ASHOKAASHOKAASHOKAASHOKA

FRANCEFRANCEFRANCEFRANCE / BELGIUM/ BELGIUM/ BELGIUM/ BELGIUM / SWITZERLAND / SWITZERLAND / SWITZERLAND / SWITZERLAND

2002002002006666 –––– 2009 Activity Report 2009 Activity Report 2009 Activity Report 2009 Activity Report

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Table of ContentsTable of ContentsTable of ContentsTable of Contents

PreamblePreamblePreamblePreamble.................................................................................................................................................................................................................................................................................................................................................................................................................................... 3333

Ashoka’s ActivitieAshoka’s ActivitieAshoka’s ActivitieAshoka’s Activities and Programss and Programss and Programss and Programs .................................................................................................................................................................................................................................................................................... 4444

Identifying and Supporting Innovative Social Entrepreneurs...................... 4

The Venture Program: Selection of 25 Social Entrepreneurs in 3 Years .................4

Fellowship: Support and Networking .............................................................9

IMPACT Competition: Training in Structuring a Development PlanIMPACT Competition: Training in Structuring a Development PlanIMPACT Competition: Training in Structuring a Development PlanIMPACT Competition: Training in Structuring a Development Plan ......................... 16

Objectives ..............................................................................................16

Accomplishments ....................................................................................16

JeunJeunJeunJeun----ES ProgramES ProgramES ProgramES Program .......................................................................................... 17

Objectives ..............................................................................................17

Accomplishments ....................................................................................18

Promoting Social EntrepreneurshipPromoting Social EntrepreneurshipPromoting Social EntrepreneurshipPromoting Social Entrepreneurship .................................................................. 19

Communication Campaigns .......................................................................19

Social Entrepreneurship Conferences...........................................................19

“Changing the World through Social Entrepreneurs”, a nation-wide Conference ..20

Conference Series “Now, Let’s Talk Solutions” ...............................................21

Series of Presentations..............................................................................21 La Ruche ................................................................................................... 22

Ashoka, a Key Player in the Creation of La Ruche ...........................................22

Introduction to La Ruche and Its Function ....................................................22

The Future of Ashoka and ItsThe Future of Ashoka and ItsThe Future of Ashoka and ItsThe Future of Ashoka and Its Programs Programs Programs Programs................................................................................................................................................................................................................................................23232323 Our Objectives, by Program...................................................................... 23

Venture Program .....................................................................................23

Fellowship Program..................................................................................23

IMPACT Competition ................................................................................24

Jeun-ES Program .....................................................................................24

Promoting Social Entrepreneurship .............................................................25 Major Projects........................................................................................... 25

The Legal Form of Social Entrepreneurs.....................................................25

Evaluating Social Impact............................................................................25 New Financing Tools for Social Entrepreneurs.............................................26 Other Works in Progress ..........................................................................26

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PreamblePreamblePreamblePreamble

Over the past 3 years, the main mission of Ashoka France-Belgium-Switzerland

has been to:

Identify and support innovative Social EntrepreneursIdentify and support innovative Social EntrepreneursIdentify and support innovative Social EntrepreneursIdentify and support innovative Social Entrepreneurs

Participate in the development and professionalization of the sectorprofessionalization of the sectorprofessionalization of the sectorprofessionalization of the sector

Develop public awarenessDevelop public awarenessDevelop public awarenessDevelop public awareness of Social Entrepreneurship

This mission is achieved through several programs:

• The Venture, Fellowship, and ASN programs

• The IMPACT Competition: social Business Plans

• The Jeun-ES program and the organization of various events for the general

public, the social economy sector and the business world

Promote roles

models, engines of

social change

Ashoka provides

them a financial &

professional

support

Leverage each

others’ ideas

Ashoka

encourages

collaborations

and group

entrepreneurship

Build infrastructure for

the sector

Ashoka spreads best

practises and creates

bridges to the business

and academic sectors

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ASHOKA’S ACTIVITIES ASHOKA’S ACTIVITIES ASHOKA’S ACTIVITIES ASHOKA’S ACTIVITIES AND PROGRAMS AND PROGRAMS AND PROGRAMS AND PROGRAMS

Selecting and Supporting Innovative Social Selecting and Supporting Innovative Social Selecting and Supporting Innovative Social Selecting and Supporting Innovative Social

EntrepreneursEntrepreneursEntrepreneursEntrepreneurs

The Venture Program: Selection of 25 Social Entrepreneurs in 3 YearsThe Venture Program: Selection of 25 Social Entrepreneurs in 3 YearsThe Venture Program: Selection of 25 Social Entrepreneurs in 3 YearsThe Venture Program: Selection of 25 Social Entrepreneurs in 3 Years

Over 3 years and in 3 countries, Ashoka has selected 25 Social Entrepreneurs

working in different areas.

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Economic Development / Professional IntegrationEconomic Development / Professional IntegrationEconomic Development / Professional IntegrationEconomic Development / Professional Integration

Abdellah AboulharjanAbdellah AboulharjanAbdellah AboulharjanAbdellah Aboulharjan

La Nouvelle PME La Nouvelle PME La Nouvelle PME La Nouvelle PME (marketplace for Entrepreneurs)

France 2006

Through Young Entrepreneurs of France (JEF), Abdellah developed the desire and the

capacity to work among the youth of low-income neighborhoods. He is now working

to support the continuing development of enterprises that have already been

established. Ashoka has decided to support him in this new project.

Saïd HammoucheSaïd HammoucheSaïd HammoucheSaïd Hammouche

Mozaik RH Mozaik RH Mozaik RH Mozaik RH (Human Resources)

France 2007

Saïd has established the first recruitment firm with a specialization in diversity

whereby he is developing professional solutions for the youth of low-income

neighborhoods and transforming the practices of the HR sector.

Allaoui Guenni Allaoui Guenni Allaoui Guenni Allaoui Guenni

Emergence Emergence Emergence Emergence

France 2008

Bringing together sports, professional integration, and social mediation in a single

place in the heart of low-income neighborhoods, Allaoui is reintegrating the

residents of these neighborhoods and opening new horizons, especially for youth.

