rhsf RESSOURCES HUMAINES SANS FRONTIÈRES
ATIS Aquitaine Good practice
Table of contents
0.1) France’s economic and social situation 1) Description of the SSE Good Practice
0.1.1) France´s economic situation 5 1.1) Name, Organization and/or network responsible for the
Change in GDP in France 5 practice, Location, Sector. 17
Average annual income of € 20,100 5
Unemployment in France 6 1.2) Proposed activities 17
0.1.2) France’s social situation 6 1.3) Management model and stakeholders involvement 18
Education 6
Precariousness 7 1.4) Turnover and job creation/quality 18
1.7 million RSA claimants 7
Inequalities which are narrowing slightly 7 1.5) Social and ecological externalities 18
Working time 7
Priority districts 7 1.6) Communication and advocacy 19
Health 7
Environment 7 1.7) Networking, affiliations and openness of the Good practice
to the existing networks 19 0.2) Aquitaine’s economic and social situation 2) Evaluation of ATIS Good practice
0.2.1) Economic situation in Aquitaine 9 2.1) The economic and social impact and potential of Good
practice 20
0.2.2) Social situation in Aquitaine 10 Economic impact 20
A better situation than the national average 10 Social impact 20
A high level of education 12 Environmental impact 20
0.2.3) Environmental situation in Aquitaine 12 2.2) The transformative impact on the territory and beyond 21
0.3) France´s Social and Solidarity Economy 2.3) The impact of Good practice on policy 21
0.3.1) Definition 13 2.4) Practice sustainability 21
0.3.2) The SSE seen through statistics 14 2.5) Participatory space open to the territory 22
0.3.3) Public initiatives relating to the Social and Solidarity 3) What can we learn from
Economy 15 ATIS Good practice?
0.4) The SSE in Aquitaine 4) Individual Story of Yoann Labbé, in
0.4.1) Public body initiatives 15 charge of the business incubator of ATIS.
0.4.2) Training 16
0.4.3) Financing 16
0.1) France’s economic and social situation
0.1.1) France´s economic situation
According to the latest INSEE statistics 1, mainland France has 63,375,972 inhabitants, 30,690,856 men and 32,685,116 women, with a life expectancy of 78.2 years for men and 85.1 years for women.
Change in GDP in France
years by value by volume 2009 -2.8 -2.9 2010 3.1 2.0 2011 3.0 2.1 2012 1.3 0.2 2013 1.4 0.7 2014 0.8 0.2
INSEE
Population aged 15 or more by socio-professional category. Total: 53,160,028 2
Average annual income of € 20,100 On average, the 24.6 million employees surveyed by the INSEE in 2012 account for € 20,100 of income (per year). With the crisis, the increase in this income has been slowed (0.2% per year from 2007 to 2012, against +0.6% from 2002 to 2007). A quarter of employees only received € 9,570 in the course of 2012. That is less than 75% of the minimum wage.
1. INSEE RP 2012 2. INSEE, RP2007 and RP2012 additional operations
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Unemployment in France
BIT unemployment rate (%) Variation in points over the year Thousands
2015 Q1 2015 Q2 (p)* quarter year 2015 Q2 (p)*
Altogether 10.0 10.0 0.0 0.3 2,852
Men 10.3 10.5 0.2 0.5 1,562
Women 9.6 9.4 -0.2 -0.1 1,290
Unemployment as stipulated by the Bureau International du Travail (BIT) in mainland France. INSEE, employment survey (p) = provisional
The figure has increased since the start of the crisis in 2008, with more than 2.8 million in 2015. Unemployment significantly affects members of the public already finding it difficult to find work. 1.1 million people have been seeking work for at least a year. Or a further 400,000 long-term unemployed between 2008 and 2013.
0.1.2) France’s social situation
Education The highest qualification in the uneducated population aged 15 or more by sex in 2012 3
Altogether Men Women
Uneducated population aged 15 or more 46,115,176 21,993,558 24,121,618
Share of holders as a %
of those with no qualification 17.2 16.8 17.6
of the certificate of primary studies 9.9 7.7 11.9
of the BEPC, brevet des collèges 6 5.1 6.9
of a CAP or BEP 23.8 28.5 19.6
of a baccalauréat or brevet professionnel 16.6 16.4 16.8
of a degree from short-term higher education 12.6 10.9 14.2
of a degree from long-term higher education 13.8 14.7 13
France is now 25th in the world for its quality of education 4 according to the PISA classification, with an increase in inequalities with socio-economic origins.
3. INSEE, RP2012 primary operation. 4. http://www.oecd.org/pisa/keyfindings/pisa-2012-results-overview-FR.pdf
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Precariousness In 11 years, the number of homeless people has increased 44%. In 2012, nearly 112,000 people were homeless, including 81,000 adults and 30,700 children. One third live on less than € 300 per month.More broadly speak- ing, 8.5 million people live below the monetary poverty threshold (€ 987 per month), or 13.9% of the population. Although this statistic is falling (-0.4 point), it should be noted that lifestyle is deteriorating for the French people overall.
1.7 million RSA claimants In France, this is an allowance which provides people with few or no resources with a minimum variable amount of income based on the composition of their household.Between 2008 and 2012, the number of Active Solidarity Income (RSA) claimants rose 26%, to 1.7 million.More than 2 million people in France claim so-called “social inte- gration minima”, according to the INSEE. The share of GDP earned through social services is 31.68% 5, and France is no. 1 in the OECD classification, at 10% above average compared with other countries.
