executive team with a clear division of roles and responsibilities. The development of models of social entrepreneurship (a consortium of cooperatives and social enterprises), complementary business activities. Creating a supportive ecosystem for the development and experimentation in the field of energy efficiency.

5. INTERVIEWS WITH KEY PERSONS – SUCCESS STORY INTERVIEWS

Marino Jurcan, Association Metamedia, president

http://metamedia.hr/http://kulturistra.hr/https://hr-hr.facebook.com/udruga.metamedij

CONVICTIONI want to invest my time, resources and energy in the management and governance of this public space, because I want to work in a place where it’s nice and comfortable. Metamedia Association has spaces in the basement where is visible malnutrition, various animals which predict the dirt and so on. This situation has not been changed for more than 15 years, I want to give my contribution in order to make this place better.

INTENTIONMetamedia Association began its activities with festival Media Mediterranea in 1999. After that, we realized that there is a need to establish a (Music) Studio to encourage and support youth (and other) in their educational and presentational activities in the field of music, video, etc. We needed a working space (office) + a space where we can establish Studio with all necessary equipment. Some associations in Pula were already situated in Rojc, so Rojc was our first choice. We made a request to the City of Pula, but there wasn’t an answer…We decided to look around Rojc for available spaces. When we found one in the basement we came in and started to renovate it. After some time we got a contract from the City.

COMMUNICATIONAt the level of the building there was so-called Great and Small Council. Metamedia Association joined the work of that body. The aim was to improve the situation of common space. Then we had the same problems as today - mostly with hygiene. Also, the problem was non-transparent allocation of space – space allocation to associations without criteria and it turned out that the one who knows certain people, has “the

connections” in the City got a larger space (which was not fair to the organizations that are actually implemented activities and programs for the general public). The members of the Great and Small Council held meetings, physically, but communication was primarily conducted through mailing list. There was an initiative for formal establishment of a network of associations, however, this idea did not come to life. Relation between associations were then very tense, communication aggressive and violent. It was quite difficult to communicate because there was a big gap between the level of knowledge, experience and confidence among members of associations (some people know very much, others very little on advocacy, influence public decision-making processes, etc.), There was no basic communication skills. Over time, the communication has improved.

ACTIONIn 2003 associations began to implement joint activities in order to increase the visibility of all organizations and their programs in Rojc (mostly associations in the field of culture). The first joint action of associations in different areas of activity was called “Action for Rojc” when we gathered because the City had intention to charge for parking spaces in the yard of Rojc (we were, of course, against it).

IMPACTThe development of participatory governance in Rojc passed several stages. In the first phase was necessary to connect associations and create a sense of community. This happened through the implementation of joint projects. In the second phase, Metamedia turned away from joint activities in Rojc, however at that time came new generation of association who got involved in stronger engagement around the building, including the organization of the first “Actions for Rojc”. In the third phase, association Green Istria launched the project “Education and development of participatory public-civil governance model of Community Centre Rojc” in which, through workshops with members of the associations and representatives of the owner, we analyzed the situation, determined the needs, developed a model of participatory governance. In this project again was seriously considered the formal establishment of a network of associations from Rojc, which was achieved in 2012. Development of participatory governance model has set great challenges for our association, however, in the end, this process has strengthened us – our knowledge has increased, we developed communication skills, financial capacity has been strengthened because together we participate in projects, etc. However, I believe that the associations in Rojc, together with Rojc Association Alliance, must work to build their own recognizability and continue to strengthen skills especially in the field of advocacy.

Irena Boljun!i" Gracin, Assocoation Wizard’s Hat – president, RojcAssociations Alliance Coordinator

http://rojcnet.pula.org/

CONVICTIONAssociation Wizard’s Hat needed a space for rehearsing, we didn’t think too much why Rojc at that time. There was free space and the City of Pula said we can enter. It was around 2005.

INTENTIONWhen we started to use our space actively we felt the need for greater harmonization among interested parties (Rojc users) and the need to network and work together on joint problems. At that time the problem was the City intention to charge rent for space usage.

COMMUNICATIONAssociations decided to form a non-formal body called The Council of Rojc Associations (The Council) with aim to negotiate with the City about new contract lines (at the end the City withdrew suggestion on rent payment). The function of The Council was to maintain communication with the City of Pula about joint interest/problem within the building like infrastructure, impact on financial decision-making, possible savings, etc.) The Council initiated establishment of Rojc Co-ordination – advisory body founded on the principle of co-management (3 members from the City of Pula and 3 members from associations – Rojc users). After that, The Council of Rojc Associations found out through media (and not in regular/formal communication with the City) about their intention to make a parking lot in the Rojc front yard. That was unacceptable for us because we think that yard represent free space in front of the building that can serve for events and other joint actions/programmes/activities. That second “hiden” attention from the City of Pula made us associations more active, coherent and focused on positive changes in Rojc building.

ACTIONWhen RAA was found (2011), The Council switched its obligations/power to RAA but left possibility for other associations that didn’t want to be a part of RAA, to act through that body and communicate with the City their interest. To date, no association used that possibility. In 2013, the City of Pula gave “Living room” to RAA to manage that space as a common area for associations/citizens/informal initiatives. The goal of this multi-functional space is to strengthen cooperation between the associations within the building, to provide space for the implementation and presentation of social programs to provide space for socializing. The Living room is a positive example of a participatory governance model in Rojc. It’s renovation, purchase of furniture and equipment is jointly co-financed by the City of Pula and RAA, and RAA is responsible for the program.

IMPACTRojc shows all benefits and potentials of using public infrastructure for social purposes. Rojc became the example of user involvement in responsible co-management of public infrastructure. But… Development processes, in the context of participatory governance implementation and communication with the City, is very slow. The City does not have trained employees who understand this model, who can reflect it, adapt it to local needs – further development of the model and Rojc sustainability plan is almost entirely left to the users. There are always people and organizations who do not want change! RAA must continue to work for the common benefit.

Marlena Plav!i" – Association Sunflower

https://hr.linkedin.com/pub/marlena-plavsic/6/4aa/552Association Sunflower: http://www.suncokret.hr/Default.aspx

She works at University of Juraj Dubrila, Pula. Marlena has Ph.D in Social Sciences –Psychology. She is also coordinator of Association Sunflower and is active participant in developing of Community Centre Rojc from the begining.

CONVICTIONMarlena is social worker and psyhologist, she works with kids and elder population. She started to work in Rojc in period when it was a refugee center, her organisation was working with refugees and displaced persons and children during the war period (1990 - 1995). They wanted to come back to work in Rojc even after war because they new how the place was looking from inside, they found it interesting and they heard that lots of other NGO will enter in the building. They wanted to connect with local community and citizens. Marlena from the beginning started to connect with other people and NGO-s from Rojc because she believed that people from Rojc must be active and responsible for developing of this Community Centre.

INTENTIONFirst motivation for unification of associations from Rojc was the announcement by the City that will start to charge a rental space. All associations that have come together in that period organized Great Council, a couple of associations that have shown greater interest to articulate needs of associations towards City of Pula – was organized in Small Council. These initiatives were informal and were first step towards participatory governance model, intention was to improve the conditions in the building. Marlena was a one of the first member of Small Council. After this first steps there was three other waves of intentions toward participatory governance model. People from Rojc Alliance are very fond of Marlena because of her long experience and calm temper.

COMMUNICATIONInitially, there was no communication tools that we have today in Rojc. There was no Internet, not even telephone lines, no cell phones. Marlena told us that they used a system of posters and personal contacts. They began to organize meetings. Meetings were held in ground flour of building so people with disabilities could come. With the arrival of new people in Rojc, hackers and computer experts they provided IT support, mailing lists, web page, open source systems and platforms. Marlena shares a lot of interests with other people from Rojc and cooperate in different activities and projects.

ACTIONFor Marlena the most important action that contributed to the model of participatory governance was project “Development of the participatory governance model of Community center Rojc”. For her was important to participate in workshops because

it helped here to understand and to accept why formal Alliance would be better than informal Alliance and to understand all processes and trend in participatory governance. This project helped that things start to move faster but all the actions and activities that they were pushing through the years were good foundation for that. Other actions like “Action for Rojc” or “Days of Rojc“ had more impact on communication with local community and citizens.

IMPACTSociety thinks that we are lucky ones that got free space for work and they don’t understand all the processes that are going on. Participatory governance is for them too abstract. Rojc Alliance is recognized by the City authorities as relevant partner, as a partner in the further development of the social center. Also the City sees Alliance as a strong ally in the acquiring of financial funds, in promotion of the center and of the management model (participatory governance).

