Social Enterprise Assist Collective Project Social Enterprise Assist Collective Projects 2

SOCIAL ENTERPRISE ASSIST COLLECTIVE PROJECT SOCIAL ENTERPRISE ASSIST COLLECTIVE PROJECTS 2

SOCIAL ENTERPRISE ASSIST

The Common Goal project 'Social Enterprise Assist' is led by Kick4Life and implemented in cooperation with four other experts in the field: Football United from Australia, Tiempo de Juego from Colombia, Sport4Life UK, and Street Soccer USA.

VISION STRATEGY Football for Good community Guide and support Football for organisations have sustainable Good organisations to create funding mechanisms for their their own social enterprises. programmes and provide employment opportunities in their communities. SOCIAL ENTERPRISE ASSIST COLLECTIVE PROJECTS 3

ABOUT THE PROJECT

GLOBAL GOALS SUPPORTED OBJECTIVES LOCATIONS

SPORT4LIFE UK, UK

STREET SOCCER USA, USA

Football for Good organisations lack financial sustainability Develop and test a Help Football for Good Provide opportunities for TIEMPO DE JUEGO, toolkit of resources, tools organisations across young people to access COLOMBIA to implement their programmes. Another challenge facing the and services to support the world to sustain and structured training and communities in which Football for Good organisations opera- Football for Good organi- scale their social impact employment opportuni- KICK4LIFE, sations in creating their by launching their own ties through the creation LESOTHO te is youth employability. own social enterprises. social enterprises. of new social enterprises.

Funding remains a common challenge The project builds on the experience and that Football for Good community expertise of community organisations organisations face all over the world. that have successfully developed social Every year, many of these organisations enterprises to support their Football find themselves fighting for the financial for Good programmes. The project is sustainability of their programmes led by Kick4Life, a Football for Good WHO IS PART OF SOCIAL ENTERPRISE ASSIST and adapting their agendas to the organisation based in Lesotho that requirements of public and private donors. has developed a number of social enterprises including No.7 Restaurant, The Common Goal Social Enterprise the K4L Hotel & Conference Centre and Assist project seeks to empower K4L Soccer Schools. To be a source community organisations with the skills of funding for the Football for Good and know-how to set up and successfully programmes, Kick4Life’s enterprises SEA Coaches: Experts in the develop- Implementers: Managers and practi- run their own social enterprises. Social are designed to provide structured ment and implementation of social tioners in organisations who are being enterprises are businesses with a social training opportunities for young people enterprises who share their experience supported to set up their own social purpose. They aim to make profit, but progressing to permanent employment. with other organisations. enterprises. such profit is invested or donated into driving positive social impact. The With the onset of the coronavirus idea is to achieve greater financial pandemic in 2020, the project was sustainability, enabling increased adjusted to address the shifted funding effectiveness and scale for their Football priorities of the organisations involved. for Good activities, as well as providing Kick4Life developed RAFT as a support training and employment opportunities tool and process to enable organisations Kick4Life operates as both a charity Common Goal is a pro-athlete driven to support beneficiaries towards to meet their urgent, often existential and a social enterprise and has the mis- movement that promotes a 1% con- sustainable livelihoods. The project aims challenges. RAFT is an acronym for the sion to change the lives and long-term tribution of all revenues generated by to have a truly global approach through following words and areas of support, prospects of vulnerable young people in commercialising the game to collecti- the development of a suite of training with a focus on survival within the context Lesotho through a wide range of social vely advance the Global Goals. HARNESSING THE POWER OF SOCIAL ENTERPRISE IN FOOTBALL FOR GOOD and development resources that can be of moving towards long-term financial development activities focused on accessed remotely. sustainability through social enterprise: health, education and support towards Reduce — Adapt — Fundraise — Trade. sustainable livelihoods. SOCIAL ENTERPRISE ASSIST COLLECTIVE PROJECTS 4