Christine ThéodolozChristine ThéodolozChristine ThéodolozChristine Théodoloz----WalkerWalkerWalkerWalker

IPT IPT IPT IPT (Integration for All)

Switzerland Senior 2008

Christine has developed a revolutionary model that enables thousands of people

recovering from physical and/or mental health problems to find durable employment

every year. Her model is based in large part on the public and private insurance

systems in Switzerland.

JeanJeanJeanJean----Guy HenckelGuy HenckelGuy HenckelGuy Henckel

Réseau Cocagne Réseau Cocagne Réseau Cocagne Réseau Cocagne

France, Senior, 2008

By creating a network of more than 100 organic vedgetable gardens in France that

reintegrate thousands of long-term unemployed people, Jean-Guy has transformed

the notion of employability and created a national development model for the entire

citizen sector.

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Gilles Reydellet Gilles Reydellet Gilles Reydellet Gilles Reydellet

Union Nationale des PIMMSUnion Nationale des PIMMSUnion Nationale des PIMMSUnion Nationale des PIMMS

France 2009

In order to ensure that public services are available to everybody – even the most

isolated and marginalized citizens – Gilles developed the National Union of Multi-

Service Mediation Points, which operates mostly in poor remote urban and rural

areas and offers orientation and support to the inhabitants.

Danielle DesguéesDanielle DesguéesDanielle DesguéesDanielle Desguées

Les Boutiques de GestionLes Boutiques de GestionLes Boutiques de GestionLes Boutiques de Gestion

France 2009

To invigorate the entrepreneurial fiber in each of us, Danielle has created a network

of 4,000 Management Shops that spans across all of France. It informs, supports, and

orients potential creators, especially persons who are excluded from the workforce.

Fighting Social ExclusionFighting Social ExclusionFighting Social ExclusionFighting Social Exclusion

Guillaume Bapst Guillaume Bapst Guillaume Bapst Guillaume Bapst

ANDESANDESANDESANDES

France 2006

By optimizing their supply, Guillaume is improving the sustainability of a network of

“solidarity groceries” and working toward a return of their clients to economic

citizenship. His newest venture allows to collect 5 tons of fresh fruits and vegetables

daily and direct them to highly vulnerable populations.

François MartyFrançois MartyFrançois MartyFrançois Marty

Chênelet Chênelet Chênelet Chênelet

France 2008

A pioneer of eco-friendly public housing, François is reinventing dignified low-income

housing in cooperation with professional integration firms in the eco-friendly

construction sector.

JeanJeanJeanJean----Marc BorelloMarc BorelloMarc BorelloMarc Borello

SOS Group SOS Group SOS Group SOS Group

France, Senior, 2008

With an organization gathering more than 130 associations and businesses and 2500

workers, Jean-Marc is demonstrating both the usefulness and the necessity of

consolidating the citizen sector, and is key in developing this sector’s effectiveness.

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Didier KetelsDidier KetelsDidier KetelsDidier Ketels

Droits QuotidiensDroits QuotidiensDroits QuotidiensDroits Quotidiens

Belgium 2008

Didier is enabling the most vulnerable and excluded persons to understand their

rights and avoid legal problems by educating social workers and equipping them

with prevention and counseling resources.

Ryadh SallemRyadh SallemRyadh SallemRyadh Sallem

Cap SAAA Cap SAAA Cap SAAA Cap SAAA

France 2006

“Do not ask yourself what you can do for the handicapped but rather what the

handicapped can do for you!” Building on this idea, Ryadh has developed prevention

and education programs in schools and businesses.

Marc ChebsunMarc ChebsunMarc ChebsunMarc Chebsun

Respect MagazineRespect MagazineRespect MagazineRespect Magazine

France 2007

Marc promotes diversity as an enrichment of our society. He is also developing

concrete tools and business partnerships to encourage diversity at all levels of

management.

Health / Social FabricHealth / Social FabricHealth / Social FabricHealth / Social Fabric

JeanJeanJeanJean----Michel Ricard Michel Ricard Michel Ricard Michel Ricard

SIEL BlSIEL BlSIEL BlSIEL Bleueueueu Group Group Group Group

France 2006

Jean-Michel is helping seniors avoid dependence and exclusion through an adapted

sports program. 50,000 people currently participate every week, and the project is

developing new programs targeting other groups (e.g.: workers and persons with

disabilities).

MarieMarieMarieMarie----Noëlle BesançonNoëlle BesançonNoëlle BesançonNoëlle Besançon

Les Invités au Festin (IAF)Les Invités au Festin (IAF)Les Invités au Festin (IAF)Les Invités au Festin (IAF)

France 2006

Marie-Noëlle is helping to rehabilitate persons with mental illnesses by providing

them access to alternatives to traditional medical facilities. In Besançon, her 1st

project reduces the number of hospitalizations and helps save over $1.2 million

annually.

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MarieMarieMarieMarie----Dominique GenoudDominique GenoudDominique GenoudDominique Genoud----ChampeauxChampeauxChampeauxChampeaux

As’trame FoundationAs’trame FoundationAs’trame FoundationAs’trame Foundation

Switzerland 2007

By bolstering family support networks, Marie-Dominique is helping children and their

families to rebound from dramatic events such as a death, a divorce, or the illness of

a loved one. Her project aims to reduce the medicalization of such life events.

Education / TrainingEducation / TrainingEducation / TrainingEducation / Training

Olivier GaillardOlivier GaillardOlivier GaillardOlivier Gaillard

TRANSTRANSTRANSTRANS----MISSION MISSION MISSION MISSION

Belgium 2007

Employing a multitude of resources, Olivier is educating youths about active

citizenship and is giving them the tools to become active citizens and build the

society of tomorrow.

Simon HouriezSimon HouriezSimon HouriezSimon Houriez

Signes de SensSignes de SensSignes de SensSignes de Sens

France 2008

Simon is helping the deaf to experience culture and knowledge, and is creating

opportunities for them and the hearing to share common experiences, thus breaking

down prejudices and barriers between the two worlds.