Du!ica Radoj"i# – Association Green Istriahttps://hr.linkedin.com/pub/dusica-radojcic/56/725/796http://www.zelena-istra.hr/

Du!ica Radoj"i# is political scientist and environmental activist. Since 2002 she is president of environmental organisation Green Istria. During her mandate, the association based on the work of volunteers has grown into an organization that employs professionals and ranks among the most influential environmental organizations in the country. Her main area of interest is the environmental impact assessment and public participation in decision-making. She is member of Rojc Coordination body and one of the key people in developing of participatory governance model in Rojc.

CONVICTIONMany specific, random and unique circumstances impact on what was initially happening in Rojc. For example, after the building was abandoned and devastated no one had

thought to turn off the electricity and water! This is one of the reason why individuals, artists and organizations started to enter in the building. Green Istria entered in Rojc in early beginning, we got small space on ground floor but I started to be active in Green Istra later so I wasn’t part of the first wave of self-organisation process. I actively got involved in development processes in Rojc because I thought that I can contribute to the further development with my knowledge and experience. I thought that fund usage earmarked for building maintenance is spending irrational and that we as individuals and associations should actively get involved in building management and that we have to be responsible towards public space that we use. I believe that the revival of such spaces in the local community contributes to the development of that local community. I believe that with our participatory model we are promoting innovative governance models in general.

INTENTIONWe gathered in the network because the users dissatisfaction was huge, we have tried to organize ourselvesm and articulate our needs and demands toward the City of Pula, after many year of attemptions (Great&Small Council, Council of Rojc etc.) associations decided that formalization of Alliance is needed because of better involvement of associtaions, increased formal power, simplified representation and advocating power. We also proposed the formation of a joint body that would manage the building and control the cost, expressing the ambition for equal partnership relation and taking co-responsibility. We also designed the project “Development of the participatory governance model of Community Center Rojc” with the aim of involving Rojc people in control mechanisms and taking part of the responsibility that had previously been exclusively in the domain of public administration.Project was implemented in cooperation with the Center for independent culture “Pogon” and association “Right to the city”.

ACTIONFor me the establishment of Coordination was the key action, Coordination is a joint body formed by the representatives of the City of Pula and the Rojc Alliance. The key moment was the election year 2008. when people from Rojc started to advocate new model. In 2008. we proposed to the city establishment of the Coordination Body, which consist three representatives of NGOs and three representatives of the city – mayor accepted this proposal.

COMMUNICATIONI will talk about communication with local authority – City of Pula, communication in Coordination. Our model is still not good enough because communication with the City is too slow and ineffective. The building is owned by the City and all larger investments are subject to the procedures to which coordination has no impact and results are unsatisfactory. Slow communication and slow management style cannot satisfy the aspirations and needs of organized civil society. Only long-term-oriented management would allow development. Communication among associations is improved with many of activities of Rojc Alliance (mailing lists, web site, newspaper Veznik, Living room-common area etc.).

IMPACTRojc has contributed to the development of civil society in Pula, connected them, made them visible and they in return provide in local community lot of diverse activities and programs. Pula via Rojc can boost the cooperation between public and civil sector, which is in line with the best European practices. Rojc has become recognized in Europe and because of that contributes to the reputation of the city. In Rojc all benefits and potential of using public infrastructure for social purposes are visible. Rojc became the example of user involvement in responsible co-management of public infrastructure.

Irena BurbaResearch manager for OOS project from Rojc Alliance in Pula, Croatia. Working for the non-governmental organisation “Green Istria” in the field of environmental protection, encouraging public participation in decision making processes, and raising public awareness on environmental democracy. Plays an active role in Rojc Alliance. Irena likes camping, reading and juggling.

Ana !u"i#Research and Toolbox researcher for OOS, Rojc Alliance external expert. Has 10 years of professional experience working in the non-governmental sector, primarily in the field of civil society development and youth issues. Currently is working as an independent consultant supporting different organizations in writing, implementing and evaluating EU funded projects. Likes to swim and run in her free time.

SOCIAL ENTREPREURSHIP

led by Capture Arts and the London Borough of Lewisham,

London, United Kingdom

coordination : Deborah Astell, Fred Garnett

DEFINITION OF SOCIAL ENTREPRENEURSHIP What are social enterprises?

This is the simplest definition from the UK Government. The UK government defines and describes social enterprise as follows: “A social enterprise is a business with primarily social objectives whose surpluses are reinvested for that purpose in the business or in the community, rather than being driven by the need to deliver profit to shareholders and owners.” A more simple definition is that a social enterprise is an organisation that trades for a social purpose. Sometimes social enterprises are described as ‘not for profit’ as any profit or surplus generated is used to further the social objectives of the business. More info here: http://www.socialfirmsuk.co.uk/faq/faq-what-social-enterprise-and-what-types-are-there

I have read a lot of literature about SE and collated all the information from reports and condensed it into the following: To define SE is incredibly difficult, it is dependent on a lot of factors that vary between SE and the countries and contexts they operate within. There are evolving models continuously emerging (the 4th sector model for example) and therefore a universally agreed definition for social enterprise is challenging and no one can really agree upon it. This makes it difficult to capture, evaluate and measure the impact of the sector. There is however a generally recognised group of possible sub sets. These include social enterprises that: 1. Are led by a social entrepreneur, applying entrepreneurial solutions to solve social problems 2. Grow up, within or alongside charities, usually with the purpose of supporting the charity through trading activities 3. Trade extensively with the public sector 4. Are private sector businesses with a social purpose 5. Form part of a broader, integrated programme for social benefit 6. Share a legal form recognised in individual countries as social enterprise.

The question of a universal definition therefore remains somewhat controversial and is still unresolved. In a joint report reviewing the state of current research into social enterprise, the Social Enterprise Coalition (SEC) and the Economic and Social Research Council (ESRC) acknowledged the diversity of the sector, pointing out the great variety of organisational types, sizes and activities gathered under the banner of social enterprise:

in their activities, size, legal structure, geographic scope, funding, motivations, degree of profit orientation, relationship with communities, ownership and culture.” This diversity, and the fact that the sector is developing rapidly, makes it difficult to have a universal and satisfactory definition, says the report. There are of course some broadly established definitions of SE based on characteristics such as Enterprise Orientation or Social Aims, but the field is wide, diverse and differs in legal structure and status, so that even finding a definition that can be agreed upon and that can be universally accepted is a challenge. For example, a current European definition is that of an organisation that has no profits for share holders, yet Community Interest Companies in the UK do have capped dividends and share holders. The legal status is continuing to be defined and evaluated across different countries but it does remain dependent on local context.

The only characteristics that actually define rather than describe or typify social enterprises, according to the conclusions of the ESRC/SEC report, are: a) The primacy of social aims and b) A primary activity that involves trading goods or services.

Perhaps by taking a slightly different approach to the question of definitions, we can look towards the literature on social entrepreneurship to help guide us in understanding a working definition of social enterprise. According to a meta-analysis of 152 academic articles on social entrepreneurship spanning 20 years, published in the Strategic Entrepreneurship Journal in 2009, 4 researchers concluded that the common denominator in social entrepreneurship research was the creation of social value. Johanna Mair and colleagues at IESE view social entrepreneurship as “a process that seeks to create social value by stimulating social change”. Accordingly, they identify social entrepreneurial initiatives as those that.

or service that catalyses’ social change;

and fostering supply and demand. This website has very simple and easy to understand information: http://www.socialenterprise.org.uk/about/about-social-enterprise

A Challenge:

A LACK OF APPROPRIATE LEGAL FORMS CAN OBSTRUCT THE GROWTH OF SOCIAL ENTERPRISES.

Legal forms as definitions Legal forms are sometimes used to provide a possible definition for social enterprise. A recent European Commission report offers a survey of the various legal forms for social enterprises in 31 European countries. It concludes that social enterprises may in practice “operate under any possible legal form or structure” across a huge range of forms from “traditional forms like cooperations and associations” to “modern business models like private limited companies or joint stock companies.” For example Capture is a Private Limited Company with no shareholders and has a not for profit status, with specific social aims and objectives. We see ourselves as a social enterprise. Why? Because we monetise in house skills and sell our services and any money we make goes into projects that further the social aims of the organisation, also any projects we deliver funded by grants have social aims that align with the core values of the organisation, I would say we use entrepreneurial skills to deliver our social aims and objectives. We do not rely on grants or government core funding so we are flexible, adaptable and can take risks and innovate, much the same as a for profit only business.Given this huge range of activity, the report concludes, “Specific legal forms…refer to subgroups only.” In other words, legal forms don’t offer a shortcut to a universal definition of social enterprise. As the report says elsewhere, “a social enterprise is not defined by its legal status, but by its nature —its social purpose, the way that its social mission is embedded into the business, in its structure and governance, and the way it uses the profits it generates through its trading activities.” And yet the European Commission report also recognises that the existence of specific legal forms or models for social enterprises can be significant to the development of the sector. Evidence from certain countries supports this claim. The creation of the Community Interest Company (CIC) model in UK can be seen as a main driver for the development of the sector as it regularly assumes a clear definition of social enterprises, which allows for statistical registration and contributes to the visibility and validation of the sector. Certainly, a lack of appropriate legal forms can obstruct the growth of social enterprises.