Inequalities which are narrowing slightly Inequalities have narrowed slightly. The lifestyle of the 10% worst off improved 0.1% in 2013, whilst that of the wealthiest 10% deteriorated 1.7%. But even so, the latter earned 6.6 times more than the former and the deteri- oration in overall lifestyle, rather than collective improvement, must be stressed.
Working time 4 hours 10 minutes of working and training time per day, during the week, is used for work, the primary activity. This statistic applies to every day of the year, including weekends and leave. Logically, this figure falls considerably on Saturdays (1 hour 23 minutes) and Sundays (49 minutes).
Priority districts The new geography of application of city policy covers 1,300 districts, compared with 2,600 previously, concen- trating efforts on the poorest districts. The new 2014-2024 urban renewal programme is dedicating € 5 billion to 200 districts deemed of national interest 6.In these 1,300 districts, we note a higher concentration of single-parent families and unemployment than elsewhere in France.
Health 68% of the population declares that it is in good or very good health. This data has been stable in the last 10 years.Health inequalities are (partially) explained by income disparities. In 2012, fewer than 60% of RSA claim- ants declared themselves to be in good health, compared with almost 80% for those aged 18-59 inclusive. In 2013, the French spent € 186.7 billion on consumption of medical care and goods, compared with less than € 310 billion spent on housing.
Environment Environmental indicators show an improvement in the environmental situation in several ways, especially reduced greenhouse gas emissions 7 and a faster reduction in the last 9 years. An improvement in the quality of water 8,
5. SOCIAL EXPENDITURE UPDATE Insights from the OECD Social Expenditure database (SOCX), November 2014 http://www.oecd.org/els/soc/ OECD2014-Social-Expenditure-Update-Nov2014-8pages.pdf 6. http://www.gouvernement.fr/action/la-nouvelle-geographie-prioritaire 7. SOeS according to Citepa, CCNUCC inventory, March 2014 8. Water authorities, 2014 – Medde. Treatment: SOeS, 2014
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with a 50% reduction in orthophosphate content since 1998, but stagnation of nitrates, and the air pollution in- dex has also fallen by 20 points 9.We also note a reduction in production of household waste, and an increase in selective sorting, leading to a 36% increase in environmental employment between 2004 and 2012 10.
0.2) Aquitaine’s economic and social situation
According to Insee, Aquitaine is home to 5% of the national population with 3,335,134 inhabitants in 2014 and represents 8% of the metropolitan territory. It is an attractive region: its demographic growth is mostly due to a positive migratory balance 11. 30% of the population aged of more than 15 years old are pensioner, 17% employees and 15% are unemployed. In 2013, the life expectancy for both males and females was higher than the national one: 78,7 years for French males and 85 years for French females while in Aquitaine it was respectively 79,2 years and 85,3 years.
Population structure by sex and age group in as at 1st January 2014 12
Males Females 0-20 382 330 366 005 20-39 373 724 380 021 40-59 447 932 467 739 60-74 264 314 296 223 75 and over 136 875 219 971 Total 1 605 175 1 729 959
Population of 15 years or over according to the socio-professional category as at 1st January 2011
Insee, RP2011 exploitation complémentaire.
9. National air quality database, July 2013, LCSQA 10 INSEE (national accounts, 2005 base) – SOeS, 2014 11. Insee, Présentation de la région Aquitaine 12. Insee, état civil (données domiciliées), estimations de population
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The OECD Regional Well-Being indicator shows that in Aquitaine, the safety, the income and above all the civic engagement, the education and health are better than the national average.
Quality of life
0.2.1) Economic situation in Aquitaine
With a GDP of 90,796 million euros in 2012, Aquitaine is the 6th regional GDP of France. The economy is mostly tertiary: it represents 3/4 of the regional added value while the industry represents 12% and the agriculture 3% 13. However, the agriculture remains important: Aquitaine is the second agricultural region of France in terms of added value and the first region regarding the exports 14.
An overwhelming majority of the companies (98%) are small companies hiring less than 20 employees 15 and the presential economy is the engine of job creation 15.
Jobs according business sectors in 2012 in %
Insee, RP2007 et RP2012 exploitations complémentaires lieu de travail
13. L’aquitaine en chiffres, portrait économique, CCIR Aquitaine 14. Insee, L’économie présentielle, moteur de l’emploi aquitain 15. Insee Dossier, Les entreprises de petite taille : un poids économique important en Aquitaine
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Aquitaine is relatively sheltered by unemployment: with an unemployment rate of 10%, equal to the national rate, it is the 10th region of France affected by unemployment 16. The average annual wage income in 2012 in Aquitaine was lower than the national one 17.
Average annual wage income by sex and socio-professional category in 2012
Aquitaine France Male 22 634 24 224 Female 17 203 18 363 Overall 19 915 21 346 Managers 36 254 39 692 Higher intellectual professions 23 609 24 025 Employees 14 669 14 941 Skilled workers 17 853 18 283 Unskilled workers 12 981 13 599
0.2.2) Social situation in Aquitaine
A better situation than the national average In 2012, the poverty rate in Aquitaine was lower than the national poverty rate: 12,9% of the Aquitaine population lived under the poverty threshold (60% of the median standards of living) against 14,3% of the French popula- tion 18. It is the first time since 2008, that this regional rate decreased but it remains higher than it was in 2006.
