presents a series of targeted recommendations aimed at increasing the demand and uptake of the digital solutions by European small firms in the areas of cloud computing,
ACCA has held consistently unique core values: opportunity, diversity, innovation, integrity and accountability. We believe that accountants bring value to economies in all stages of development.
often ahead of free resources and in areas not traditionally understood to form the core of the profession†s offering,
The overall aim of the digital agenda is to deliver sustainable economic and social benefits from a digital single market based on fast and ultra fast internet and interoperable applications.
capital-upfront investment model to an operational expense, cloud computing promises to enable especially SMES and entrepreneurs the development and adoption of innovative solutions.
EUROPEAN COMMISSION 2010c), Cloud computing (the use of online servers for the purposes of information storage and remote access), if not a familiar term, will be a familiar concept to many through the widespread use of Web-based
email services (hotmail, gmail, yahoo, etc. A more complete definition, however, offered by the European commission,
For example, by allowing companies to use files and applications over the internet, cloud computing enables significant flexibility within the company;
from flexible working (being able to access information anywhere) to flexible growth, enabling businesses to develop
to enable European SMES to make the most of cloud computing. Making an informed choice Cloud computing requires careful consideration by an SME owner of the kind of services the firm is able to buy, the interoperability of these with current software, the pricing of bolt
This is especially pertinent in light of the fact that some 60%of UK small firms recently surveyed admit that they do not know what cloud computing is (Blundel and Gray 2011.
or no understanding of cloud computing (Figure 1). Even once basic understanding is reached, companies will still require further support,
when outsourcing their computing resources will be the most efficient option. Finally, once migration to cloud computing takes place, the process by
which companies can leave or switch providers will need also to be transparent. Ensuring that SMES€ independent advisers,
Cloud computing figure 1: SMES€ understanding of different aspects of the digital agenda, according to accountants with at least a good understanding of the subject 0%10%20%30%40%50%60%70%80%90
%100%Cloud computing Social lending e-commerce e-invoicing SMES have very good understanding 4 3 2 SMES have no understanding at all 100 90 80 70 60 50
In a survey of European SME perspectives on cloud computing, the security of corporate data and potential loss of control featured highly among the concerns for SME owners (ENISA 2009),
even though 49%of SMES already exchange data in an automated fashion with other ICT systems outside their own enterprise (Giannakouris and Smihily 2010).
and cloud computing is the only dimension of the digital agenda that was examined3 in which the accountant†s prior knowledge and experience actually made a significant difference to their assessment of the main obstacles to adoption (Figure 2). 3. Others included e-invoicing, P2p or social lending
Overall, accountants with a greater understanding of cloud computing cited security concerns as the major obstacle to adoption,
Accountants with little experience of cloud computing were much more likely to cite lack of awareness and complexity as the main obstacles to adoption.
The cloud computing industry needs to have a better understanding of the nature of the reported security fear
issues cited by accountants as the greatest obstacle to adoption of cloud computing, by level of expertise. 0%25%50%Lack of cost effective solutions Lack of universal platforms Lack of access to fast internet Lack of government action Too complex
Perceived security risk Lack of government initiatives No need, customers don't require this Lack of access to appropriate specialists Lack of support from banks Lack of awareness Too expensive Has some expertise Has no experise Too expensive Lack of awareness Lack of support from banks Lack
customers don†t require this Lack of government initiatives Perceived security risk Too complex Lack of government action Lack of access to fast internet Lack of universal platforms Lack
Lack of universal platforms Lack of access to fast internet Lack of government action Too complex Perceived security risk Lack of government initiatives No need/customers don't require this Lack of access
customers don†t require this Lack of government initiatives Perceived security risk Too complex Lack of government action Lack of access to fast internet Lack of universal platforms Lack
solutions Lack of universal platforms Lack of access to fast internet Lack of government action Too complex Perceived security risk Lack of government initiatives Lack of need/customers
customers don†t require this Lack of government initiatives Perceived security risk Too complex Lack of government action Lack of access to fast internet Lack of universal platforms Lack
Lack of government action Lack of access to fast internet Lack of universal platforms Lack of cost effective solutions 0%25%50%0%25%50
%75%Lack of cost effective solutions Lack of universal platforms Lack of access to fast internet Lack of government action Too complex Perceived security risk Lack of government
Social networks allow providers of finance to leverage an unprecedented volume and depth of personal information on entrepreneurs and company directors in order to perform due diligence.