More info here: http://www.cicassociation.org.uk/about/what-is-a-cic

There is also the Charitable Incorporated Organisation, which is a new structure to help charities: http://www.walkermorris.co.uk/charitable-incorporated-organisation-–-it-right-structure-you

Relationship between trading activity and social impact: The Three Models of Social Enterprises, devised by Venturesome I find these 3 models interesting; they demonstrate another way to differentiate different types of social enterprises. In an approach aimed at helping investors make investment decisions, it breaks social enterprises down into three models, particularly relevant to charitable social enterprise activity, based on the way trading activity relates to social impact: 1. “Profit generator” model: trading activity has no direct social impact; profit from trading is all or partially transferred to another activity that does have direct social impact. (For example a charity has a shop, the profits from the shop go into a social project; Oxfam UK does this) 2. “Trade-off” models: trading activity does have direct social impact; there is a trade-off between producing a financial return and producing social impact. 3. “Lock-step” model: trading activity not only has direct social impact but also generates a financial return in direct correlation to the social impact created.

More details can be found here: https://www.cafonline.org/pdf/Ventursome3ModelsOfSocialEnterprise_Part1Jan2008.pdf

The emerging 4th Sector Model I think this new sector is also of interest as it is about the convergence of the 3 traditional sectors. Over the past few decades, the boundaries between the public (government), private (business), and social (non-profit) sectors have been blurring as many pioneering organisations have been blending social and environmental aims with business approaches. Could this be the way forward? http://www.fourthsector.net/learn/fourth-sector

SUCCESS STORY / RUSHEY GREEN TIME BANK http://www.rgtb.org.uk

The time bank primarily works with referrals from local doctors, it is there to enable people to meet ach other, socialise, get active and look after their health and well-being.

Story of success An italian gentlemen named Guisseppe was refereed to the Time Bank by his local doctor. He was an isolated person with some relationship issues. His physical health was not great as he was half paralised with one of his shoes being a heavy metal shoe that needs replacing every month, he had also suffered a stroke and had speech problems. The initial question from the Time Bank was What are we going to do with him? The answer was simple We make space for him!

The Time Bank gave him some work to do, a simple task of folding letters to fit into envelopes, he did this task one handed and has actually done thousands of these letters sine this job began. Through this job he was a regular in the office, people got to know him and he became part of the team, a member of the the Time Bank family. One day there was an emergency and a car driver was needed, as it happened Guisseppe could drive, he became the designated driver, he drives other member s to appointments and helps with deliveries from the Time Bank, its quite a scary ride but you arrive eventually!

At this point Guisseppe said to Phillipe from the TB “Phillipe, I want to work and no one wants me” Phillipes reply was “ Guisseppe, WE want you”.

Guisseppe represents the time bank at official events, he spoke for ten minutes at Mansion House on behalf of Phillipe who was getting an award for his work in the community, Phillipe explained that at the Time Bank they make bridges of people, Guisseppe was isolated, lonely and felt useless, the Time Bank restored his confidence and self esteem, gave him work and purpose and ebabled hime to meet other people and make friends, Time Bank members helped him through his divorce, have helped him with his house and garden, jobs he finds difficult, and in exchange he is the official driver and a member of the office team. Without the Time bank Guisseppe would be living in isolation and not engaging fully in his local community.

https://www.youtube.com/watch?v=Q_nW__d0Yr4

SUCCESS STORY / CAPTURE PROJECTS

This is actually more of a compelling story about the impact of creativity and nurturing the environment for its growth and less about success.

Background In 2005 Capture led a large-scale social research project in collaboration with Greenwich Council Early Years Service. It included educational psychologists, sociologists, teachers, parents, early years advisors and specialists and council staff.

The issue that had been raised by the council was a lack of creative confidence in their pre school children between the ages of 3 and 6, they invited capture as we were fully trained in de bono techniques and could work as creative professionals to solve the problem concretely on the ground and come up with a solution that would help. This project was called Making Thinking Matter, we worked with many adults, teachers, children and council staff during the 3 years of research work, we tracked children and analysed adults and realised the problem was the adult interaction and lack of creative confidence in adults impacting on the children.

As a solution we developed a creative thinking system for education called The Capture System; it nurtures creative confidence, creates the right environment and also can be used easily by teachers and parents. As part of the embedding of the system in early years centres and schools we had a set of workshops that gradually built up creative confidence and thinking and problem solving skills.

Here more info about the Capture System http://issuu.com/capture/docs/capturesystemweb

What happened? So, we were in the second of a series of workshops in a reception class in a primary school, children are about 6 years old. We had done a lot of preliminary work with teachers and parents and had been doing workshops and activities with with the children for some weeks. A small boy was part of the group, his family had been in a violent situation in Afghanistan and had fled and gained asylum in the UK, the boy hadn’t spoken since arriving in

the UK due to trauma. He understood English but did not speak at all. As we progressed with the workshops the atmosphere was relaxed and fun, children had been given their independence to think and all the activities are focused on process not target, the little boy was in the process of making a monster from a collection of materials, he walked up to me as I was chatting with his teacher and said his first 3 words “More paper please” It was an extraordinary moment and was actually emotional for all of us as we realised the work we had been doing was having an impact on levels we didn’t understand at that time.

I deconstructed the entire system some years later and actually understand why this happened, for me it was a defining moment in my practice when I realised that nurturing creativity and a deeper more meaningful engagement with participants was allowing a shift into self-actualisation. A profound moment, it actually shaped the direction and the nature of my work and the work of capture.

CASE STUDY / CAPTURE PROJECTSMAKING THINKING MATTER How a small group of creative professionals spearheaded a creative thinking method and developed new models of creative social practice

Capture is a not for profit company with over a ten year history. It has its origins in community arts and social arts practice and was founded initially as an organisation to provide affordable artists studios and deliver art and education projects with creative professionals and the local community. As the pressure on attaining affordable large scale premises developed in London, Capture’s entrepreneurial methods enabled it to shift and change its direction. Spearheaded by Deb Astell, a designer and artist, it has developed and grown into an innovative organisation that works both locally and across Europe. It no longer focuses on affordable studios but instead develops cutting edge projects that nurture creative thinking, and encourages social entrepreneurship and the creation of micro community enterprises. It created a creative thinking tool for education and delivers training to academics, professionals and artists across Europe.

Capture as an organisation has the ability to adapt and change because it is an open system, dependent on the skills and personalities of the people who work and collaborate together under its umbrella. It is able to react to outside forces, both economic and social, and has shifted from being a studio provider to artist-led educational projects, to becoming creative thinking and learning specialists and innovators, and to supporting and developing micro enterprises in community groups. It has strong and dynamic leadership and is willing to take risks, eliminate waste, evaluate and reflect on what works and what doesn’t and evolve, grow and adapt dependent on current social and economic needs and advantages. Capture does not rely on any local government or council funding and is therefore free to go in whatever direction it feels will be a benefit to society.

About Capture Capture focuses on 4 main areas of work

Recent developments have seen a move into work that focuses more on the training of skills and setting up of micro enterprises with community groups and in youth projects. We feel this is a very important area of our work as these skills are not taught in formal education and these skills are necessary for the future in terms of how we enter the world of work, co working and collaboration.

Capture is a registered company limited by guarantee that only works with freelancers on a project by project basis, everyone is trained in creative thinking techniques, undertakes peer to peer mentoring and learning and then are free to instigate their own projects under the companies umbrella. We monetize in house skills and sell these on the open market; all profit goes back into projects that align with the organisation’s core values of allowing culture, creativity and skills to be accessible to the public.

Impact and Benefit In terms of impact on others this has been on many occasions profound (see success story 1) and we continue to develop projects, methods and tools that will better the lives of those who are less fortunate and in need of skills, creative projects and support.

Increasingly, funding is being squeezed as local authorities and central government look to make cuts and savings.

For Capture we are entering the next stage of our evolution with a change of legal status, we are converting to a CIC or even a private company as we feel we need to be more accessible to the open market and need to generate profit and funds without any grants, as this way of having reliable income is unstable. The challenges ahead mean that good outputs and outcomes and evidencing what makes Capture different are becoming increasingly important in order to maintain business, as well as to win new contracts.