It is also important to point out that the poverty rate in this region is only higher than the national one for people aged of 75 years or over (11,4% against 10,6%).
In 2012, less people were beneficiaries of a social allowance compared to the national level: 5,9% of the regional population received the RSA, a minimum social benefit, while 6,6% of the total French population did 19.
16. Insee, Taux de chômage localisés 17. Insee, DADS 18. Insee-DGFiP-Cnaf-Cnav-Ccmsa, fichier localisé social et fiscal 19. Iness, Indicateurs sociaux départementaux, DREES, CNAF, MSA
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Evolution of the poverty rate in Aquitaine and in France from 2006 to 2012
The level of inequalities in Aquitaine remains stable and lower compared to the national situation: in 2012 the 10% of the wealthiest families earned 3,3 times more than the 10% of the poorest families.
Decile ratio from 2007 to 2012
From 2007-2013, Aquitaine had 89 priority neighbourhood. Nowadays, there are 44. In 2011, 101,490 persons lived in priority neighbourhoods which represents 3% of the Aquitaine population. Those neighbourhoods face economic and social difficulties. However, they are in Aquitaine less disadvantaged compared to the average national situation of those neighbourhoods. In 2011, the average of the median income per con- sumption unit in priority neighbourhood situated in Aquitaine was 10,181 euros while in the priority neighbour- hood of France it was 9,715 euros 20 and 56,9% of the persons had no diploma against 60,6% in the national level 21.
20. CGET 21. Onzus
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A high level of education Aquitaine displays better rates of education than the national average except when it comes to postgraduate students.The University of Bordeaux was one of the universities selected to be part of an international academic pole of excellence.
Highest degree of out-of-school population aged of 15 years or over in 2012 in %
0.2.3) Environmental situation in Aquitaine
According to the approved association for the air quality monitoring AIRAQ, the year 2014 was favourable to good air quality despite few pollution episodes.
In 2012, 40 water distribution units out of 799 present overspending of quality limit values 22 and the carbon bal- ance was 2048 of tons CO2 equivalent.
16,1% of the energy consumption came from renewable source in 2010 23. Installation of 380 wind turbines is planned by 2020.
22. Rapport d’activité ARS Aquitaine Santé environnement 2012 23. Ministère de l’écologie, du développement durable et de l’énergie, Juillet 2010
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0.3) France´s Social and Solidarity Economy
France´s Social and Solidarity Economy is governed by the Act dated 31st July 2014.
0.3.1) Definition
“The Social and Solidarity Economy is a means of manipulating and expanding the economy focussing on all fields of human activity to which legal entities under private law meeting the following cumulative conditions adhere: a target pursued not merely by sharing profits; democratic governance 24 and responsible management” 25.
The target being of general or collective interest The structures of the Social and Solidarity Economy are defined as groups of people rather than capital, which bring about an innovative project, who reconcile collective interests and economic activities. They seek to meet requirements of populations and territories not met or insufficiently met, at the same time contributing towards local, sustainable and collective development.
Democratic governance Under the double-quality principle, the beneficiaries from corporate economic action are also its members. Observing the “one person, one vote” principle, structures in the SSE elect their directors and associate stakehold- ers to exercising power 26. The adhesion of, not to mention the exit from, a structure in the Social and Solidarity Economy, is an individual choice, one which cannot be imposed.
Limited profit making Structures in the SSE ensure Man´s primacy vis-à-vis capital, by adopting the following rules: limited or zero cap- ital remuneration; control over pay scales; excesses earned partially or entirely, placed in reserves which cannot be shared, and allocated to project development.
Territorial grounding and citizen mobilisation The Social and Solidarity Economy associates all stakeholders by expanding with and for territories and focus- sing on all local players (territorial communities, companies, users, etc.). With a convenience economy in mind, local resources are also encouraged through short circuits, relocating economic activities and creating jobs which cannot be relocated.
Quest for innovation and social cohesion Players in the SSE often help to bring about corporate innovation, since they seek a better quality of life for the community, plus organisational innovation encouraging democratic governance. Moreover, the SSE is considered
24. Democratic governance, foreseeing information and participation, expression of which is not merely to do with their contribution in capital, associates, employees and stakeholders in what the company does 25. Responsible management which meets the following principles: Profits are mainly dedicated to the objective of maintaining or expand- ing company business; compulsory reserves built up, ones which cannot be shared, cannot be distributed, and in the event of a payout, or if necessary, in the event of winding up, all of the “payout boni” are redistributed to another company within the Social and Solidarity Economy 26. Employees for Scop 1, consumers for consumption or purchasing co-operatives, members for mutuals in insurance or health, stakeholders collectively for associations or SCIC…
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a vector for bringing society together, indirectly by virtue of its nature, voluntarily associating members focussing on a project and directly by virtue of what it does.
0.3.2) The SSE seen through statistics
In France, the SSE represents 10% of GDP
Share of jobs in the SSE
According to the SSE Observatoire national 2011
The SSE also includes: - avoided costs - positive externalities linked to what it does (environmental impact, etc.)