and events and by collaborating with existing providers. 12 The internet has undoubtedly revolutionised the way businesses conduct their trade and marketing activities with an especially positive effect on SMES,
The internet provides one of the rare platforms on which small firms can compete on a largely equal footing with their larger counterparts (European commission 2010e).
Nevertheless, despite over a decade of strong internet presence in society, the online retail market in Europe remains small,
Internet is the fastest growing retail channel Europa. Eu (2009), 0%10%20%30%40%50%Lack of cost effective solutions Lack of universal platforms Lack of access to fast internet Lack
of government action Too complex Perceived security risk Lack of government initiatives No need/customers don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack
Lack of government action Lack of access to fast internet Lack of universal platforms Lack of cost effective solutions 0%25%50%SMES don†t
Considering that some 30%of Europeans have used never the internet (European commission 2010a efforts need to be made to manage the risk of excluding
Accountants†perception of whether SMES in general use each type of solution (according to accountants with at least a good understanding of the subject) 0%20%40%60%80%100%e-commerce e-invoicing Cloud computing Social lending Yes Don't know No 100
but no understanding Never heard of 0%10%20%30%40%50%60%70%80%90%100%Social lending Cloud computing e-commerce e-invoicing 5. Very good
-119-001. pdf>,accessed 26 september 2011. Blundel, R. and Gray, C. 2011), Quarterly Survey of Small Businesses in Britain:
Information and Computing Technologies, Q1 2011 (The Open university Business school. EIM Business and Policy Research (2010), European SMES under pressure:
/performance-review/pdf/dgentr annual report2010 100511. pdf>,accessed 26 september 2011. Europa. eu (2009), †E-commerce in the EU€, online press release, Europa. eu the official website of the European union,<http://europa. eu/rapid/pressreleasesaction. do?
reference=MEMO/09/95>,accessed 26 september 2011. European commission (2000), public Consultation on the Future of Electronic commerce in the Internal Market and the Implementation of the Directive on Electronic commerce (2000/31/EC), online consultation paper,<http://ec. europa. eu
/internal market/consultations/docs/2010/e-commerce/questionnaire %20e-commerce en. pdf>,accessed 26 september 2011. European commission (2010a), Communication from the Commission to the European parliament, the Council, the European Economic and Social Committee and the Committee of the regions:
A Digital Agenda for Europe, online report,<http://ec. europa. eu/information society/digital-agenda/documents/digital-agenda-communication-en. pdf>,accessed 26 september 2011.
A Strategy for Smart, Sustainable and Inclusive Growth, online report,<http://europa. eu/press room/pdf/complet en barroso 007 -europe 2020 -en version. pdf>,accessed 26 september 2011.
European commission (2010c), The Future of Cloud computing; opportunities for European Cloud computing Beyond 2010, Expert Group report, online report<http://cordis. europa. eu/fp7/ict/ssai/docs/cloud-report-final. pdf,
>accessed 26 september 2011. European commission (2010d), Communication from the Commission to the European parliament, the Council, the European Economic and Social Committee and the Committee of the regions:
<http://ec. europa. eu/enterprise/sectors/ict/files/com712 en. pdf>,accessed 26 september 2011. European commission (2010e), Internationalisation of European SMES, online report,<http://ec. europa. eu/enterprise/policies/sme/market-access/files/internationalisation of european smes final en. pdf,
>accessed 26 september 2011. European commission (2011), †E-Invoicingâ€, online text,<http://ec. europa. eu/internal market/payments/einvoicing/index en. htm>,accessed 26 september 2011.