We are looking at new ways to diversify our income streams and are looking at the development of new training packages as well as new training for our team members.

Conviction: What do we believe in, what’s our ethos? What drives us? A core value of the organisation is to advocate for the importance of culture and creativity in society and to share and promote the benefits of nurturing creative process

and how it can lead to self-confidence and ultimately self-actualisation. A motivational driver is knowledge, learning and growing as an organisation and as individuals in it. Also to work with some of the most hard to reach, vulnerable members of society and those who are not in education or training but need support to realise their goals in terms of becoming independent and creating a small social enterprise.

Intention: What do we want to achieve/do? Ultimately we want to share our knowledge, skills and experiences with those we feel will benefit the most. Personally I want the organisation to grow and expand and employ more local people, also to run a scheme of apprenticeships and peer learning. We want to shift more into a 4th sector model and sell our skills in the private sector, this will allow us to generate more income, share our values outside of the 3rd sector and create projects for social good with our profit. We also want to set up a co-working hub locally that is a co-creation and for social and economic benefit.

Communication: How do we tell our story? We tell our story via the usual mediums and networks, it is in fact our weakest link and we have made new efforts recently to address this and are about to allocate financial investment into this area by buying in experts that can manage this better than we can in house.

Action: What we have done Here is a small selection of activities:

spaces, galleries, cinema and shops selling artist and community made products

schools and community groups and local and international artists

Partners included the Goethe Foundation

education programme of the festival

thinking tool for education, trained many schools and parents in this method across London

Assistantships and Erasmus+

entrepreneurship.

Impact: What did we achieve, and what are the results? I think Capture’s greatest achievement is its ability to survive without core funding and grant aid, also its ability to reflect and change direction completely. For example when we developed the Capture System creative thinking method we had a large scale training programme in schools across London, it generated a lot of income and we could have had this one area of work as the only area of work. After several years delivering this work we did an exercise in self reflection and looked at the Lean system. I made the decision that we would phase this lucrative area of work out of Capture as we were not learning or growing internally, we were just allowing others to grow through the projects.

This was a risk as it meant a reinvention of the organisation, this happened and we began working on EU projects, which then became a focus. The credit crunch happened shortly afterwards and many organisations we knew disappeared due to cuts in funding; the funding that paid us to deliver the Capture System projects also stopped.

At Capture we do extensive workshops, training and seminars around social ntrepreneurship with young people and adults. The project is under our number82/ People’s Agency project umbrella, this is a platform for creative professionals, artists, designers etc. who work with the public, and it focuses on socially engaged practice, the creation of micro enterprises in the community, entrepreneurship, ecological transition (the traceability of materials, using materials that are sourced ethically etc.). It has core business and entrepreneurship skills alongside hands-on product design and making. We have built up this approach and methodology over several years, starting with small scale pilot projects to test ideas and building up to bigger, longer, more embedded projects and we now have both small scale and large scale models that can be used. All of these projects are participant-led; we build on the interests and ideas of the participants and always use a co-creation framework in our workshops and projects.

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This is a recent project report: http://captureprojects.org/captureprojects/social_enterprise_files/capture%20quaggy%20report.pdf

A bit about young people: http://captureprojects.org/captureprojects/YIA.html http://captureprojects.org/captureprojects/social_enterprise.html

We specialise in creative thinking, ideas generation and innovation for small NGO’s and deliver training in these areas as well: http://captureprojects.org/captureprojects/6_hats.html

Here is the latest newsletter on one of our EU projects: http://captureprojects.org/captureprojects/new_grundtvig_files/newsletter-final-draft%201deb%20grundtvig.pdf

We work in the UK and on EU projects: http://captureprojects.org/captureprojects/Eu.html

ADVENTURES IN CREATIVITY THE CAPTURE SYSTEM

What Is The Capture System©? The Capture System© is a thinking tool used in the Education sector in the UK, developed by Capture Arts and Creative Projects in London. Capture Arts develop specific creative activities and use thinking tools to focus attention, escape the normal ways of thinking and keep the brain moving, exploring and making connections The Capture System© combines Creative Thinking techniques with hands on creative activities.

The Capture System© follows the same principles regardless of what context it is being used in. We have transferred the basic principles of The Capture System© to the worksheet activities that accompany this manual. The main principles of The Capture System© are:

THE MAIN PRINCIPLES OF THE CAPTURE SYSTEM©

1. Create The Right Environment We believe that creating the right environment to think is very important and it is a key component in The Capture System©. Something as simple as clearing a space at a table or desk and putting a piece of clean white paper down to work on, turning off your phone and computer, even sitting under a tree outside with a notebook can help you to create the right environment. It is very important to escape your current patterns and not just mentally, a physical escape is really beneficial in enabling us to think differently. So, for effective thinking to occur the environment in which you query and explore an issue or problem is key and both the physical and mental environment has to ‘feel’ right.

2. Use Of Language; What Questions Do You Ask Yourself? Language can either open the creative floodgate (“What could this be?”) or close it (“What is it?”). Asking the right questions can help us focus our attention. At Capture we use very specific ‘open ended’ language that keeps the mind moving, the ability to keep making and creating mental connections is key to successful Creative Thinking. Very often we use closed language when trying to overcome challenges and solve problems and the brain is programmed to use existing patterns and methods, which we have been taught from a very early age. With Creative Thinking we need to re train the brain to be more adaptable and open, these techniques are cumulative and a person gets better and better over time.

3. Gather All The Information First If you have a problem or an issue to solve gathering all the facts and data at the beginning of any process is a clear way to begin, imagine you are a computer just gathering facts and data, non-emotional, machine like. It can be very difficult to make decisions if you don’t have all the important information to hand.

4. Thinking Time Don’t rush. Thinking time is a key component. Just a few minutes clear time for thinking before we embark on a task can be very beneficial to the process. Even if we don’t think it is very important, we don’t often give ourselves this mental space. Both the physical and emotional space must be right to practice thinking. Setting aside a specific time and space for thinking is also a good idea. For example, I am going to work on my new idea at 2pm on Thursday in my workshop.

5. How Do You Query And Explore? Another key component of The Capture System© methodology is a term we call Thinking with Objects, this is thinking with your hands and using objects or materials. This can also include everyday objects and can even be a product you make or wish to reinvent. Sometimes thinking is not enough and we need to apply it to something in the physical, this we could term applied Creative Thinking. Those who make art works or products, very often think with their hands and it is a format that is familiar to them. At

Capture we believe it is very important to ‘play with your problem’. We have seen a visible link between the use of objects, often-random ones, and materials that have no defined function. Objects can take on any meaning we give them. E.g.: a plastic red ring can trigger different associations, due to the sensory quality of the object, this can turn it into a circus Ferris Wheel, a bracelet, a fire etc. when used in combination with the task at hand it can aid free association. All the Capture exercises use random materials and objects combined with Creative Thinking techniques.

Creative thinking is not enough; when it’s combined with a sensory action it heightens the possibility for creative action and lateral and divergent thinking to occur. The sensation of loosing yourself in a hands-on activity is a key factor in what we do.

6. Experiment and Evaluate Try things out, do it differently. If we don’t give things a go we will never learn, if something doesn’t work as we expected that’s fine, at least we tried it out and we have learnt something. Always evaluate in an open and honest way and try not to let your ego influence you too much! The only way we move ideas forward is to look at something and see what works and what doesn’t. Keep the things that do work but don’t keep repeating the things that don’t. Objective evaluation is very important

WHY IS CREATIVE THINKING IMPORTANT?

We don’t know what the future holds for our children once they become adults, they are the next generation and we need to equip them with the tools and ability to solve problems and think for themselves. It is paramount that children going through the current education system have the opportunity to practice and develop thinking as a skill and to nurture the ability for Creative Thinking. Many people understand that creativity is somehow important, they just don’t understand what it is and how to get it. At Capture we believe everybody is capable of being creative given the right environment. Creative Thinking is a process by which we focus our attention, escape the confines of the current situation and generate movement to keep the mind making connections. Fundamentally it is a change in direction in your thinking and going beyond the known. Children do this naturally but many adults find this process difficult and challenging.

Simply, Creativity Thinking is

Therefore to enable creativity

When doing activities with children adults need to create the environment for creativity to flourish.

Capture Training sessions

THE THREE STEP CAPTURE SYSTEM

We have discovered a beneficial link between firstly talking about a theme or subject with children and then children applying that initial understanding to a creative task.