Proportion of jobs in the SSE by business sector compared with total jobs in the sector
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0.3.3) Public initiatives relating to the Social and Solidarity Economy
In 2014, creation of the Chambre Française pour l’Économie Sociale et Solidaire, a new institution which brings the components of the SSE together and plays a key role in representation and dialogue with public bodies and being a player in civil dialogue. The Caisse des Dépôts: Committed to supporting economic development and the Social and Solidarity Economy for about the last ten years through the Elan 2020 strategy, it signed up to the “Agir pour l’emploi” convention (2008-2012), in which it undertakes to: - assist in the creation of companies by focussing on national networks for helping to create companies; - support the integration sector through economic activity; - participate in the financing and steering of Local Assistance Mechanisms (DLA 27); - support and adapt financial tools dedicated to the structures of the Social and Solidarity Economy; - manage the Corporate Cohesion Fund (FCS 28). Since 2010, the Caisse des Dépôts has also been the manager of part of the major loan known as “Investissements d’avenir” for financing the SSE (€ 100 m)
0.4) The SSE in Aquitaine
The SSE in Aquitaine has more than 11,000 institutions employing 119,904 people, or 13% of the private sector workforce. Employment in the Region’s SSE has increased 2.5% in 5 years, whilst private employment in the Region has in- creased more slowly (2.2%). More than one private job in eight is in Aquitaine’s SSE, which is above the regional average (12.7%). The Lot-et-Garonne county is 16th in the top 20 counties in which the proportion of jobs in the SSE is at its highest, with 13,678 employees who account for 14.2% of the county’s workforce. Gironde has a large number of employing institutions (4,961) and employees (51,483) but they only account for 9.7% of the Region’s employment .
0.4.1) Public body initiatives
With an annual budget of € 4.1 million, the Region very much sustains the expansion of structures within the SSE. The Aquitaine Region has put mechanisms in place to encourage creation, help the most vulnerable players set themselves up and encourage the pursuit of joint ventures. The Region’s action to promote the SSE includes: - Support for formation of associations, SCOPs (co-operative and participatory associations) and SCICs (public co-operatives) - Financial support for incubators of companies and co-operatives for business and employment - Project incentives to share roles and action
27.Advice assistance mechanism dedicated to employer associations, whose national operation is entrusted to AVISE (Agence de Valorisation des Initiatives Socio-Economiques); 28.The FCS is dedicated to guaranteeing bank loans to creators of VSE and joint companies, to complement the NACRE mechanism, which it co-steers and co-finances (focussing on resources from savings funds) with the Government, aid granted to the unemployed/creators in the form of 0-rated loans, necessarily including a bank loan and creator assistance for 3 years.
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- Work to mobilise the territory and assist in the formation of new AMAPs (agricultural support associations), overseen by the FR CIVAM. The positive effects brought about by the AMAPs (maintenance of fertile land on the outskirts of towns and cities, establishing of new producers, etc.) have led other groups within the territory, mainly conurbations, to support the structuring of the AMAP fabric around Aquitaine’s key towns and cities (Bordeaux, Bayonne-Anglet-Biarritz, Pau, Périgueux). This provides an opportunity for co-operation between the communities concerned. Results in 2009: increase from 6 to over 80 AMAPs involving 4,000 families and 160 local producers.
0.4.2) Training
-The DUT in Management of Development and Humanitarian Action is proposed by the IUT Michel de Montaigne (University of Bordeaux III) in Gradignan. It seeks to train socio-cultural mediators, capable of: -carrying out social tests -defining, implementing and managing projects -co-ordinating operations on the ground -planning and assessing actions -mobilising human resources -ensuring social mediation -mastering the concepts of logistics, management, communication, etc. www.iut.u-bordeaux3.fr/ -The Masters 2 In Advice and Management of Non-Profit-making Organisations is proposed by the IAE in Bordeaux (Montesquieu University of Bordeaux IV). The qualification is aimed at: -Professionals who, having pursued a career in operational roles, would like to take up a specific role within fi- nance management, management control and internal auditing, and human resources; -Professionals who, having trained and gained a qualification, anticipate developing their career and using the knowledge and expertise. www.iae-bordeaux.fr -A Masters in Development of Companies within the SSE is being developed at the IEP in Bordeaux.
0.4.3) Financing
The Region is backing the constitution of financing tools dedicated to the SSE through Aquitaine Active. Across the Region’s territory, over the last 10 years, Aquitaine Active has been behind more than 850 projects supported, 4,500 jobs created or consolidated, € 6 million of aid granted to joint finance resources and more than € 22 mil- lion in bank financing granted 29.
29. Observatoire National de l’ESS-CNCRES according to the INSEE CLAP 2008-2011
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1) Description of the SSE Good Practice
1.1) Name, Organization and/or network responsible for the practice, Location, Sector.
ATIS (Association Territoires et Innovation Sociale) is a non-profit organization per French law 1901, created in 2010 and based in Pessac, in the Aquitaine region. ATIS is an organization that accompanies the development of social and mutual-solidarity undertakings.
1.2) Proposed activities
ATIS supports the emergence and development of social well-being projects in the Aquitaine territory. It was born from the observation shared by SSE networks and local communities: many social initiatives never got off the ground due to a lack of connections between potential project initiators and social needs on the territories. Therefore, ATIS intervenes during the phase of the emergence project: it assesses the opportunity of an idea by defining the service proposal and its adequacy to a social problem, accompanies the actors and guides them towards financial solutions. Its activities are articulated around 3 tools:
▶▶ Fabrique à Initiatives (Initiatives Creation) It is an organization settled in different territories in France (8), was founded by Avise (SSE portal), and is active in Aquitaine through ATIS. The aim of this “Fabrique à iniatives” is to spot non-satisfied social needs and bring a shared entrepreneurial answer. This involves: - detecting the socio-economic needs and opportunities in the territory - validating the relevant answer in the form of a social enterprise through feasibility studies - identifying & qualifying one project initiator - accompanying the project initiator and the process until social enterprise creation - integrating the project initiator in the actors networks and facilitate his actions with actors in assistance and in funding.