JeanJeanJeanJean----Claude DecalonneClaude DecalonneClaude DecalonneClaude Decalonne

Les Orchestres à l’écoleLes Orchestres à l’écoleLes Orchestres à l’écoleLes Orchestres à l’école

France 2009

Exposing students in underserved schools to music, Jean-Claude is achieving a

radical transformation: children are developing discipline, self-esteem, and the

motivation to succeed.

Reza DeghatiReza DeghatiReza DeghatiReza Deghati

AinaAinaAinaAina

Afghanistan Senior 2008

Reza is helping to reconstruct civil societies in countries emerging from conflicts by

developing independent and educational media outlets and helping local

populations, especially women and children, gain access to them.

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EnvironnementEnvironnementEnvironnementEnvironnement

Roberto EppleRoberto EppleRoberto EppleRoberto Epple

ERNERNERNERN----AQUANETAQUANETAQUANETAQUANET

France/Europe Senior 2007

By coordinating and encouraging cooperation among the Europe’s major River Watch

Organizations, Roberto is protecting Europe’s rivers and helping to assure the

durability of a rare resource: water.

Jérôme DeconinckJérôme DeconinckJérôme DeconinckJérôme Deconinck

Terre de liensTerre de liensTerre de liensTerre de liens

France 2008

Mobilizing collective investment, Jérôme is enabling small farmers to purchase their

farms and to create organic projects with the objective of protecting responsible

agriculture with a human dimension and revitalizing rural economies.

Ignace SchopsIgnace SchopsIgnace SchopsIgnace Schops

RRRRegionaal Landschap Kempen en Maasland (RLKM)egionaal Landschap Kempen en Maasland (RLKM)egionaal Landschap Kempen en Maasland (RLKM)egionaal Landschap Kempen en Maasland (RLKM)

Belgium 2008

Ignace is channeling public and private investment into the protection of natural

spaces according to a coordinated development model and is helping make

environmental protection a major engine of economic and social development.

Pierre RabhiPierre RabhiPierre RabhiPierre Rabhi

Mouvement pour la Terre et l’Mouvement pour la Terre et l’Mouvement pour la Terre et l’Mouvement pour la Terre et l’HumanismeHumanismeHumanismeHumanisme

France 2009

In order to repair social and environmental equilibria while at the same time helping

feed our planet sustainably, Pierre is educating farmers in France and Africa about

eco-friendly practices. He encourages all of us to adopt lifestyles that are in harmony

with nature.

Tristan LecomteTristan LecomteTristan LecomteTristan Lecomte

Pur ProjePur ProjePur ProjePur Projetttt

France/International 2009

A pioneer of fair trade with Alter Eco, Tristan is opening the carbon-neural products

market. His key ideas are: support businesses/local communities in reducing their

carbon footprints and capturing carbon through fair-trade agroforestry operations.

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Fellowship: Support and NetworkingFellowship: Support and NetworkingFellowship: Support and NetworkingFellowship: Support and Networking

In 3 years, Ashoka has:In 3 years, Ashoka has:In 3 years, Ashoka has:In 3 years, Ashoka has:

DevelopedDevelopedDevelopedDeveloped a network of 25 Fellows (innovative Social Entrepreneurs) in France, Belgium, and

Switzerland, including 8 seniors.

InvestedInvestedInvestedInvested €1.6 million in stipends for these Fellows.

InvestedInvestedInvestedInvested nearly €500,000 in support programs for these Fellows.

Negotiated Negotiated Negotiated Negotiated the equivalent of €2 million in services offered by our partners:

McKinsey (long-term strategic partner)

Latham & Watkins (long-term strategic partner)

Hill & Knowlton (long-term strategic partner)

Egon Zehnder (new partner)

Krauthammer (new partner)

Crossknowledge (new partner)

AttractedAttractedAttractedAttracted 50 business leaders through the Ashoka Support Network (ASN), which provides

financing, services, and networking opportunities to the Fellows.

BenefitedBenefitedBenefitedBenefited from the time, work and competences of over 50 volunteers.

Objectives and AccomplishmentsObjectives and AccomplishmentsObjectives and AccomplishmentsObjectives and Accomplishments

ProposingProposingProposingProposing a specially designed and high a specially designed and high a specially designed and high a specially designed and high----quality support program for each Fellowquality support program for each Fellowquality support program for each Fellowquality support program for each Fellow

We adapt ourselves to the specific needs of each Fellow. According to their needs, we provide the

following services:

• a three-year stipendstipendstipendstipend to ensure his/her financial stability at the head of his/her organization

• professional servicesprofessional servicesprofessional servicesprofessional services with the assistance of our network of professional partners

• Individual Support CommitteeIndividual Support CommitteeIndividual Support CommitteeIndividual Support Committee (CODAC), in which members of the Ashoka Support Network

(ASN) participate as volunteers

• assistance in structuring a structuring a structuring a structuring a businessbusinessbusinessbusiness plan plan plan plan (with the Ashoka Team and external professional

volunteers)

• …

Cf. Page 12: table summarizing the services provided to each Fellow so far.

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DevelopDevelopDevelopDeveloping an Active anding an Active anding an Active anding an Active and Dynamic Network of Fellows Dynamic Network of Fellows Dynamic Network of Fellows Dynamic Network of Fellows

Furthermore, we organize meetings among both our Fellows and other networks.

• Meetings between Fellows (France/Belgium/Switzerland) have been organized in

Besançon, by Marie-Noëlle Besançon

Strasbourg, by Jean-Michel Ricard

Lausanne, by Marie-Dominique Genoud

Paris, by Jean-Marc Borello

Calais, by François Marty

On each occasion, the objective was to give Fellows the opportunity to discuss their problems

and to share best practices.

• New European Fellows two-day meeting in Kietzbühel, Austria,

Each year in October, Ashoka convenes all the new European Fellows at the McKinsey University

in Austria. The objective is to encourage international collaborations among our Fellows.

• ASN/Fellows weekends are regularly organized to strengthen our group and encourage

collaboration among our Social Entrepreneurs and with the ASN members.