We look carefully at the role of the adult, how adults interact with children and how what they say and do effects children’s’ learning

1. Discussion time Each project / activity begins with a Question and Answer session based on the Six

about a task or theme, explore, and share as much information as possible. Talking about the properties of materials or the theme of an activity beforehand, allows children the space for the process of making connections and forming ideas before the practical task. We need to remember to allow children enough time to come up with ideas during this session. This also creates an atmosphere of anticipation and excitement.

Children are asked, what they knew about a chosen theme – the jungle, for example - and then talked through what information we already know, possibilities and properties of that theme, avoiding the usual ‘what colour is the jungle?’ questions, instead using questions like “What would it be like being a tiger in the jungle?” and “What could we do with this in the jungle?”

Sample questions for a themed activity, e.g. Jungle

2. Organisation of materials

Good question to ask! “What could this be?”Instead of “What is this?”

We do not use glue, sticky tape or scissors. Glue is a distraction and a material in it’s own right. Without the use of glue children’s work becomes more transient and exploratory. We encourage the process of exploring and children do not need to produce a targeted result or finished object When using glue or sticky tape it easy to attach objects together, without it children have to problem solve and find other methods of fixing and attaching. The children work best when materials are categorised and laid out in a very organised way. We lay materials on tables in groups of colours, textures, 2d and 3d and materials useful for fixing and attaching. Children are given small shopping baskets and the table becomes the materials supermarket, a concept they all understand! More importantly, the shop can close! Each child (or adult!) is responsible for selecting their own materials. It is interesting to note how few materials many children work with so by sorting and categorising materials clearly, the children can more easily make their choices. It is not enough to provide the materials and leave the children to work alone. Children need adults to be present if not actively involved. This need may diminish over time as

children become more confident but raises questions about the needs of the less confident and new children.

Materials sample questions:

3. During the workshops At the start of a workshop we always allow children an initial period of time alone to think about what they want to do. Adults play a key role in asking the right questions at the right time and knowing when to step back. Questions need to be about the potential properties and uses of the

materials. Having a group task in mind (e.g. making a monster) is not the same as getting the children to produce the same object. However, children need time to explore materials freely before moving on to a task-based activity.

Other key points:

evaluations to move learning forward. The advantage of our methods is that it can be developed and used with children as they continue through education and can be applied to many learning situations.

Other issues to consider:

The age between 0 and 5 is a crucial time for children to develop. Our early years practitioners must be equipped with the tools to enable divergent thinking to be explored and to feel confident in allowing creativity to flourish in our children. Developing art and creative sessions is a key skill for adults to learn therefore feeling confident in delivering such activities in their settings.

Schema and connections Schema appeared very clearly in many children’s work. We feel that practitioners need to be aware of this and to plan activities that allow children to explore their interest in a variety of situations. Connecting objects seems to be of great importance. Perhaps there is a more abstract need to make connections in all areas of learning. For example, connecting letters and words and connecting ideas and observations. What children may need is to connect in the concrete before they can move onto more abstract thought. By offering a range of ways of joining and connecting materials, we allow children to develop these skills.

How to support your child in their creative development

look at what they like, their habits, patterns of behaviour, what comes naturally and what presents a struggle

outcome you had in mind

follow their lead, and support their ideas. For example you have prepared an activity to build a jungle, your child chooses only pipe cleaners from all the different materials and begins to make a giant snake and the activity becomes about the snake not the jungle, build on their interest, you could ask questions where the snake might live, what it eats, if it has any friends etc.

them in the problem solving. Make suggestions to find a different material, technique or tool when your child gets stuck

you think about that?

www.makingthinkingmatter.org ©deb astell/capture arts and creative projects ltd 2011

PEOPLE PROFILE: COLIN TONKS / ELECTRIC PEDALS www.electricpedals.com

Olympiad John Howard said, “The bicycle is a curious vehicle. Its passenger is its engine.”

Based in the Bussey Building in Peckham, London Electric Pedals is a small limited Company spearheaded by Colin Tonks. For over five years, Electric Pedals has been using the energy generated by people to power cinemas, music venues, radio stations, theatre productions, art installations and educational workshops, all of this without using a single battery. They state that human energy is not only a great way to generate electricity, but also an amazing way to promote sustainability, exercise and energy appreciation.

Local people can bring their own cycles to their local events. Connecting with people through cycling is a way to help translate their excitement into lifestyle change, i.e. the bicycle as a transportation choice. Their secondary aim is to offer help, support and know how to set up other organisations to replicate what they do. This is generally done during workshops, building all of the equipment needed to allow these partner organisations to run their own Bicycle Cinemas whilst handing over their knowledge of maintaining equipment and the management of Bicycle Powered events.

Colin was born in Telford, Shropshire and comes from a working class background; he left school early with few qualifications and worked with his father who was a car mechanic. He studied later to get his A levels that then enabled him to go to university where he studied software engineering and financial modelling. He worked for big corporates such as a forecaster including Enron, Shell and Deutsche Bank. His sole aim was to generate enough income to buy a house; after doing this he left this sector, also suffering from work-related stress

He went to the Big Chill festival in 2007 and had a defining moment: David Butcher, who had been innovating pedal power for a very long time, came over from the United States to build a bicycle-powered lantern tree. Eighteen bicycles were set facing out in a big circle all around the base of this enormous oak tree. Each bicycle was connected to a lantern, simple lanterns of varying colour. As people got on and off the bicycles, the

lanterns flickered on and off, their brightness reflecting the energy of the cyclist. A simple yet beautiful idea. Soon after, Electric Pedals was born.

A strange series of serendipitous moments followed this, including meeting someone whose wife had helped build the tree art work, Tim Siddall, who also had a basic pedalpowered boom box, and the two of them began tinkering away together. This led to meeting someone from B Inspired who wanted to build a bike-powered Christmas tree, which in turn led to an art work being created for Tate Britain with artist Bob and Roberta

The second key moment came when Dragonfly TV proposed a TV show called The Human Power Station, which was a family house being completely powered by bike-generated electricity. Electric Pedals won the contract to create the pedal power element. This was a very big documentary/reality TV show; the family appearing in it was genuinely unaware that all the energy that they were using within the house was coming from over 100 cyclistspedaling in a warehouse next door. This was a huge project and a key one for Colin. Not long afterwards Tim left, as he wanted to concentrate on being an artist: https://vimeo.com/96637576

After this Colin created a tiny cinema and then after meeting the co-founders Neil John and Howard Francis decided to make a bigger version for the Free Film Festivals organisation (originally for the Herne Hill area). 500 people came to the event and the rest as they say is history!

I asked Colin what motivated him. He said seeing something come to fruition and seeing instant results, but primarily watching the joy people get from the projects. Interestingly the ecological and environmental aspect of Electric Pedals was not something which was done deliberately, it was an unexpected outcome of the work and is now quite an important factor.

Electric Pedals have done some powerful, groundbreaking work in Uganda supporting the work of a Mountain Gorilla charity called GAFI. Madelaine Westwood, of the charity, went to Uganda with a series of BBC-made films to work with the local people on preserving the gorillas, as opposed to reducing their habitat and killing them. She had lots of people turn up for a screening, many had walked over 20 miles, and there was an electricity cut. She was devastated as she couldn’t share the films, Colin made her a cinema in a back pack which transformed how she could work in Uganda, and now Electric Pedals have inspired many organisations and individuals across the developing world to replicate their pedal powered projects (Cyclo Cine in Senegal is one example). http://www.gafi4apes.org/pedal-powered-cinema/

Colin gives help and know-how away to anyone for free; if there is an event that is within a certain local boundary he will provide equipment for free. He says he doesn’t want to scale up but wants to stay small, and allow other people to do the scaling up for him independently.

EP was a social enterprise but Colin realised it wasn’t tax efficient or the right model or structure for them. They dissolved the social enterprise and became a straightforward

limited company. Colin says that he agrees the EP is for social benefit but also for profit as a business.

I found EP to be a very inspiring organisation. There are only 2 key members, Colin and Richard, who joined over a year ago, and who has helped to evolve the organisation with his making and engineering skills. They are a key group of people within the Bussey Building and I think Colin has a role of tumler, they are an organisation that is there for social benefit and good but categorically does not call itself a social enterprise.

PEOPLE PROFILE: EDDIE BRIDGEMAN, MEANWHILE SPACE Eddie Bridgeman, Meanwhile Space http://www.meanwhilespace.com/

Eddie works for Meanwhile Space, which is a CIC (community interest company) set up in 2008/9, and which makes space available forentrepreneurs, companies, organisations or individuals who need it, for social benefit or not. They enable and support those wishing to test out an idea or an innovation in a safe and often low risk space/environment.