-QA-10-049/EN/KS-QA-10-049-EN. PDF>,accessed 26 september 2011. ENISA (European Network and Information security Agency)( 2009), An SME perspective on Cloud computing, online report,<http://www. enisa. europa. eu/act/rm/files/deliverables
/cloud-computing-sme-survey/at download/fullreport>,accessed 26 september 2011. Nienhuis, J. J. and Bryant, C. 2010), E-Invoicing 2010:
<https://www. ebaportal. eu/Download/EBA%20insight/2010/E-Invoicing 2010. pdf>,accessed 26 september 2011. PWC (2009), E-invoicing:
<http://www. pwc. com/en gx/gx/banking-capital-markets/transaction-banking-compass/pdf/tbc e-invoicing. pdf,
/KS-ET-11-001/EN/KS-ET-11-001-EN. PDF>,accessed 26 september 2011.18 POL-AFB-ADAF ACCA 29 Lincoln's Inn
questions and lessons learnt for SMES based on the existing resources, notably specific assessment tools, checklists and databases,
At its core, eco-innovation is about creating business models that are both competitive and respect the environment by reducing resource intensity of products and services.
Pathways to a resource-efficient Europe, www. eco-innovation. eu/index. php? option=com content&view=article&id=200&itemid=258 Eco-innovate!
efficient chemical management system Turntoo (NL) is an intermediary making pay for-use agreements between users and manufacturers in relation to washing machines, carpeting, tiles, furniture, lighting and power monitoring.
and improving the data management of the chemicals2. www. aga. com CAR2GO: selling new forms mobility The â€oenext step†for car-sharing models may be the concept of CAR2GO.
which involves a vehicle fleet of â€oesmarts†that are registered accessible to users at all times. The main concept is that cars can be spontaneously â€oehired†(customers use a chip to unlock the car),
and cleaning. www. car2go. com 2 See more about chemicals management business models in Green Paper by FORA on www. foranet. dk/media/27577/greenpaper fora 211010. pdf Eco-innovate!
The role of business models in green transformation†Background Paper•www. oecd. org/dataoecd/7/34/49537036. pdf Workshop resources•www. oecd. org/innovation
A key to promote sustainable growth. †www. foranet. dk/media/27577/greenpaper fora 211010. pdf Revisit your business model Eco-innovate!
or services in terms of their material or energy requirements. www. factor10-institute. org/terms. html The ecological footprint is a measure of human demand on the Earth†s ecosystems.
database including carbon footprint data of over 300 materials, energy carriers, and delivery of waste treatment and transport lca. jrc. ec. europa. eu/lcainfohub/datasetarea. vm Guide to PAS 2050†How to assess the carbon footprint of goods and services shop
and agreements with several household/commercial waste sites to take away their waste paint and retreat it.
625 m3 per year. www. environmental-savings. com/megtakaritas. php Genan: turning tyres into new products The Danish company Genan is recycling 80%of all Danish tyres.
a step-by-step start-up Guide and a Web portal where technical guidance on measurement and relevant links are provided. www. oecd. org/innovation/green/toolkit/aboutsustainablemanufacturing andthetoolkit. htm PRE-SME€
and includes the the â€oeplan-Do-Check-Act†cycle. www. unep. org/pdf/PRE-SME HANDBOOK 2010. pdf The Solid and Hazardous Waste Education Center•(Wisconsin,
USA) website contains a wide range of resources that could be useful for eco-innovators. www4. shwec. uwm. edu/shwec The Money back through the window initiative of the •Kà VET
Energy productivity expresses the amount of economic value generated by one unit of energy input or consumption. 5 SERI 2011, Global Material Flow Database. 2011 Version. www. materialflows
State and Outlook 2010. Material resources and Waste. European Environment Agency, Copenhagen. Eco-innovations focused on improving material
Eco-Innovation Observatory Annual Report 2011, Closing the eco-innovation gap, an economic opportunity for business, p. 17, www. eco-innovation. eu/index. php?