▶▶ Social Innovation Incubator In 2014, ATIS created the social innovation incubator in response to requests from project owners wanting tai- lored guidance for their innovative social enterprises’ creation projects that embrace SSE values. This involves: - identifying the project initiator having an idea or concept - bringing expertise and methodology in order to structure actions and consolidate projects - fostering the territorial anchorage and partnership integration - guiding project initiator towards specialized actors and actors in funding - ensuring a global cooperation of the project until its creation
▶▶ Regional DLA (local support measure) Since 2012, ATIS has had an agreement in order to hold Regional DLA. They help professional integration struc- tures, charities, and other social enterprises which are a source of employment in their consolidation approach and development. This involves: - accompanying regional structures - anchoring the measure in the global assistance process (“chaîne globale d’accompagnement”) - leading the regional network of DLA - leading and supervising the management of beneficiaries - taking part in the national animation of the DLA
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1.3) Management model and stakeholders involvement
As the legal structure is a non-profit organization under French law since 1901, all the strategic decisions are taken collectively with the executive board and the employees. Responsibilities are clearly defined, and the direction defines the policy of the association and is in charge of the budget. However, the association operates on a par- ticipative and collective model: discussions and exchanging views are important. For example, the selection of a project accompanied by the incubator follows a process that involves different people. First, the person responsi- ble for the incubator recommends a project that the direction will assess. Then, the project initiator presents its project to a jury composed by entrepreneurs, funders, and experts in the SSE. The jury has the final say but the decision once again implies discussion. The dialogue is facilitated by the fact that there is only one hierarchy level. Each employee has a certain expertise that is needed to successfully complete the accompanying project.
1.4) Turnover and job creation/quality
ATIS consists of 6 employees (5 women and 1 man). They have one trainee. All the employees have an open-ended contract in full time. At times, a project leader is hired on a fixed term contract. Since its creation, only one em- ployee left: the Director. Its turnover in 2014 is € 295,300. ATIS affirms its compliance with the law on personal management and its attachment to best practices, such as no meetings late in the day. ATIS welcomes volunteers (so far only in the executive board) and interns: there is one intern for 6 employees. This helps for CV writing and establishing professional links and is working actively for the clarification and visibility of status, rights and duties of the volunteers, especially since they are looking for others volunteers in the team. 100% of its current funding depends at the moment of public subventions.
1.5) Social and ecological externalities
The activity of ATIS is an office activity. Therefore, there is no significant externality, the consequences of its activ- ities are the reason why ATIS was founded: the development of the SSE, the social innovation and the local jobs in the respect of environment are at once the aftermaths and the aims of ATIS’s work. Furthermore, ATIS has a policy to reduce its environmental impact: they take part of office waste collection with Elise Atlantique and favour soft modes of transport.
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1.6) Communication and advocacy
ATIS has a website, http://www.atis-asso.org/, a Facebook, https://www.facebook.com/atis.fabriqueainitiatives?- fref=ts and a Twitter, https://twitter.com/atisinnovation . Several newspapers have written about ATIS: http://www.franceactive.org/upload/uploads/File/Walter/152130_FRANCE_ACTIVE_WALTER_N2.pdf http://www.aqui.fr/economies/favoriser-l-emergence-de-projets-economiques-d-utilite-sociale,7724.html http://www.sudouest.fr/2011/12/26/une-economie-sociale-590250-626.php
A lot of articles detail projects that were supported by ATIS. For example, a French newspaper, Libération, wrote an article about Enercoop, a renewable energy supplier that was accompanied by ATIS, http://www.liberation.fr/ terre/2015/07/05/l-electricite-plus-verte-que-celle-des-voisins_1343857 There is no need for ATIS to have a strong advocacy role as they are recognized as legitimate by SSE environment in the territory of France (funders, politics, companies…). ATIS belongs to many networks and their advocacy role is managed by other organizations such as Avise, the SSE portal that fosters the development of the SSE on the national territory by working with regional actors.
1.7) Networking, affiliations and openness of the Good practice to the existing networks
ATIS is a member of the following networks : -“Fabrique à initiatives” : http://fabriqueainitiatives.org/ - DLA (Dispositif d’Accompagnement Local) : http://www.dla-aquitaine.org/ - Aquitaine Active : http://www.aquitaineactive.org/ - Regional CRESS Aquitaine : http://aquitainepreficress.org/ - Conseil régional d’Aquitaine : http://www.aquitaine.fr/ - DIRECCTE Aquitaine : http://www.aquitaine.direccte.gouv.fr/accueil-2 - Conseil général de la Gironde : http://www.gironde.fr/jcms/j_6/accueil - Crédit Coopératif : http://www.credit-cooperatif.coop/ - Caisse des Dépôts : http://www.caissedesdepots.fr/ - Fondation MACIF : http://www.fondation-macif.org/ - URSCOP : http://www.les-scop.coop/sites/fr/le-reseau/coordonnees-unions--regionales.html Its actions occur in a multi-stakeholders environment: local authorities, local social actors, local economic actors, universities, banking actors undertakings etc intervene as idea contributors, actors in innovation, actors in sup- porting or actors in funding.