Meanwhile Space helps to find premises which are otherwise unused (eg properties which are not let, empty railway arches etc) and helps with the negotiations (eg with property developers or owners) and then takes out the lease themselves via their sister company Meanwhile Foundation http://www.meanwhile.org.uk/ – the foundations status as charity means that they do not have to pay business rates when they lease a property, get better deals on rents and in turn do not need to charge very much for the rental or use of the spaces. Quite often spaces are free to use short term anywhere from one week up to 9 months. The spaces they find are usually only for short term, average 9 months. This is an interesting innovation and solves a problem of excessive costs due to business rates legally through being a charity and being exempt to pay them.

Their beliefs are very interesting: they believe they are encouraging entrepreneurs to give it a try; by providing cheaper space for them to do it in, for a finite time, it allows people to fail similarly to Wayne Lucas, and Deb, who believe that often young, experimental and cutting edge artists need affordable space in order to test out ideas and share with the public). It is like giving somebody a chance to make it.

Eddie stressed that they do not curate the space, they do not judge, and they do not oblige the tenants to use the space for anything specific, however they do avoid religious or political groups. They are also more interested in the ‘enterprise’ side than the ‘social’ side. Obviously for retail spaces, it is important to have a high standard in visual terms, as it helps the high street and keeps the landlords happy. Also, to find the ‘right’ sort of tenant, they often put on events, which naturally attract the right sort of people. They instinctively avoid troublemakers and aim to not compete with existing retailers. They basically ‘work with the willing’.

Meanwhile Space began a club called the ‘Coming Soon’ club in Wembley. This gave potential entrepreneurs a free retail space for a short time to experiment and do their own one-off test to see if retail was going to work for them. Eddie said that they find that property developers react well to approaches, as it works in a mutually beneficial way to both parties. When Meanwhile Space allows access in this innovative way, it ends up by enhancing the value of the property.

They either acquire long leases or as they are trying now, buy the property itself. The first time they have tried the latter is with a purchase in Hastings. They have gone into partnership with another company to acquire the property. This will operate for a time and they will then sell it back to the other party. In the case of Hastings, where (like elsewhere in the UK) there are concerns for locals to be priced out of the regenerated

market, they will keep the building as a mixed use building, and fix rents in order to keep it as a pocket of affordability.

They have an app called Cucu where you can search for buildings. Equally, if you have found a building, they can also help to advise, and negotiate on your behalf. They also have guidelines on their website which you can use yourself.

Their biggest advice when approaching a landlord or property developer or housing association yourself is to do proper preparation in advance: ie. How much does it cost them to have an empty property; what they could get out of an agreement with you. They always recommend having direct contact with the owner (not the agent).The Meanwhile Space like to keep costs as low and as transparent as possible. One interesting fact that came up was that their status as a CIC was restricting their growth as a business. They offered their help and support to Capture if we found a suitable space for a hub.

PEOPLE PROFILE: WAYNE LUCAS, ARTIST AND BUILDINGS MANAGER Wayne Lucas, artist and studio manager at Old Tidemill School, Deptford http://www.waynelucas.co.uk/Lucas-Arts/Welcome.html

We discussed Wayne’s history via a timeline, which was a very interesting story about his career as an artist, his development of building management skills and negotiation skills over 20 years, and his motivation to become a studio manager (initially to obtain a cheaper studio and basically afford a way of living without having to sell his art). We also discussed the buildings he has co-managed and managed alone throughout Lewisham and the neighbouring Borough of Greenwich, that allowed artists to have affordable spaces, and also allowed the public access to culture and the arts via direct access to the buildings and to educational outreach projects (this was managed and created with Deb Astell, who he met back in 1995).

In 1995 he worked as an artist at Catherine Grove Studios, Greenwich SE10, an unused Victorian primary school, the artist led organisation was a registered co operative called Cor Blimey Arts and was a bohemian, loosely managed community of artists who mostly knew each other. He first offered to part manage the studios in order to get a reduced

rent and cheaper studio – and this philosophy and practice has continued throughout his career and is still the case today.

It protected the building from squatters and in that way was cheaper for the property owners (local council) than other forms of protection. There were 12 managers/artists and 60 artists occupying studios, it had regular exhibitions and public workshops. In 1999 the building was taken back by the council to turn into flats and there was a split of the artists, and 6 went to another Greenwich Council property in Woolwich, while 6 (including Wayne and Deb) went to a Lewisham Council owned property on the Pepys Council estate.

This building was much smaller, and was a renovated underground car park that had been turned into workshop/business units that no one wanted. (Ironically with EU Social Fund money!) This was a dangerous part of Deptford with no lighting, and where postmen delivered the mail in twos! The politics amongst the artists soon started to go wrong, with a division between those managing the property and those renting the studios. There was another difficult split. Deb learnt some key management skills and also by 2000 had turned the organisation from a co op into into a registered charity. (CBA / Contemporary British Artists)This meant there were no business rates to pay, the company could generate grants for more education projects and artist led events and could also open branches elsewhere. Once again the building was taken back to be sold by the council and the artists moved to The Giffin Business Centre in the centre of Deptford, on another temporary lease. The managers were Deb and Wayne and they gave artists short (28 day) leases, the artists had no voting rights and were simply leaseholders. D and W enforced the rule that the studio had to be used at least once a week. Trustees were created ie volunteers to manage the space. A new artist arrived who caused trouble and this resulted in Deb leaving (2004).

In 2005 the charity Deb created was closed down. Again the building was taken back for redevelopment. Another site in Deptford was proposed, Resolution Way, renovated railway arches but there was something really uninspiring about it and Wayne decided at that point not to get involved. Then in 2008 Wayne, through the help of Alan Davis from Property Services Department at Lewisham Council, moved to St Paul’s House on Deptford High Street,which had formerly been a convent. There were 12 artists in renting studios there, 10 of them from Giffin, and it was all artists’ studios and art shows. Wayne had a very happy period there; see some archive at the St Paul’s Project blog https://stpaulsprojectspace.wordpress.com/previous-projects-and-events/ From the Pepys Studio days he was also doing educational work in a school, 2 days a week, which continues to this day, an outcome of Debs education programme with artists and schools with the CBA charity.

In 2013, Wayne moved to the Old Tidemill School where he still is today. He got this space through the council on a temporary lease but no longer has any contacts at the council and, since his time in this space will come to an end within the next 6 months, is thinking of approaching private property developers himself directly next time as renting from the local council is complicated and challenging. At Old Tidemill, Wayne runs a project space downstairs as a residency for artists which changes every three months. It brings in new blood and energy, which changes the dynamics of the building in a good way. Our conclusion on meeting Wayne was that he is

an entrepreneur although he himself would not have put it like that. In response to what he thought makes a good social entrepreneur, Wayne summarised:

“A good business head, a non-emotional non-artist ‘benevolent dictator’ who can be responsible for management of a space. In an ideal space, he said he would like the balance of established artists with emerging ones, of different ages and experience so that the older ones could mentor the younger ones.”

Reliability and commitment is a very important quality when finding people to share one’s space. He felt that affordable students are paramount for the survival of the arts and artists living and working in London, there are fewer and fewer spaces due to aggressive regeneration and development across the City. Without affordable studios the communication between artists and the public is reduced, artists are important members of society who offer up a mirror on what we are doing, without this we have a cultural vacuum.

PLACE PROFILE: RUSHEY GREEN TIME BANK Rushey Green Time Bank http://www.rgtb.org.uk/

The Rushey Green Time Bank group exists and thrives (despite having no regular government funding) because its members care about each other. It is entirely different from the other sort of time banking (for example the Economy of Hours http://economyofhours.com/) which is about swapping business needs on a basis of time. Also, we noted, time banking in the United States is very much about money. This is the opposite of the Rushey Green Time Bank!

Since 1993, the Time Bank has been run by Philippe Granger, a Frenchman who came over from France in 1974 and never left. He has been living in the Lewisham area for many years. He is key to the ethos of the place: it is about restoring hope to all members of our community and extending love and care to everyone, totally democratically. In that way the hours themselves become relevant, it is more about making connections with other human beings and ultimately making genuine friends.

The Time Bank has set up a community green space, Wildcat Wilderness, which (the clue is in the name) is quite a wild space on the edge of some allotments in the middle of urban Catford: http://wildcatwilderness.org/

One of the key points to make about the green space is not that it will produce vegetables, but that it will make a society of people working together, who will be inspired to look after it together, be social, have adventures there and make it their own. I was very impressed to find that there is an 8 year old on the steering committee at the Wildcat Wilderness, and when I met her I could see why!

There are also 5 mini time banks in the borough, which were set up and run by Simone Boothe, the Community Hubs Co-ordinator. In just 18 months these new hubs gained 250 members.