HOW IT WORKS

Tackle the mechanisms in which both the Enabling community organisations to rethink Equipping organisations with the skills and Creating job opportunities through these CHALLENGE SOLUTION financial independence of Football for their funding models and access more know-how to set up sustainable income social enterprises for young people in the Good organisations as well as many of their predictable and sustainable resources. (Goal 8) mechanisms: social enterprises. (Goal 4) local community. (Goal 8) beneficiaries are rooted, by: For many Football for Good organisations around the world, raising the neces- sary funding for their work 1. HOW SOCIAL ENTERPRISES CAN BECOME A 2. HOW THE PROGRAMME SUPPORTS FOOTBALL FOR GOOD proves one of the greatest SUSTAINABLE FUNDING MECHANISM FOR FOOTBALL ORGANISATIONS TO CREATE THEIR OWN SOCIAL ENTERPRISES challenges. This can lead to: FOR GOOD PROGRAMMES

1. Warm up – Organisations start their jour- 6. Business Planning – Development of a ney understanding their position and motiva- detailed plan of activities and finances for tion for pursuing Social Enterprise. their business.

Existing high-impact pro- OPPORTUNITIES FOR 2. Organisational Analysis – Organisations 7. Fundraising – Organisations identify po- grammes to be discontinued. PARTICIPANTS provide information to help the SEA team tential funders and develop pitch for support. build opportunities and analyse challenges ahead. 8. Implementation – Organisations follow a 3. Reflection – Organisations reflect on their mentorship programme while launching their capability to progress to the development social enterprise. phases of the toolkit. 9. Monitoring & Improvement – Organisa- 4. Incubator – Organisations are asked to ex- tions provide periodic reports so that SEA can An inability to scale acti- FOOTBALL FOR GOOD FOOTBALL FOR GOOD SOCIAL plore specific ideas for their Social Enterprise make recommendations for improvements. vities and achieve greater PROGRAMMES ORGANISATION ENTERPRISES development. impact. 5. Business Modelling – Assessment of the 10. Sustainability & Impact – Analysis of the viability and fit of their potential enterprise success and how the enterprises contribute (value proposition, structure, customers and towards the sustainability and impact of their finances). programmes.

CAPITAL The adaptation of program- INVESTMENT mes according to the agendas of public and private donors in order to secure funding.

SHORT TERM MID TERM LONG TERM

IMPACT The programme enables organisations to identify local Through mentoring and expertise from other organisations Community organisations have attained financial stability business opportunities and develop a viable business that have successfully set up social businesses, community through operating social businesses, enabling them to scale model for their local markets. organisations have the know-how and support to establish their their activities and achieve their goals. own businesses. SOCIAL ENTERPRISE ASSIST COLLECTIVE PROJECTS 5

IMPACT IN THE FIELD

PROJECT IMPLEMENTATION RAFT 5 WORKSHOPS 7 WORKSHOPS REDUCE Identifying savings to stabilise financial Social Enterprise Assist (SEA) kicked off in April 2018, and position. 4 CONTINENTS 5 CONTINENTS the main programme was expanded to include RAFT in ADAPT Supporting adaptation of existing 2020 to reflect the urgent fundraising challenges caused by programmes, communication with existing 17 ORGANISATIONS 40 ORGANISATIONS the coronavirus pandemic. The following graphic provides Launch funders and identifying potential new areas of 2 social of delivery. an overview of the project implementation from its begin- enterprises MENTORING MENTORING NOV – DEC ACTIVITIES 34 54 ning until the end of 2020. in Zambia & FUNDRAISE Developing new fundraising approaches and