Anticipating and handlingAnticipating and handlingAnticipating and handlingAnticipating and handling our Fellows our Fellows our Fellows our Fellows’’’’ problemsproblemsproblemsproblems, especially in evaluati, especially in evaluati, especially in evaluati, especially in evaluating ng ng ng their their their their social social social social

impactimpactimpactimpact

Social impact evaluation is a recurring topic in the citizen sector. Until now, no clear, precise, and

widely useful methodology has been developed. This carries numerous implications, however. The

decisions of donors/financers focus mainly on a project’s structure, financial transparency, and, to

a lesser extent, its management. Though in complete agreement with this approach, we also think

it is essential to append to this list criteria of effectiveness and efficiencycriteria of effectiveness and efficiencycriteria of effectiveness and efficiencycriteria of effectiveness and efficiency.

We have therefore implemented an SROI pilot projectSROI pilot projectSROI pilot projectSROI pilot project (Social Return On Investment) with the Dutch

company Social E-valuator (cf. www.socialevaluator.eu). After 3 training sessions, we have a

clearer vision of the potential and the limitations of this tool.

ASHOKA PARTENAIRES ASN

Stipend Networking

Social business

plan SROI Latham & Watkins McKinsey Hill & Knowlton Krauthammer

Cross Knowledge CODAC

2006

Ryadh Sallem

Marie-Noëlle Besançon

Abdellah Aboulharjan

Guillaume Bapst

Jean-Michel Ricard

2007

Roberto Epple

Marie-Dominique Genoud Champeaux

Marc Chebsun

Saïd Hammouche

Olivier Gaillard

2008

Jean-Marc Borello

Jérôme Deconinck

Reza Deghati

Allaoui Guenni

Jean-Guy Henckel

Simon Houriez

Didier Ketels

François Marty

Ignace Schops

Christine Theodoloz-Walker

SSSSupport for each Fellowupport for each Fellowupport for each Fellowupport for each Fellow

Evaluating Ashoka’s Impact on its FellowsEvaluating Ashoka’s Impact on its FellowsEvaluating Ashoka’s Impact on its FellowsEvaluating Ashoka’s Impact on its Fellows

Purpose of the StudyPurpose of the StudyPurpose of the StudyPurpose of the Study

Ashoka has been selecting and supporting Social Entrepreneurs around the world for 28 years, in

France since 2006 and in Belgium and Switzerland since 2007. In order to optimize our support

and to show utmost transparency towards our stakeholders, we wished to:

• Assessssessssessssess the effectiveness of our activities the effectiveness of our activities the effectiveness of our activities the effectiveness of our activities as regards our Fellows’ development, along

predefined indicators:

- Identifying what was Ashoka’s actual contribution in terms of the development of the

Social Enterprises.

- Understanding which aspects of Ashoka’s relationship with its Fellows and support for

their projects have been satisfactory / unsatisfactory.

- Determining what the Fellows are expecting in order to maximize the impact of their

relationship with Ashoka.

• On this basis, refine, adjust, and enrichrefine, adjust, and enrichrefine, adjust, and enrichrefine, adjust, and enrich our grid/model for evaluating Ashoka’s impact on its

Fellows.

• Ensure that ththththe new grid/modele new grid/modele new grid/modele new grid/model can be can be can be can be ususususedededed in a systematic way in the future, maybe in other

countries. In pursuit of this goal, Ashoka regularly conducts an international study, “Measuring

Effectiveness”.

To implement this methodology, we asked Kevin Singer and Guillaume Cadet, co-founders of MFR

Consulting (a firm specializing in qualitative studies, recently acquired by Millward Brown) to

conduct a study on Ashoka France’s impact on its Fellows in France, Belgium, and Switzerland.

Study Study Study Study ResultsResultsResultsResults

Below are some of the results of this study, which we will use to improve our support in the future.

From Fellows’ remarks about Ashoka and their experience with this organization, the study

observed that the Fellows perceive it:

• above all, as a ‘concept’ to which they all adhere, however some of them say it took time for

them to do so.

• as a collection of benefits for them, which can be organized into 3 major areas.

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Ashoka’s assistance according to our Fellows:Ashoka’s assistance according to our Fellows:Ashoka’s assistance according to our Fellows:Ashoka’s assistance according to our Fellows:

Focus on “The Booster Effect”:Focus on “The Booster Effect”:Focus on “The Booster Effect”:Focus on “The Booster Effect”:

� Psychological booster: Ashoka builds confidence

• For less experienced and younger Fellows, the selection process helps to confirm the value, quality, and potential of their work. “They push you to be very ambitious, to transform your dreams into realities " “It gave me a coat of armor.” “I had the impression that they believed in the project even more than I did… it makes a difference and builds confidence.”

• For all, simply being ‘elected’ a Fellow marks a change in status and bolsters both conviction and ambition. “In fact, they gave me a taste for challenge that I didn’t really have.” “Before Ashoka I was a leader and I have become a manager.”

� Competence booster : Ashoka provides expertise to its Fellows in two ways :

• The Ashoka team is equipped to help its Fellows step back, evaluate the big picture, and understand their limits. “The team widened my perspective.” “They keenly saw both my strengths and my weeknesses and their feedback on them was quite helpful.”

• The relationships between Fellows and ASN / partners, particularly the Codacs, are often viewed as the most important benefit offered by Ashoka. “The quality of their assistance was very impressive. " "They are very involved and very good. " "I feel better equipped knowing that I am being supported by such top-notch professionals. "

Booster Maximizes the potential of the project and its leader/manager

Builds confidence and

provides expertise and experience

Support Community

Provides assistance most

notably in areas in which the Fellow lacks expertise

A principle

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Some CommentsSome CommentsSome CommentsSome Comments ::::

On belonging to the Ashoka network:

“I have always considered myself a fighter but it often seemed that I was facing

uphill battles. Since Ashoka, I feel that I am fighting more effectively.”

On the support of other Fellows:

“Initially, I was a bit skeptical about the meetings and the Fellows weekends. But I

quickly realized that others were having very similar problems and that a lot of

progress could be made by discussing them.”

“You know, all of us are unusual people and it really is a good thing to spend time

with people who understand you. That’s psychology for you!”

On the support of international Fellows:

“For example, thanks to Ashoka I learned that in India a surgeon charges different

fees according to the resources of his patients. That gave me some ideas for my fee

strategy.”