The Rushey Green Time Bank is the people to people type of time bank, the social one which is good for community, and the mental and physical wellbeing of its members. No surprise really that it was originally set up in 1998 by a G.P. named Dr Bing from the doctor’s surgery downstairs (the Time Bank is still located above a doctor’s practice). Doctors still refer patients to the Time Bank as making friends and becoming a part of the community is always a better ‘cure’ for loneliness or other forms of illness than medication. As you can see from the second case study, the Time Bank really can save people.

How it works You can join online http://www.rgtb.org.uk/joining.html or by popping into the Time Bank itself. You receive an induction which is very important as the values are explained to you: respect for others etc. You can post what you can offer in terms of skills or what you would like help with. Lots of people join because they do not want to volunteer (which entails too much commitment), and we also discussed the fact that we need to distinguish time banking from volunteering, as they are completely different things. Members like the fact that there is not a rigorous signing up process. It is simple, and everyone is welcome. There is no signing up fee.

Philippe Granger sees himself as the facilitator and the Time Bank as the catalyst. He provides the space, and enables the members to grow and to be able to do things for themselves by understanding their needs, encouraging them and helping them to navigate through life’s ‘spaghetti’. He recognises that we are dealing with humans, and life, and that things don’t always go according to plan or a goal (which is what is usually required of funding).

This led us to discuss the key area of funding and the ultimate survival of the Time Bank. Interestingly enough, many members do not even realise that the Time Bank does not receive funding. It is a matter of applying for all different types of grants and funds, for example they were given some money for the outdoor green space. At the moment they do not pay for their space above the GP, but that could change. It is a precarious situation.

The Time Bank is piloting a community contributor card scheme called the C3 card. It amasses points for time bank work and in partnership with small local shops these points can be exchanged for produce and discounts at the shops, thereby benefiting the shop local movement and helping to build and strengthen community.

Another interesting initiative is Bring and Fix which began in 2010 and has spread around the world. It’s a great idea whereby you can take along something you need help with and somebody can help you do it, not in a professional way but in a way that will solve the problem. Very popular tasks included a will-writing service, sewing on buttons, and help with bikes and cars. It is a great way to share your abilities.

As a conclusion, the Rushey Green Time Bank is a very powerful place which exerts a considerable impact on visitors like us. I was struck by the effect it has had on some of the members we met, who said joining it was the best thing they ever did, and could not imagine life without it. It has created hope and sharing for many lonely people who did not otherwise have support. It has also empowered many people to get really involved in their own community, and to use skills they barely knew they had, from sharing company, to knitting and chatting together, to helping friends out with hospital appointments, getting prescriptions with them, even becoming campaigners and finding work and making money for the Time Bank by selling products they have made. I felt quite privileged to find out that such a valuable scheme existed, let alone that it is right in the heart of my own neighbourhood.

ADDITIONAL QUESTIONS 1-2

Q1: WHAT IS SOCIAL ENTERPRISE AND WHAT ARE THE LEGAL STRUCTURES? Social Enterprises are businesses set up with a social objective aiming to make a difference. They seek to find a balance between commercial and social objectives, using profits to reinvest in the business or to meet their social objectives. The roots of Social Enterprise go back a long way to the 1840s when the first co-operative was set up in Rochdale. The best government data (the Annual Survey of Small Businesses UK 2012) estimates that there are approximately 70,000 social enterprises according to their“very good fit” criteria, which is 6% of all SME employers in the UK, contributing at least £18.5 bn to the economy. Social enterprises are estimated to employ 970,000 people in the UK. Some are household names such as the Eden project, The Big Issue, Cafedirect or Jamie Oliver’s “Fifteen” restaurant, but most are micro businesses like Capture. Currently they are the fastest growing business type in the UK and the sector is identified as having a key role to play in the Government’s Localism and Communities agenda.

How to become a Social Enterprise Social Enterprise is about running to a business model with 3 key characteristics:

and its production processes;

passing control of its human, social and financial capital to its primary stakeholders (producers, employees, customers, service users).

According to EMES, a European research team, there are 9 criteria: http://www.emes.net/what-we-do/

Economic criteria:

predominantly advisory or grant-giving functions).

and are managed by them, and not directly or indirectly by public authorities or private companies, even if they may benefit from grants and donations. Their members have the right to participate (‘voice’) and to leave the organisation (‘exit’).

efforts of their members, who have the responsibility of ensuring adequate financial resources, unlike most public institutions.

traditional non-profit organisations, social enterprises may combine financial and non-financial resources, voluntary and paid work.

Social criteria:

is to serve the community or a specific group of people. To the same end, they also promote a sense of social responsibility at local level.

belonging to a community or to a group that shares a certain need or aim. They must maintain this dimension in one form or another.

‘one member, one vote’, or at least a voting power not based on capital shares. Although capital owners in social enterprises play an important role, decision-making rights are shared with other stakeholders.

enterprises’ services are represented and participate in their structures. In many cases one of the objectives is to strengthen democracy at local level through economic activity.

profit distribution as well as organisations such as cooperatives, which may distribute their profit only to a limited degree, thus avoiding profit-maximising behaviour.

What are the legal structures? In the UK a Social Enterprise can take many different legal forms, therefore they are regulated by a range of different bodies, including:

Interest Company Regulator (limited by guarantee or limited by shares) https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/211743/12-1335-community-interest-companies-guidance-chapter-3-limitedcompanies.pdf

Commission

has this legal structure by Guarantee)

Social Enterprises Social Enterprises have been defined as “a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners”. Social Enterprises are involved in providing services or making goods. However they have explicit social aims and social ownership with a structure based on participation by ‘stakeholders’ such as users, community groups and employees. Most aim to be viable trading concerns, making a surplus from trading alone.

Co-operatives and Workers’ Co-operatives A Co-operative is a business that is owned and democratically controlled by its employees but it is not a single legal structure. A Co-op can be established as a Partnership or a Company Limited by Shares. But the two most common forms are as a Company Limited by Guarantee or as a Bona Fide Co-operative Society / Co-operative Society.

Partnership and Limited Liability Partnership A partnership is not generally considered to be a Social Enterprise, though social aims can be spelled out in the Partnership Agreement. A Partnership Agreement is between two or more people and defines how the business will be run. But there is likely to be a problem if the business wants to apply for funding, as it will be difficult to demonstrate any wider social involvement. Partners can be self-employed or employees of the

partnership and they are personally liable for debts. There is also a form of Limited Liability Partnership (LLP), which is safer for the partners; they are not personally liable for any losses provided they have acted in a reasonable manner. An LLP requires you to register with Companies House and to publish annual accounts.

Limited Company This may be a Company Limited by Shares or Limited by Guarantee. Its Memorandum & Articles of Association must state that any surplus is put towards the company’s social purpose and usually defines the company as democratic and accountable to the community through its membership. In law, a Limited Company is considered to be a person and it can therefore own land or enter into contracts. The directors are agents of the company and are not personally liable for its debts. This is a flexible structure, suitable for a wide range of Social Enterprises, but regulation by Companies House is fairly strict and there are detailed requirements for annual reports and accounts.

Community Interest Company (CIC) A CIC is a limited company with special features to ensure that it works for the benefit of the community. It differs from a charitable company in that it can be established for any legal purpose, which benefits the community, whereas a charity must have exclusively charitable purposes. A further advantage is that a CIC is subject to lighter regulation than a charitable company. On the downside, a CIC may not be eligible for funding which is available to charities. CICs commit their assets and profits permanently to the community by means of an “asset lock”, ensuring that assets cannot be distributed to shareholders. They report to the Regulator of Community Interest Companies. A big advantage is that a CIC’s not-for-profit status is visible as well as assured. It is worth noting that a CIC cannot register as a Charity, but that a Charity may set up its trading subsidiary as a CIC. CICs have to register with Companies House as a company limited either by guarantee or by shares and then apply to the new Regulator for CIC status. The CIC Regulator’s website has detailed guidance notes on all aspects of setting up a CIC, or converting an existing limited company to a CIC. For more information contact the Office of the Regulator of Community Interest Companies.

