in public practice.
New challenges pave the way for social entrepreneurship. The search for new economic models is often discussed.
Among other key factors for the success of social entrepreneurs in Russia, we should also mention inherently different level of social infrastructure development in various regions and municipalities, which has been established over the years and was stimulated by regional, not federal financing of the social sector. Therefore, in places where a shortage of individual elements of social infrastructure does not require major investment, social enterprises can quickly and flexibly compensate. In addition, we see that social entrepreneurship is more actively developing in those regions that are ready to systematically support it, to see and discuss its problems and achievements, to introduce effective practices and ways of solving social problems in the operation of state social structures. Building a regulatory and legal framework for social entrepreneurship, development, financing and recording the results of its activities through the register of social enterprises allows this phenomenon to reach a fundamentally new level.
What hinders the development of social entrepreneurship in our country?
There are several factors slowing down the development of social entrepreneurship in our country. First of all, many social enterprises operate on the basis of personal connections, and not all of them were able to adapt and survive the COVID-19 restrictions. And now, each time the epidemic situation worsens, there is more uncertainty in terms of business planning, so we have to make provisions for a significant drop in the number of clients and revenues.
Secondly, we should mention the fact that the growing sector of cooperation between social enterprises and the state in terms of outsourcing a number of social services under Federal Law 442-FZ, as well as in the pilot testing under 189-FZ, tariffs are often the same for state (or municipal) and non-state providers, or higher in favor of the former. This model is not economically fair because it does not take into account a number of items included in the cost of service for a non-state provider (such as rent and maintenance of buildings of state enterprises, or equipment costs), which is often critical for a non-state provider and is a barrier preventing the decision to take on such obligations. Thus, nongovernmental enterprises find themselves in an inherently losing situation.
Insufficient training, economic and legal literacy of entrepreneurs also have a significant impact on the development of social enterprises. Various organizations exist that try to mitigate this factor, such as, for example, the Social Entrepreneurship Laboratory, which conducts trainings for beginners and accelerators for existing social entrepreneurs. And perhaps the last and most objective obstacle is the refinancing rate and the high cost of credit, which hinders the development of enterprises that have low and medium profitability.
What other development strategies and tools that are used elsewhere in the world are not yet present in Russia?
In Russia, there is no special organizational and legal form for social enterprises, no national association of social enterprises, no common marketing platform and no e-commerce platform for goods made by social enterprises. The need for a separate legal form is arguable in our legislative field. Rather, what we lack is a mechanism and opportunity to recognize both commercial and non-profit organizations engaged in income-generating activities as social enterprises. Separate branding of the social enterprises’ products, and setting up special sections on existing online marketplaces to trade their goods is a matter of the future, when such products become more commonplace. The National Association is a thing of the future, too. Meanwhile, regional associations have been created in some parts of the country. The national association can be created “bottom-to-top”, once regional associations get stronger and decide they need to reach a new level, or “top-to-bottom” if one of the social enterprise development institutions takes on the role of “gatherer” and works hard to achieve the goal. Unfortunately, there isn’t a single place in the world with a clear-cut, objective and comprehensive methodology for evaluating the social performance of social enterprises. It should be created using the existing developments.
Besides, a unified mechanism for impact evaluation of social investments is being discussed in Russia but has not yet been developed. “Our Future” Foundation has been working on this problem for a long time; we have implemented an evaluation of those projects that we have helped with interest-free loans. The analysis carried out according to our methodology allows us to say that every ruble invested in the project of social entrepreneurs brings a social impact of 3–7 rubles.
WE WANT TO STAY ABREAST OF MAJOR TRENDS IN IMPACT INVESTING
Our Future” Foundation is one of the first Russian organizations that joined the Global Impact Investing Network, the Asian Venture Philanthropists Network, and the Euclid Network of Civil Society & Social Enterprise Leaders. What do these organizations do and how are they changing the landscape of social entrepreneurship development? What are the benefits of membership in such organizations?
Our Future” Foundation was the first Russian organization to become a GIIN member in 2013. GIIN and similar organizations accumulate information about the activities of their members, development and investment in social entrepreneurship around the world, analyze and organize this information, develop scientific and practical tools that can help create new organizations for impact investing, trying to organize communication between members at regular conferences. Sometimes it is possible to attract impact investment from other countries through such organizations, but this is not commonplace yet. For the most part, the Foundation uses membership in this organization to keep abreast of major trends and developments that are emerging in impact investing.
The Asian Venture Philanthropy Network (AVPN) is a Singapore-based social investor network aimed at building a community of social impact investment projects across Asia.
The Association’s main mission is to increase the flow of financial, human and intellectual capital into the social sector by uniting and empowering major shareholders. It uses such tools as capital pooling, community building, and organizing