On the support of a partner:

“The people at Latham are great. They really got involved and we built a true

partnership.”

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The IMPACT Competition: TrainingThe IMPACT Competition: TrainingThe IMPACT Competition: TrainingThe IMPACT Competition: Training for Structuring for Structuring for Structuring for Structuring

one’sone’sone’sone’s BusinessBusinessBusinessBusiness Plan Plan Plan Plan

ObjectivesObjectivesObjectivesObjectives

In Europe, the citizen sector is particularly dynamic and is undergoing important transformations.

The IMPACT Competition aimed to make social organizations more professional and structuredmore professional and structuredmore professional and structuredmore professional and structured

and to encourage greater consideration of their social impactsocial impactsocial impactsocial impact,,,, with three key objectives:

- Stimulating creativity with regard to mobilizing resources and forming development

strategies

- Helping organizations address strategy issues by developing a social Business Plan

- Collecting information on best practices and making it available to the entire sector

AccomplishmentsAccomplishmentsAccomplishmentsAccomplishments

The IMPACT Competition was first held in 2007-2008, and the 2d

time in 2008-2009. It was opened to all nonnonnonnon----profit social profit social profit social profit social

organizationsorganizationsorganizationsorganizations who, after operating for at least one year, wished to

evaluate their development.

The IMPACT Competition offered organizations selected to participate

training and supporttraining and supporttraining and supporttraining and support in drafting their Business plan. This included

seminars led by senior Social Entrepreneurs, McKinsey consultants,

and ESSEC business school professors on a wide range of topics

(strategy, pace of development, HR, business models, etc.) After the

training sessions, each organization was guided by a McKinsey

consultant throughout the five months of the competition.

Ceremony at the Salon des Entrepreneurs

The competition culminated in the Salon des Entrepreneurs, in Paris, where the winning

organization was awarded €15,000, a whole year of professional support, and a working seminar

where they would meet another organization working in the same area.

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The IMPACT Competition highlighted the major questions an

organization should answer in order to successfully implement a

Business plan.

In order to help organizations think differently about their projects,

maximize their impact and convince new partners more easily,

Ashoka has published a handbook addressing the “7 key questions”“7 key questions”“7 key questions”“7 key questions”.

(“what is your business model?”, “how do you measure your impact?”)

To support the sector’s structuration, this guide is available for

download on the web site www.concours-impact.fr.

The JeunThe JeunThe JeunThe Jeun----ES ProgramES ProgramES ProgramES Program

Ten years ago, Ashoka World launched Youth Venture, a program that targets youth

entrepreneurship, a major vehicle for change and combating apathy among future generations.

Ashoka France launched Youth Venture three years ago under the name “Jeun-ES” (Young Social

Entrepreneurs).

ObjectivesObjectivesObjectivesObjectives

The Jeun-ES Program builds on the fact that adolescence is a decisive time decisive time decisive time decisive time in the formation of

social consciousnesssocial consciousnesssocial consciousnesssocial consciousness and the acquisition of the skills necessary to become an enterprising and enterprising and enterprising and enterprising and

responsible citizenresponsible citizenresponsible citizenresponsible citizen willing to actively participate in the resolution of major social and

environmental problems. It encourages and assists all young persons between the ages of 12 and

24 to launch their own community projects in order to make important and multidimensional

social impacts.

Impact on the young person Discovering the joy of entrepreneurship and teamwork; building responsibility, self-esteem, and empathy

Impact on friends and family Serving as an example, developing awareness of the potential of young people

Impact on society A more engaged and integrated society whose members are better prepared to take initiatives to solve social problems

Direct impact on a social or environmental issues

The results of the project organized by the young person

A young person

launches a social project

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AccomplishmentsAccomplishmentsAccomplishmentsAccomplishments

PartnershipsPartnershipsPartnershipsPartnerships

First and foremost, The Jeun-ES Program is has formed a number of regional and national regional and national regional and national regional and national

partnerships partnerships partnerships partnerships with youth sector organizations in order to exchange effective practices, facilitate the

selection of youth projects, and co-organize events promoting Social Entrepreneurship by young

persons.

Awareness Campaigns on Social EntrepreneurshipAwareness Campaigns on Social EntrepreneurshipAwareness Campaigns on Social EntrepreneurshipAwareness Campaigns on Social Entrepreneurship

Ashoka has run awareness campaigns at schools, universities, and youth events in order to invite

young people to launch their projects through universities and business schools (Ligue de

l’Enseignement, RNJA, European Forum for Youth in Action, etc.)

Supporting and Organizing Supporting and Organizing Supporting and Organizing Supporting and Organizing Teams of Young Project LeadersTeams of Young Project LeadersTeams of Young Project LeadersTeams of Young Project Leaders

More than 20 youth projects 20 youth projects 20 youth projects 20 youth projects have been supported since the launch of the program in 2007.

Supported by Ashoka and its partner organizations, some 100 young people from all regions have

developed projects addressing environmental protection, combating social exclusion and

discrimination, citizen journalism, access to culture, and international solidarity. They have

received funds to start their projects.

International CompetitionsInternational CompetitionsInternational CompetitionsInternational Competitions

To strengthen the international dimension of the Jeun-ES Program and take advantage of the work

of its partners, Ashoka decided to further develop the Jeun-ES Program in 2008. It began to utilize

the internet tools and platformsinternet tools and platformsinternet tools and platformsinternet tools and platforms www.changemakers.net and www.genv.net to encourage young

people to do things differently through collaborative competitions and calls for projectscollaborative competitions and calls for projectscollaborative competitions and calls for projectscollaborative competitions and calls for projects. Through

the program, two French youth teams were named finalists in an international competition and

visited the United States to meet young project organizers from the United States and Latin

America. In spring 2009, a youth team that had developed a technological innovation for

integrating persons with disabilities won a trip to MIT, where they had the opportunity to discuss

the development of their project with leading international researchers.