Industrial and Provident Society (IPS) An Industrial and Provident Society (IPS) is an incorporated organisation and its members benefit from limited liability. There are two types of IPS: a Bona Fide Co-operative Society / Co-operative Society and a Society for the Benefit of the Community / Community Benefit Society. An IPS must register with the Mutual Societies Registration section of the Financial Conduct Authority, the regulatory body. In general regulation is lighter than for Limited Companies and the accounting requirements far less stiff. An IPS is run by its members and there are several sets of model rules. Profits must generally be ploughed back into the business. Where a part of the profits is used for another purpose, that purpose should be similar to the main aim of the society, for example for philanthropic or charitable purposes. Where the rules of the IPS allow assets to be sold, the proceeds must be put into its business activities. A change in the law has now made it possible for a non-charitable IPS to have an “asset lock”, similar to a CIC above, to ensure that its assets are always used to benefit the community. An IPS whose aims are wholly charitable is considered an ‘exempt charity’ – it cannot register with the Charity Commission and is not regulated by them, but it is generally bound by charity law. A charitable IPS already has an “asset lock” under charity law.

a) Bona Fide Co-operative Society / Co-operative Society This is a business owned and democratically controlled by its employees and founded on seven basic principles, one of which is Concern for the Community. Although a co-op must make a surplus to be successful, other motives may be equally important; for example, a recycling co-op will be based on concern for the environment. A co-operative must have at least two members. A Credit Union is a specialist form of co-operative, regulated by an act of parliament covering financial services. It is a financial co-operative whose savers are its members. Money is saved in a common fund and can be used to make low interest loans to members. A Credit Union is run by a Board of Directors elected from among the membership at the AGM. There are other specialist co-operatives such as housing co-ops, which are covered by separate regulation. In 2010 a legislative change was made to change the name from “Bona Fide Co-operative Society” to “Co-operative Society”. It is not yet known when this change will come into effect. b) Society for the Benefit of the Community / Community Benefit Society A Society for the Benefit of the Community / Community Benefit Society must show that its activities benefit the wider community rather than simply its members. It also has

to demonstrate a ‘special reason’ for registration as an IPS rather than as a company. In 2010 a legislative change was made to change the name from “Society for the Benefit of the Community” to “Community Benefit Society”. It is not yet known when this change will come into effect, but some authors and organisations are already using the term “Community Benefit Society”. For more information about setting up and registering an Industrial and Provident Society, contact the Financial Conduct Authority.

Development Trusts and Social Firms These are two fairly common forms of Social Enterprise but neither is a legal structure in itself. Development Trusts are set up to bring about local regeneration and are often established as Limited Companies with a broad membership. Social Firms are businesses set up specifically to provide employment or training to disabled people, and they are usually Limited Companies or Co-operative Societies.

Private Companies A company that is owned by one person or a small group of people, for example a family, and whose shares are not traded on the stock market: Electric Pedals is an example of a private company that is for social benefit. This is a useful website http://casekent.org.uk/advice-and-support/where-do-you-start/

It says at the end: “…Plus the curious case of social enterprise In addition to the distinct legal forms summarised above, several other terms exist for organisations working for social benefit. These include enterprise and mutual. Arguments over the definition of a social enterprise have abounded since the term was coined, although broadly it defines an organisation that exists to fulfil any social purpose through trade. A somewhat stricter definition is laid down in the criteria for the social enterprise mark, a mark of quality that says a social enterprise must make half of its profit in community or business and, if it closes, its assets will be redistributed to an asset-locked body. Some believe this definition is too lax. Similarly, many of the legal forms described can be used to develop a mutual – a general name that refers to an organisation with a membership made up of those connected to it, particularly staff, customers and beneficiaries. The model has been promoted by the government, which wants public sector workers to spin out their services into independent mutuals. Most organisations that have spun out so far have formed community interest companies with all staff as members. For help in setting up a social enterprise, you can get some advise from the Kent and Medway Social Enterprise Network (known as KAMSEN).”

Q2: FUNDING OF SOCIAL ENTERPRISES

There are many different ways that a social entrepreneur can access funding in the public sector. There are many different kinds of grants, funds and social finance for which s/he may be eligible.

UnLtd is the Foundation for Social Entrepreneurs and gives out finance and support to entrepreneurs in the UK: https://unltd.org.uk/ Capture received a grant from UnLtd and we believe that this is why we are here today!

UnLtd produces a How to Guide to Fundraising for Entrepreneurs which lays out the basics and gives information on where to find funds: https://unltd.org.uk/wp-content/uploads/2012/11/Hefce-Toolkit-Narrative-Theme-10-Fundingand-Financing.pdf

They mention the possibility of applying for bank loans and finding investors; then they highlight that it is important to look for grants:

“Grant funding is an attractive option for many social enterprises. There is no repayment required. However grant funding needs to be carefully navigated. Grants from grant making trusts are often restricted to organisations that are non-profit making. So many social enterprises may be excluded because of their legal structure, i.e. a company limited by shares, or if the constitution states that the company is profit making. The social benefits that the enterprise will generate need to be explicit and probably measurable. The grant funders are also more demanding about wider community involvement in the ownership and governance of an organisation as well about the adequacy of governance structures. Grants also tend to be project-specific. That is they

and management costs. For a start up enterprise it is exactly the administration and management costs that you need covered so that you are in a position to start delivering projects. Grants are usually made available to organisations and not to individuals. The exception is Unltd (www.unltd.org.uk), which supports individuals involved in social enterprise activity. The grant is for projects at the pre-start up or early startup stage. Grants of up to £5,000 (Level 1) are available. The grant is given specifically to assist the

individual to realise a project, such as a one-off event, or to launch a longer term and sustainable project. Unltd also offer the budding social entrepreneur other support in terms of workshops, networking, seminars etc.”

The starting point for seeking appropriate grant making bodies is to research the following web resources:

There are some well-known bodies in the UK which make money available in the form of awards, for example the Big Lottery Fund, which is a non-departmental public body responsible for distributing funds raised by the National Lottery for “good causes”. Since 2004 it has awarded over £6.2 billion to more than 130,000 projects across the UK.

Big Lottery Fund aims to support projects that help communities and the lives of people it considers most in need. Over 80 per cent of its funds go to voluntary and community organisations, but it also makes grants to statutory bodies, local authorities and social enterprises.

Big Lottery Fund makes grants to projects working in health, education and the environment and the charitable sector. It funds projects in line with objectives set by the government but does not fund services which other parts of government have a statutory responsibility to deliver.

Private sector funding and contractsSocial entrepreneurs can also sell their skills on the open market, undertake commissioned work and contracts, and then re-invest the profit into social good. This is another way for them to fund themselves,

Crowdsourcing Crowdsourcing (a term coined in 2005 by the editors of Wired magazine) is the process

of obtaining needed services, ideas, or content by soliciting contributions from a large group of people, and especially from an online community. Kickstarter is one of the most famous crowdsourcing sites. https://www.kickstarter.com/ Social entrepreneurs can also raise funds in this way. This article on forbes.com lists the sites that are particularly relevant for social entrepreneurs (the first one is Kickstarter): http://www.forbes.com/sites/devinthorpe/2012/09/10/eight-crowdfunding-sites-for-socialentrepreneurs/

Bank Loans and investors A social enterprise can apply for bank loans and look for investors, a CIC can have a share interest and sell its shares to generate finance.

Deborah Astell

Research manager for OOS. Creative Thinking Trainer and European Project Manager. Director and Project Development Manager at Capture, an innovative not for profit social enterprise based in Lewisham, London that has been working in participatory practice, arts and culture, creative thinking and innovation, organisational change management and the development of participant-led co created projects since 1997.

Fred Garnett

Research researcher for OOS, Founder member of Learner-Generated Contexts Research Group at the London Knowledge Lab, where he is a Visiting Research Associate. He has worked on social and digital inclusion projects using Digital Media since 1997 when he was part of the LB Lewisham Citizen Connects team.

Hatty Uwanogho

Research researcher for OOS. Project manager for Capture Projects, a vibrant social enterprise based in Lewisham as well as being a freelance web designer and social network facilitator and manager. Extensive knowledge of digital platforms and new media and specialises in using social media networks for marketing and community engagement.

Paul Chapman

Project manager for OOS, European projects manager for the London Borough of Lewisham. Paul has over 13 years experience of managing and participating in a wide variety of European funded projects and networks with the aim of improving Lewisham Borough. Paul sings in a covers band, enjoys watching sport and supports the mighty Tottenham Hotspur.

Paul Hadfield

Research manager for OOS. Enterprise Development Manager for the London Borough of Lewisham since 2001, over 25 years experience in urban regeneration in local government, NGOs and the private sector contexts, leading on the development of three new coworking centres opening in Lewisham in 2016, interested in language and multiculturalism. Interested in jazz, tennis, cycling and rights of immigrants and refugees.

The Origin of Spaces Project is co-funded with support from the EU’s Erasmus+ LifeLong Learning Fund. Project Number : 2014-1-FR01-KA204-008725

Origin of Spaces - Research Source Book (print) - innovative practices for sustainable...

Government & Nonprofit

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