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2) Evaluation of ATIS Good practice
2.1) The economic and social impact and potential of Good practice
ATIS is a centre which seeks to create, support and assist in the implementation of projects in Aquitaine. Its eco- nomic and social impact are not the direct result of what it does, but the consequence of what it does. ATIS’ work entails supporting ideas and concepts from the emergence phase to the creation phase. Its expertise lies in social innovation and assessment of social impact. Through the network which it operates across the territory, it has the capacity to consolidate on certain innovative initiatives which are sustainable (were they not sustainable, they would need to be consolidated). Projects which will have a significant economic and social impact are targeted:
Economic impact Every year, the regional DLA supports 10 regional structures. As far as the “Fabrique à initiatives” is concerned, ATIS also has the capacity to support projects which meet the territory’s social requirements, without any project initiator being identified. Of the companies formed, 14 had no project initiator. ATIS’ originality resides in the way it handles the search for project co-ordinators and project initiators, and the way it supports them. For example, ATIS supported the formation of the “Loc’Halle bio” organisation, a bio agricultural products dis- tribution co-operative which compensates for the the fact that there is no bio wholesale market in the territory of Aquitaine (after 3 years’ work, to ensure a real encounter between supply and territory requirements, strong partnerships and the right solution, the co-operative is continuing to expand and has already doubled the num- ber of its suppliers so that it can cope with increasing supply). ATIS has also supported the creation of a “CREPAC3” joint canning factory. This project seeks to process foods to avoid waste. The incubator is continuously supporting 15 projects and training is available. The incubator is the first in Aquitaine. For example, the incubator is at the source of both initiatives. - the “Budget Workshop” seeks to prevent debts and financial risks borne by individuals. - distribution of meat in a short circuit with traditional butchers organised as a SCOP (co-operative and partici- patory association) with workplace delivery.
Social impact Since 2010, 20 companies have been formed across the territory, creating 60 jobs. These jobs cannot be relocated. They include, for example, a bio fruit and vegetable sales co-operative, a toy recycling plant, meat distribution in a short circuit, a co-operative grocer, office waste collection and recycling, etc.
Environmental impact All projects assisted and supported by ATIS are having a really positive environmental impact on the territory. In addition, ATIS is a member of “La Ristourne”, a responsible purchases co-operative which collects office waste.
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2.2) The transformative impact on the territory and beyond
ATIS is participating in the development of the SSE in the Aquitaine region: this has led to the establishment of 14 businesses and the creation of 50 jobs through “Fabrique à Initiatives” and the establishment of 4 businesses with the creation of 9 jobs through the incubator. All projects supported until their final implementation must meet social requirements and remain completely economically viable. They must also incorporate in their busi- ness plan the creation of at least 5 jobs within 3 years of their launch. ATIS firmly believes in making it possible to meet social requirements through innovative entrepreneurial solutions. Thus, it will support both a project ini- tiator to consolidate on its idea and to consolidate on an idea which they deem appropriate by seeking a project co-ordinator. Accordingly, ATIS is having a clear impact on the territory in terms of contribution towards meeting social requirements, observing the values of the SSE at the same time. Through the regional DLA, ATIS is also helping to expand and strengthen regional structures. This may be through legal aid or expansion support, but also activation of the regional network and production of national reports. Moreover, ATIS is part of a major network which has led to the acknowledgement of social innovation as an inte- gral part of innovation. Although ATIS’ mission is not to raise awareness in this respect, its very clear supporting role does highlight the importance of the SSE and social innovation.
2.3) The impact of Good practice on policy
What ATIS does has not led public authorities to pursue any particular policy. However, they do acknowledge the important role played by ATIS where the emergence of innovative entrepreneurial solutions is concerned. ATIS is a major name in social innovation across the territory of Aquitaine: the “Fabrique à Initiatives” was one of the first to be experimented in France and remains one of the country’s best performing. So ATIS is one of the key players in the process of making the SSE in the territory of Aquitaine more dynamic and acknowledging social innovation over and above the SSE itself. It is important to state that the process is taking place in a territory where there is now a clear desire to consolidate the SSE following the disappearance of the CRESS (Chambre Régionale de l’ESS) in 2013. Dynamism was then created centred on about a hundred players in the SSE and this led to the formation of an association, Aquitaine Préfi-CRESS, which seeks to reform the Chambre Régionale. In particular, Aquitaine Préfi-CRESS is supported by the Government, the Regional Council and the National Council of the CRESS. Now, ATIS is noticing the support from the local authorities, but at the same time, it would like to stress the need to help players in the SSE as they change scale, to diversify the sector and make it less fragmented. It believes in expanding the SSE in Aquitaine through the emergence of key players which would stimulate the sector.
2.4) Practice sustainability
ATIS supports and assists with projects which are viable in the long term. When a project idea is submitted, ATIS uses its expertise to rethink the project and broaden it through contributions from the SSE and local assessments. It is also capable of setting out the difficulties which a project should be able to resolve, always taking a viable socio-economic approach. However, the distinction should be made between the sustainability of projects sup- ported, which is undeniable, and that of ATIS itself. ATIS’ economic model is dependent upon public subsidies, and upon all of the players in the emergence and development of social companies, notes ATIS. The need for public finance is justified, since what ATIS does has a twofold influence on society: it enables job creation, and at the same time, meets social requirements which had not until that time been met through public power.