Mozambique • Ongoing support with implemen- identifying new opportunities. 2020 SESSIONS SESSIONS tation of plans. TRADE Working towards social enterprise OVERALL • Review of progress achieved. development or improvement to generate 2018 – 2019 PHASE 1 >> Resource Development • Planning for 2021. income through trading. €30,000 €40,000 T S 5 OUTPUTS ALLOCATED TO ALLOCATED TO H JUL – SEP ACTIVITIES incubator G I JAN – MAR ACTIVITIES • Initial support calls with 17 net- oped for each organisation. workshops REGIONAL LEADS REGIONAL LEADS L Identification, held to generate H • Regional leads invited to partici- circulates research findings of briefing and work members. • Network members begin imple-

G enterprise

I coordination pate in the project. social enterprise within Football • Sustainable RAFT plans devel- menting recommendations. H ideas of regional • Football United finalises and for Good organisations. leads SOCIAL ENTERPRISE MAR – JUN ACTIVITIES ASSIST ONLINE • Creation of the new RAFT network members. TOOLKIT LAUNCHED JUN – AUG ACTIVITIES Opportunity support package. • Selection of 17 organisations to to share IN APRIL 2019 • Initial research and content gath- Workshop planning by experiences and • 30 expressions of interest from receive RAFT support. ering by K4L and regional leads. Kick4Life discuss funding PHASE 3 >> Adaptation • Workshop planning. challenges. Continued OCT – MAR ACTIVITIES consulting • • SEPTEMBER ACTIVITIES Consulting continues for Play portunities by Kick4Life and Workshop by Kick4Life & Tiempo and project Resource Soccer Ghana and MYSA. regional leads including funding de Juego in Brazil for 20 organisa- development development • Workshop held at Kick4Life in • Dispersal of small grants to • Development of further op- applications. tions from Latin America. workshop in Lesotho with regional leads. regional leads. 30 organisations 1 feasibility study 2 new income 30 organisations Lesotho • Planning and development of SEA • Results of 1st workshop collated. expressed interest conducted for a generating enter- have generated resources. in receiving hospitality enterprises successfully social enterprise emergency RAFT prise (IDYDC). launched by GDM ideas for further Support SEPTEMBER ACTIVITIES support. and BUSA. development. of African OCT – DEC ACTIVITIES • Kick4Life spends three days work- • Kick4Life delivers workshop for 10 Football for Good Toolkit • Kick-off content development. • Kick4Life delivers workshop to 10 organisations ing with MYSA, reviewing their Football for Good organisations and resource • Social enterprise workshop at Football for Good organisations begins existing social enterprises. from the Nairobi region. development Football for Good Summit. from across Kenya. IMPACT 2020 IMPACT • Feedback session with 13 organisations from Asia. 5 organisations have Play Soccer Ghana deve- MYSA improved existing APR – AUG ACTIVITIES progressed enterprise loped a marketing plan to social enterprises, as well development plans via grow their centre-based as making improvements • Kick4Life begins mentoring for workshop for Nairobi-based Foot- JAN – MAR ACTIVITIES Consultation the online toolkit. enterprises including to existing gym and cafe Development Play Soccer Ghana and MYSA to ball for Good organisations. • Development of the SEA brand- • Identification of organisations to visit to Kenya hosting football activities, enterprises. of online tool develop their social enterprises • Regional leads begin identifying ing, website and toolkit. support in Africa in coming year. and workshop and events. • Planning of site visit in Kenya opportunities for delivery in their • Testing of the toolkit with input • Launch of SEA Platform. hosted by MYSA to implement regions. from regional leads.

2019 – 2020 PHASE 2 >> Delivery FOOTBALL IS A TEAM GAME, AND SO IS SOCIAL CHANGE.

Leaders Fast Company Most Innova- WeWork Creator UEFA Foundation for UN ECOSOC European UEFA Monaco Charity WEF Social Entrepreneur of Ashoka Fellowship Laureus Sport for FIFA Fair Play Award Sports Award (2019) tive Companies (2018) Award (2017) Children Award (2016) Consultative Status (2014) Citizen’s Prize (2013) Award (2011) the Year (2011) (2007) Good Award (2006) (2006)