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Promoting Social EntrepreneurshipPromoting Social EntrepreneurshipPromoting Social EntrepreneurshipPromoting Social Entrepreneurship

Communication CampaignsCommunication CampaignsCommunication CampaignsCommunication Campaigns

Ashoka launched 2 poster campaigns in the Paris metro to raise awareness

among the general public. The first campaign lasted three weeks and

highlighted Ashoka’s Social Entrepreneurs. The second raised awareness of the

IMPACT Competition and Social Entrepreneurship.

Conventions on Social EntrepreneurshipConventions on Social EntrepreneurshipConventions on Social EntrepreneurshipConventions on Social Entrepreneurship

Ashoka has organized two Conferences on Social Entrepreneurship.

The first The first The first The first oneoneoneone, held January 31st 2006 and entitled “Social Entrepreneurs and Business“Social Entrepreneurs and Business“Social Entrepreneurs and Business“Social Entrepreneurs and Business

EntrepreneursEntrepreneursEntrepreneursEntrepreneurs: How to Innovate for Society”: How to Innovate for Society”: How to Innovate for Society”: How to Innovate for Society”,,,, coincided with the launch of Ashoka France and

sought to raise awareness of this new sector, its key players, and the mission of the association.

Held at l’ Usine, the convention brought together nearly 400 people for a day of conferences on

Social Entrepreneurship, the importance of the sector, and its connections with the business world.

On April 8th 2008, Ashoka hosted a second conferencesecond conferencesecond conferencesecond conference, this time with professional meetings aimed

at social entrepreneurs and social sector organizations. Entitled “Being an Entrepreneur and “Being an Entrepreneur and “Being an Entrepreneur and “Being an Entrepreneur and

GrowingGrowingGrowingGrowing without Losing Your Soul” without Losing Your Soul” without Losing Your Soul” without Losing Your Soul”, these meetings offered a day to brainstorm and share tools for

development strategy and resource mobilization. They proposed roundtables, workshops and an

expert panel to help the 200 participating entrepreneurs to have a better grasp of theories and

practices with which they could further develop their projects.

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“Chang“Chang“Chang“Changing ing ing ing the World through Social Entrepreneursthe World through Social Entrepreneursthe World through Social Entrepreneursthe World through Social Entrepreneurs””””

On October 9th 2008, Ashoka organized a big event to promoteto promoteto promoteto promote Social Social Social Social

EntrepreneurshipEntrepreneurshipEntrepreneurshipEntrepreneurship that targeted the general public. Presenting the results of

the first study on the impact of Social Entrepreneurship in France, the event

aimed to expose the general public to the work of Social Entrepreneurs and

the solutions they have developed to solve social issues (unemployment,

social exclusions, health issues, citizenship, environmental problems, etc.).

This event included several presentations and activities: conferences, mini-

presentations by Social Entrepreneurs, a forum with key players in the

sector, interactive activities with the public (wheelchair basketball, for

example), a runway show by persons with disabilities, a Film Festival

focusing on the men and women who are changing the world, etc.

Closing with a ceremony presenting the ten Fellows Ashoka had selected in

2008, this event attracted over 900 participants900 participants900 participants900 participants to the magical Cirque

d’Hiver-Bouglione.

2008 Induction Ceremony

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Conference Series, “And Now, Let’s Talk Solutions”Conference Series, “And Now, Let’s Talk Solutions”Conference Series, “And Now, Let’s Talk Solutions”Conference Series, “And Now, Let’s Talk Solutions”

In October 2009, Ashoka has launched “And Now, Let’s Talk Solutions”“And Now, Let’s Talk Solutions”“And Now, Let’s Talk Solutions”“And Now, Let’s Talk Solutions”, a series of monthly

conferences focusing on Social Entrepreneurship. These conferences are promoting the innovative innovative innovative innovative

solutions solutions solutions solutions ofofofof Social Entrepreneurs Social Entrepreneurs Social Entrepreneurs Social Entrepreneurs that undertake to resolve major social or environmental

problems (education, unemployment, human rights, environment, health, etc.) They emphasize

discussions of solutions rather than of problems, and are building on the professional, structured,

and promising work of Ashoka’s Fellows.

Ashoka is partnering with the Reporters of Hopes

agency to organize these conferences with the

objective of highlighting the work of both

organizations in the development and propagation of

solutions. We also aim to strengthen a network of key

players in social innovation (Social Entrepreneurs,

businesses, academic organizations, financers, etc.).

The first of these conferences took place on October 5th at the Comptoir Général, a place with

strong ties to sustainable development efforts. Focusing on access to information/education for

the deaf, the conference attracted nearly 100 participants, and staged two key players: Simon

Houriez, founder of Signes de Sens and Ashoka Fellow, and Jérémie Boroy, an expert on the

subject and president of UNISDA (National Union for the Professional Integration of the Deaf).

Presentation SeriesPresentation SeriesPresentation SeriesPresentation Series

Each year, Ashoka organizes presentations in France, Belgium, and Switzerland to introduce its

work to potential corporate partnerspotential corporate partnerspotential corporate partnerspotential corporate partners/financers/financers/financers/financers. With two or three of its best ambassadors – its

Social Entrepreneurs – on stage, Ashoka is thus aiming to expand the Ashoka Support Network.

The presentations are organized with the assistance of ASN members and Ashoka partners, such

as UBS, in Paris, Lille, Lyon, Strasbourg, Brussels, and Geneva.

In September 2009, Ashoka also began to organize monthly breakfasts, hosted by Deloitte. Some

ten business people are invited and exposed to Ashoka’s activities.

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La RucheLa RucheLa RucheLa Ruche (the beehive) (the beehive) (the beehive) (the beehive)

Ashoka, a Key Player in the Creation of Ashoka, a Key Player in the Creation of Ashoka, a Key Player in the Creation of Ashoka, a Key Player in the Creation of La Ruche La Ruche La Ruche La Ruche

In response to the difficulties encountered by a number

of Fellows in finding workspaces in Paris, we began in

2007 to conceive a solution allowing to create mutual create mutual create mutual create mutual

workspacesworkspacesworkspacesworkspaces. As we crossed paths with Charlotte

Hochman, who wanted to duplicate in Paris an

experience, named the Hub, she had had in London, this

encounter became the starting point for La Ruche (“The

Beehive”)…

InInInIntroduction to troduction to troduction to troduction to La Ruche La Ruche La Ruche La Ruche and its Functionand its Functionand its Functionand its Function

La Ruche is a collective work and creation space collective work and creation space collective work and creation space collective work and creation space for innovative social entrepreneurship in Paris.