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However, the need for further finance is leading ATIS to diversify its sources of financing, without bringing its economic model into question though. Two channels are being investigated: - searches for partnerships with companies or foundations - an opportunity study billing system when the request emanates from an initiator which is not part of ATIS. The possibility of asking beneficiary structures to fund support five years after they were created has been evoked. This timeframe is deemed necessary to ensure that the company supported is viable and therefore that ATIS’ business may be distinguished from consultants’ business. ATIS would like to remind the reader of the need for public funds to continue to operate. It stresses its capacity to provide entrepreneurial solutions to social requirements which could not have been met any other way. As ATIS brings expertise and what it does involves different players, it can contribute towards solutions which it would have been difficult to find through a single player. Thus, the public power solution is essential, legitimate and founded.
2.5) Participatory space open to the territory
ATIS maintains partnerships with other social entrepreneurs and co-hosts different events across the territory which promote social entrepreneurship and social innovation. For example, for the occasion of the Month of the SSE, in partnership with Bordeaux council, ATIS is organising workshops on the change of scale of social companies. Furthermore, ATIS is part of MOUVES, the Mouvement des Entrepreneurs Sociaux which serves to defend social entrepreneurship across the national territory and federates social entrepreneurs so that they help each other and learn from each other. The Movement seeks to be open: it develops “an alternative approach to that of stat- utory entry to pursue an ambition which does not rely purely on a quantitative approach, but one centred on permeability of frontiers with the classic economy” 30. Also, MOUVES and AVISE have jointly created a community which brings these entrepreneurs together so that they can exchange their good practices. These exchanges between different “Fabriques à Initiatives”, incubators, project generators and social entrepreneurs take place on a national scale or through events, gatherings, news- letters and direct contact. The community remains informal but reveals the opening characterised by ATIS to exchange and improve what it does. It is yet another example which shows that ATIS does not act alone, but in an environment involving different players.
30. On 23rd June 2011, Christian Valadou, MOUVES representative, Chairman of Aquitaine active, claimed that there was “A place for, and acknowledgement of, players in the solidarity economy, in the economy as a whole” .
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3) What can we learn from ATIS Good practice?
ATIS epitomises good practice as it helps to form companies and structures which create jobs, and at the same time meet social requirements. This particular entrepreneurship design (“Social companies are companies with a social purpose, a purpose in society or an environmental purpose, and they make limited profits. They seek to associate their stakeholders with their governance” the definition proposed by the Mouvement des Entrepreneurs Sociaux), ATIS has consolidated on this with different projects through different factors which are the key to its success.
▶▶ Undeniable legitimacy ATIS was created on the initiative of several players in the SSE, social entrepreneurs and local communities across the territory of Aquitaine: they shared the finding that many initiatives of use to society would not come to fru- ition, for lack of connections between potential entrepreneurs and social needs across the territories: they are brought together so that a supporting player is created.
This support sought to form the missing link in the support chain. Existing support was provided when consol- idating on a project, when the entrepreneur had already consolidated on his idea and all he needed was to im- plement it. However, ATIS gets involved before this phase and enables support to a project whether or not it has an initiator, to help an idea emerge, structure it and consolidate on it.
The context in which ATIS was created has thus given it indisputable legitimacy: it makes up for a certain lack of support as notified by players within the territory.
▶▶ An operating mode involving different players ATIS operates based on the logic of subsidiarity and integration into existing support networks. Several stake- holders are taking part in support to projects which make for a degree of expertise and diversity of solutions proposed. ATIS provides a meeting place for many players which will provide solutions and is the ideal centre for resources and expertise. A fuller, more global vision may then be obtained.
This operating mode also provides ATIS with a territorial base: what it does considers the views of the territory’s stakeholders to design projects suited to the region’s requirements. Accordingly, as well as increasing the diversity and density of what it does, the participation of many players enables the right solutions to be found through in-depth knowledge of the Aquitaine region.
▶▶ A complete approach to project support The support which ATIS provides seeks to be fully comprehensive inasmuch as it operates through three different mechanisms: - the incubator is used to support project initiators to structure their processes and consolidate on their projects. ATIS ensures that the project’s roots will be in the territory to ensure that it is relevant. - the “Fabrique à Initiatives” entails identifying social requirements which have not been met, examining an op- portunity for a project which may meet it and identifying a project co-ordinator. The process is innovative in that it inverts the support process: it diverts away from the territory’s requirements and then seeks entrepreneurial solutions. The territorial basis then becomes clear and it contributes towards the legitimacy of ATIS, which then provides the appropriate solutions to requirements determined.
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The ATIS “Fabrique à initiatives” is one of the best performing in France. It may be explained by the major terri- torial bond which ATIS has through the participation of the different players. - the regional DLA provides support to existing structures. ATIS is not limited to support during the emergence phase, but playing its part in the development phase as well.
▶▶ A pragmatic approach to project support ATIS will carry out a detailed socio-economic study of projects. It focusses on requirements which the project aims to meet, then works to ensure that the project is the right one both in terms of a social solution and financial viability. It looks at resources to ensure that the project is sustainable and as self-sufficient as possible. In the “Fabrique à Initiatives”, of more than 150 ideas detected, 65 were subject to an opportunity study and 20 were abandoned as they could not meet all of the conditions for success. ATIS therefore prioritises creating appropriate projects, especially ones which are sustainable. This realistic approach stimulates social innovation: ATIS’ expertise results in projects going ahead which would otherwise have failed for lack of self-sufficiency. Moreover, participation of different players yet again seems crucial as it enables ATIS to direct projects towards spe- cialist players and players in financing which will contribute the expertise necessary for ensuring project success. Finally, ATIS’ success is also due to its capacity to warn of the main factor which would lead what it does to fail. ATIS’ efficiency has to do with its territorial focus: it is this focus, and this knowledge of the territory and its re- quirements which enables it to find the right entrepreneurial solutions to existing social needs. ATIS is useful be- cause, according to the territory’s social needs, it acts either by initially analysing these requirements, or starting with an idea which is then built on and adapted to the territory.
