I am talking about nothing but the complete scenario in which Western societies are developing, with large social and environmental networks that need Systematic and innovative solutions, truly transformative. A context that suits actors such as entrepreneurs and social entities.
PUSH ecological transition and technological change, depopulation and enshrouding or an increase in desire is beneficial to those seeking social entrepreneurs and for-profit organizations that form their own ecosystem with structural weight in our economy and in our social cohesion.
The cases of 28,000 compliant entities in Spain in the third sector of social action they are looking for 1.5 million voluntary workers represent 1.2% to 1.5% of GDPaccording to Barómetro de la Plataforma Estatal de Entidades Sociales. More than 70% intervene at the local or regional level, thinking about layout and the ability to detect needs before turning into structures.
We are talking about a different ecosystem and we understand it deeply. 77.4% are associations and 16.8% are foundations that configure a model of civic participation and community compromise; atomized sector of small economic size: 48.49% of subjects have an annual income of less than 30,000 euros in cases 30% ranges between 30,000 and 300,000 euros. Only 9.95% exceed an annual million euros. This reality is evidence of financial fragility and research.
With this in mind, entities and people leading social business projects will lead responses in areas such as inclusion, the circular economy or the revitalization of the rural environment. Different values are rooted in knowledge of the territory, trust and focus on people. They are laboratories of social innovation who experiment, learn and adapt solutions where the traditional market does not exist.
Financial instruments for structural change
However, current and future results are more challenging than road interventions. Need to get systemic transformations – in line with the Sustainable Development Goals (SDGs). scale solutions, strengthen capabilities and move capital at scale. Currently, only 15% of ODS is on the verge of growth and it is estimated that an additional €4 billion per year is needed to reduce it. In this scenario, impact reversal appears to be the essential tool.
It is capital that seeks to generate a medium response associated with a financial return that could reach the euro by 2034 in a European context. However, the development of this market must face tensions: it is often concentrated in high growth and rapid profitability initiatives, ignoring early stage innovative proposals, community projects and local organisations which do not fall into purely market logic.
If we seek structural change, it is essential that they do so financial instruments are adapted to the reality of the social network. The capital spectrum must be expanded to include patient financing, blended finance, social impact contracts and mechanisms that combine public, private and philanthropic resources, adapted to the cycles and capacities of entities.
In order to understand this, its sector must also go through a process of fortification, modernization and digitization. Turn around organizational skills, management, talent and technology It is essential to improve the efficiency, transparency and scalability of the solution. Similarity, progress in management and impact medicine is not an option, but a condition for a one-on-one dialogue with investors and administration. Thinking carefully about what matters will help you make decisions, attract funding and show you how solutions work.
Here, the responsibility does not lie only with organizations, if you need a political brand that puts impact at the heart of decisionssimplifying access to funds, enforcing clear standards – such as social impact contracts – and turning public funds into courses focused on results and impact.
La puesta en marcha de “Málaga no caduca”, the first social impact contract is a deposit. This proposal, instigated by the Provincial Diputación of Málaga, establishes a formula that other administrations study when dealing with serious problems. The result is the involvement of social organizations and businesses with reverse funds to deal with surplus food and to deal with unwanted and difficult situations, with a target of more than 40,000 vulnerable people over five years.
We would like to avoid social and territorial violations that must be valid to prevent their spread Resource channeling has people working on their families: small local entities, temporary entrepreneurs and vulnerable communities. The future of our social cohesion will depend on the ability to consolidate an ecosystem where NGOs, entrepreneurs, administration and investment funds work together in an equal plan. Only then will we be able to move from timely solutions to systemic transformations that require nothing else.
***José Antonio Naveros He is the general director of the Arrabal-AID Association and a member of the SpanishNAB.
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