Open to any person who proposes an innovative response to a social or environmental challenge,

its vision is to reconcile economics and human development.

Its “bees” work side by side and even together. In fact, many professionals involved with social

innovation need a place where they can not only work but also meet other similarly minded

people, collaborate, receive support, and make progress as a team. Furthermore, access to

resources (technology, meeting rooms, and legal, fiscal, and financial support) is sometimes a

problem. This is why La Ruche seeks to bring together strategic players in Social Entrepreneurship

so that they can share their networks, resources and best practices.

Social Entrepreneurs based outside of Paris (in

France or abroad) who need a welcoming and

effective pied-à-terre in the French capital are

also welcome to rent a place in la Ruche on a

daily basis.

In July 2009, after more than a year since

opening, La Ruche was hosting 53 full-time

people and 9 part-timers within 22 different

organizations.

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THE FUTURE OF ASHOKATHE FUTURE OF ASHOKATHE FUTURE OF ASHOKATHE FUTURE OF ASHOKA AND ITS PROGRAMS AND ITS PROGRAMS AND ITS PROGRAMS AND ITS PROGRAMS

Our Objectives, by ProgramOur Objectives, by ProgramOur Objectives, by ProgramOur Objectives, by Program

Venture ProgramVenture ProgramVenture ProgramVenture Program

Ashoka will continue to select and support innovative Social Entrepreneurs capable of bringing

about social change. In Europe, we believe that we will have reached the critical number of Fellows

necessary to have a meaningful impactmeaningful impactmeaningful impactmeaningful impact in all areas in which we operate.

In France, Belgium, and Switzerland, In France, Belgium, and Switzerland, In France, Belgium, and Switzerland, In France, Belgium, and Switzerland, our objective is to elect ten new Fellows each yearelect ten new Fellows each yearelect ten new Fellows each yearelect ten new Fellows each year of the

highest potential, including “Senior Fellows” – Social Entrepreneurs who have already made a

significant social impact and whose projects are already at high stages of development.

We will also continue to identify and develop a group of key persons who will nominate Social

Entrepreneurs and offer us their expertise in specific areas.

Fellowship ProgramFellowship ProgramFellowship ProgramFellowship Program

“Let’s begin by reiterating an important piece of information: as a whole, the

Fellows are very satisfied with Ashoka, its services, and its benefits:

- Ashoka has given an entirely new dimension to their projects (and even their

lives)

- The Fellowship Program’s advantages exceeded all initial expectations.”

Excerpt from the Evaluation Report conducted by Guillaume Cadet, Kevin Singer, and MarieExcerpt from the Evaluation Report conducted by Guillaume Cadet, Kevin Singer, and MarieExcerpt from the Evaluation Report conducted by Guillaume Cadet, Kevin Singer, and MarieExcerpt from the Evaluation Report conducted by Guillaume Cadet, Kevin Singer, and Marie----

Françoise Roy.Françoise Roy.Françoise Roy.Françoise Roy.

In light of the growing number of Fellows in the network, we will need to consider new strategies

that will enable us to continue to offer each Fellow a specially designed and highspecially designed and highspecially designed and highspecially designed and high----quality support quality support quality support quality support

while at the same time empowering and fostering the independenceempowering and fostering the independenceempowering and fostering the independenceempowering and fostering the independence of the network of Fellows.

• We will capitalize upon what our Fellows believe are our unique characteristics:

- The ASN Network and the CodacThe ASN Network and the CodacThe ASN Network and the CodacThe ASN Network and the Codacs are the keystones of our works are the keystones of our works are the keystones of our works are the keystones of our work. We will do everything

possible to ensure that each Fellow has an effective Codac. Each new Fellow who does not

have a business plan will be required to work with his or her Codac for six months while

drafting a business plan.

24

• We will target certain areas:

- Improve our methods of invigorating the network of Fellows in order to capitalize upon and

better share effective strategiesbetter share effective strategiesbetter share effective strategiesbetter share effective strategies for handling recurrent problems. Furthermore, we wish to

develop national and international collaborations to facilitate the duplication of projects

and to create new innovative projects. We envision an idea exchange Unit for the Ashoka

Fellows’ social innovations.

- We must, in the future, expand our support expand our support expand our support expand our support ofofofof Senior Fellows Senior Fellows Senior Fellows Senior Fellows:

- At the international level, by taking advantage of our connections and helping our

Fellows develop high-level contacts (other Senior Fellows, public officials, etc.)

- At the local level, by helping them expand their influence within the world of social

enterpreneurship.

- We will open Ashoka’s doors more widely to our Fellows’ team membersopen Ashoka’s doors more widely to our Fellows’ team membersopen Ashoka’s doors more widely to our Fellows’ team membersopen Ashoka’s doors more widely to our Fellows’ team members.... We have already

begun by making the services of Krauthammer and Crossknowledge available to our

Fellows as well as as well as as well as as well as to their teams.

- We wish to expand the possibilities of personalized coacto expand the possibilities of personalized coacto expand the possibilities of personalized coacto expand the possibilities of personalized coachinghinghinghing, which we began to do in

2009 with Krauthammer.

- We will expand our services in two areas: locating financing locating financing locating financing locating financing and press relations expertisepress relations expertisepress relations expertisepress relations expertise.

IMPACT CompetitionIMPACT CompetitionIMPACT CompetitionIMPACT Competition

We are considering redesigning the IMPACT Competition in order to give priority to supportgive priority to supportgive priority to supportgive priority to supporting our ing our ing our ing our

network’s Social Entrepreneursnetwork’s Social Entrepreneursnetwork’s Social Entrepreneursnetwork’s Social Entrepreneurs, particularly in francophone Africa. We will thus be able to continue

helping French-speaking Fellows in three areas:

1. Strategy and development

2. Business model

3. Evaluating social impact (with Social E-valuator)

We will keep the program’s double objective:

- Support Social Entrepreneurs (Fellows)

- Produce and diffuse tools for sharing effective practices throughout the French-speaking

countries around the world.