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4) Individual Story of Yoann Labbé, in charge of the business incubator of ATIS.
I have studied Materials Science at the University of Bordeaux. My real passion is relations with others, doing things differently, opening up. I went on an ERASMUS exchange in Germany. I came back and did a maîtrise in Biochemistry in Bordeaux. I continued to travel over that period, to develop my culture and see other things. I en- rolled to do a thesis in the Netherlands, though not as part of a European exchange. For me, Europe is a collective product which has rather been abandoned, although it does offer some super opportunities for our generation. I did 3 years out of 4 of the thesis programme because I was much more interested in Economics than actual sciences.
I continued to work abroad. I applied for a place at the Solvay School of Commerce at the Université Libre de Bruxelles so that I could get a job in management and trade. Then, through the network, I was offered a post in financial engineering. It was a French company which had a branch in Brussels. I was producing economic models which would be sold to companies or major groups.
Then I returned to France and was recruited by the same company in France, but I did not really like the atmo- sphere at the company in France, with vertical, pressurised management. I worked there for just under a year before seeking work somewhere where I could work differently and contribute things to society.
And through the network, I found work at a Web communications company in Bordeaux, the local subsidiary of a national company. Unfortunately, with the crisis, the Bordeaux office closed and I did not want to be part of the expansion of the national company.
Through the company, I learnt of a community project called Fabrique Pola. I joined the project and could then enter the world of business in the SSE. I understood that its imperatives were to apply method-related tools to a multitude of issues such as project management, financial management, etc.. I had seen these elements in the private sector from the “other side of the fence”. I was persuaded that there were lots of things which could be turned around to improve association practices.
At the time, I was committed to the SSE, but voluntarily in the scheme of things. So I could see that it was possible to work in the sector there, and that there were things to do.
Then there was a financial issue, because it was difficult to be an employee in that kind of structure. So I got a job in the private sector, in corporate advice and company formation, similar to working as a civil servant. This would either entail assisting freelancers receiving the RSA [Revenu de Solidarité Active], or assisting job seekers keen to find out whether and how they could set themselves up. I did that for three-and-a-half years. And I knew the founder of ATIS and had maintained the association. As soon as I learnt that a post was about to come up in constructing the incubator, I applied for it. At the time, the incubator only existed informally, experimentally within the Fabrique à initiatives.
I helped construct the incubator by applying methods acquired, in so doing, fulfilling the unique educational requirements of social innovation projects. These requirements include being in the right place at the right time, and understanding entrepreneurs’ motivations in the field of corporate entrepreneurship, which are different to those of conventional entrepreneurship. You must consider things besides generating financial profits. You must
[ 25 ] • RHSF • be capable of understanding that their motivations include things other than money, even though money is the bottom line. They must be told that financial profitability is necessary if a company is to succeed, although this is not the aim or the purpose of the action - it is merely to serve the aim and the purpose of the action.
Of course, they must be told that the company or association must be managed healthily however it is funded, and that paying employees is something critical to the company setting an example, but that modern manage- ment tools may be considered for intermediate management indicators and other financial indicators to serve as real tools rather than the be all and end all of the company. The aim is to improve something and tools constitute the financial profitability of companies: if you want to guarantee a company’s survival, you must not neglect its accounts.
I work towards my ambition, in other words, my mission, my vision, my values, dealing with the issues which con- front many entrepreneurs: why am I running this company? Often, making money is not their first motivation. You must be capable of putting the different elements in place, in order to start on a good stead. Then, work on the business takes place: studying the trends of each business, then you construct an economic model to deter- mine what resources you need, to create values (not mere financial ones), before, finally structuring the financial model and setting up the business.
Ultimately, although the process may differ, conventional companies follow the same pattern. You must determine its values before working on the project. I think that although financial motivation is very important to many people, other motivations come into play, contributing to the community, for example.
So the principle behind incubation is firstly, helping people to define project motivations and values, and sec- ondly, raising awareness of the importance of financial tools and how to adapt them using indicators which are equally important.
Thirdly, impact measurement: my company’s social ambition is to improve something on the ground. You must be able to prove this improvement, that what you are doing makes sense and that something will come out of it. Thus, the project will create economic worth and be of use to society. To measure the non-economic impact, you must stand back a bit and work with other people who will help determine whether: after two to three years, have you really done what you set out to do? This step is called social impact measurement.
Our ambition is not to measure social impact, as it is too early to do that, but to stress the need to accomplish the step. For me, working at ATIS will more than prove to me that you can operate differently in a socially responsible man- ner and really succeed in what you are doing. Of course, we are all aware that as far as structure is concerned, not all projects are necessarily viable, but ones which are already constitute real progress.
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This report has been produced with the assistance of the European Union.
The contents of this publication are the sole responsibility of RHSF and can in no way be taken to reflect the views of the European Union.
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