The JeunThe JeunThe JeunThe Jeun----ES CompetitionES CompetitionES CompetitionES Competition

Beginning in 2009, the Jeun-ES program will concentrate on education efforts and promoting

youth initiatives through an interactive and participative competitioninteractive and participative competitioninteractive and participative competitioninteractive and participative competition with the aim of increasing

both the interest in undertaking social and environmental initiatives and the ability of young

people to do so with the help of a network of involved youth and voluntary partners specializing in

supporting youths.

If we can support 20 to 30 teams throughout France, we hope to be able to reach out to 10,000

young people through this platform.

25

Promoting SPromoting SPromoting SPromoting Social Entrepreneurshipocial Entrepreneurshipocial Entrepreneurshipocial Entrepreneurship

The evaluation of Social Entrepreneurship conducted in 2008 with AVISE and Opinion Way

demonstrated that the general public is largely unfamiliargeneral public is largely unfamiliargeneral public is largely unfamiliargeneral public is largely unfamiliar with the sector. Ashoka’s objective is to

promote the sector in the media and through events. We are currently working on organizing an organizing an organizing an organizing an

international event that will take place in fall 2010. international event that will take place in fall 2010. international event that will take place in fall 2010. international event that will take place in fall 2010. Until then, the series of monthly conferences

“And Now, Let’s Talk Solutions”“And Now, Let’s Talk Solutions”“And Now, Let’s Talk Solutions”“And Now, Let’s Talk Solutions” will allow for regular meetings between the members of our

network and the general public. It is also an important vehicle for media exposure and we hope to

solidify relationships with several media partners.

Major Major Major Major ccccurrent urrent urrent urrent pppprojectsrojectsrojectsrojects…………

The knowledge that we have developed over the course of these three years in the sector leads us

to believe that we must promote certain major structural adjustments.

The Legal Form of Social EntrepreneursThe Legal Form of Social EntrepreneursThe Legal Form of Social EntrepreneursThe Legal Form of Social Entrepreneurs/Businesses/Businesses/Businesses/Businesses

In France today a majority of Social Entrepreneurs choose to create an association under the Law

of 1901 because this is the simplest legal form available for social businesses (the other options

are cooperatives, mutual corporations, or foundations). However, this legal form presents

numerous limitationsnumerous limitationsnumerous limitationsnumerous limitations, particularly in terms of governance (a Social Entrepreneur who receives a

salary from the organization he or she has founded will always be under the supervision of an

administrative board who can remove him/her at any time), access to development capital (it is

impossible for an investor to hold a share, even though an increasing number of investors are

interested in investing in Social Entrepreneurship organizations). On the other hand, if the Social

Entrepreneur incorporates his/her project, in many cases he/she will not have access to public

financing. This difficulty can be avoided, as in the case of the SIEL Bleu Group, by creating an

affiliate business that is operated by the association, but even this does not simplify the problems

of governance.

We are currently considering the idea of a hybrid statusidea of a hybrid statusidea of a hybrid statusidea of a hybrid status that would solve these issues at least

partly. This project has only just begun.

Evaluating Social ImpactEvaluating Social ImpactEvaluating Social ImpactEvaluating Social Impact

We will continue to study this issue in cooperation with ESSEC. Our aim is to measure in an

objective manner the social impact of the work done by our Social Entrepreneurs and to be able to

“monetize” this impact. We realize that quantification and monetization are essential intermediate

steps in building the credibility of our Social Entrepreneurs’ models. However, assessing the valueassessing the valueassessing the valueassessing the value

and impactand impactand impactand impact of this type of work means we must re of this type of work means we must re of this type of work means we must re of this type of work means we must reconsider the consider the consider the consider the waywaywayway one one one one nonononormally evaluates rmally evaluates rmally evaluates rmally evaluates wealthwealthwealthwealth

creationcreationcreationcreation.... We wish to move beyond the concept of SROI and contribute to the development of new

approaches for evaluating social impact.

26

It is our ambition to ensure that the evaluation tools will enable Social Entrepreneurs to better

monitor their social impact and that they will enable financers (public and private) to make better

investment decisions.

New Financing Tools for Social EntrepreneursNew Financing Tools for Social EntrepreneursNew Financing Tools for Social EntrepreneursNew Financing Tools for Social Entrepreneurs

New financing instruments are appearing in a number of countries, a direct consequence of new

legal forms and methods of evaluating social impact that highlight the creation of wealth and thus

demonstrate that investing in this area cathat investing in this area cathat investing in this area cathat investing in this area can be financially and socially valun be financially and socially valun be financially and socially valun be financially and socially valuable. able. able. able. In different

countries, Ashoka has been able to put such tools in place in cooperation with the banking

industry (specialized investment funds, notably) and it is therefore only natural that we envision

these types of tools being available in France. Thus in the next few months we plan to launch a

first Investment Fund targeting our Fellows.

Other Works in ProgressOther Works in ProgressOther Works in ProgressOther Works in Progress

Developing Social Entrepreneurship on a large scale also means, in our opinion, developing the

capacity to expand capacity to expand capacity to expand capacity to expand our Fellows’our Fellows’our Fellows’our Fellows’ projects projects projects projects in response to the key issues of our society, present and

future. This is why we are working to propose concrete, efficient, cost-effective, and replicable

solutions to all stakeholders (the government, municipalities, businesses, etc.), building on a

precise analysis of society’s major problems and the innovations and ideas of our Fellows.

The proposals will, of course, answer specific problems in different fields (health, education,

environment, etc.), some of them will also seek to be as transversal as possible to overcome the

obstacles to the development of Social Entrepreneurship.

La Ruche La Ruche La Ruche La Ruche –––– 84 Quai de Jemmapes 84 Quai de Jemmapes 84 Quai de Jemmapes 84 Quai de Jemmapes

75010 PARIS75010 PARIS75010 PARIS75010 PARIS

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france@ashoka.orgfrance@ashoka.orgfrance@ashoka.orgfrance@ashoka.org