EIO 2012 based on data from Demea (N=92) Figure 6: Yearly savings potential in SMES introducing material efficiency solutions Eco-innovate production processes Eco-innovate!
. eu/index. php? option=com content&view=article&id=514%3aweight-and-energy-efficiency-optimisation-with-flat-glass-syst ems&catid=50%3aaustria&itemid=50 Eco-innovate production processes Quick wins Cost savings
closed-loop energy system Electroself (Italy) is an enabling technology for distributed energy that self-generates its own fuel and guarantees backup power in remote areas.
Ecococon in Lithuania is a small company that has started reaping the benefits of building houses out of straw panels,
and have increased the speed of assembling houses at the construction site. Ecococon houses rely on a wood frame,
and fire. www. ecococon. lt www. eco-innovation. eu/index. php? option=com content&view=article&id=344%3astraw-panels& catid=65%3alithuania&itemid=65 Eco-innovate production processes Eco-innovate!
The Wuppertal Institute has developed a stepwise guide to how to perform MIPS. www. wupperinst. org/en/publications/entnd/index. html?
The Limas Websuite assessment tool enables the user to: Determine the applicability and compliance with the environmental legis-•lation affecting the sector, for example the WEEE, Rohs,
software tool for Energy-using products and processes for SMES in this sector. www. limas-eup. eu/en/eupeco profiler?
The most in demand information includes data on the origin of resources used in products and evidence on the social and environmental impacts of resource use across the supply chain. 3. 3 Supply chains Supply chain management includes coordination and collaboration with suppliers,
Develop indicators to monitor performance. •Develop clear indicators based on the code •of conduct to monitor progress.
Foster the use of IT and information systems •in supply chain management. Eco-innovate production processes Eco-innovate!
TRI-VIZOR€ s Cross Supply Chain Methodologyâ software makes it possible to maximise in real-time the total community gains in cost and CO2. www. trivizor. com Shields Environment:
recycling and remarketing Shields Environmental is based a UK company that provides support services to the telecommunication sector, mainly accompanying companies with environmental management solutions and recycling.
The â€oefonebak†initiative was the world†s first mobile phone recycling scheme. The company saw an increase in turnover of 254
It developed Footprint Chroniclesâ, an interactive web-based map that provides information on the supplier policy towards sustainability and results of Patagonia†s audits in terms of social and environmental indicators. www. patagonia. com
www. accenture. com/us-en/outlook/Pages/outlook-journal-2012-why-sustainable-supply-chain-is-good-business. aspx Eco-innovate production processes Eco-innovate!
and a guide dedicated to SMES. www. unglobalcompact. org/Issues/supply chain/guidance material. html The UN Global Compact†s •Quick Self-Assessment
UNEP and UNGC (2008) www. unep. fr/scp/unchaining/publications/Unchaining-Value-Final-Report. pdf BSR Key Performance Indicators for Responsible Sourcing,
•A Beyond Monitoring Trends Report (2009) www. bsr. org/reports/beyond-monitoring/BSR RESPONSIBLE Sourcing %20kpis summary. pdf www. bsr. org/consulting/working-groups/beyond-monitoring
•Do we have systems in place to monitor eco-•innovation trends related to our core business?
Regularly scan websites, join groups and •network proactively to identify emerging eco-innovative technologies, materials and processes.
A guide to eco-innovation for SMES and business coaches. 41 eco-innovation observatory MATREC materials database showcases developments in new,
10 big questions about your eco-innovation www. bsk-cic. co. uk/uploads/assets/media/documents/e77d55492e6e69 4e04a2ffe62f8a3c972f27a79d. pdf Enterprise Europe Network shares
page 44) What data and tools are available to assess •the (quantified) environmental impacts in Key challenges for your business Design may be performed by product design-•ers, design engineers,
Communicating data or information on a •product†s environmental impacts is not always a strong motivator for customers
or users to change behaviour e g. reduction in energy in the use phase. Designers may choose to explore user-centred design approaches to help customer
and/or users reduce their environmental impacts. Eco-innovate! A guide to eco-innovation for SMES and business coaches. 43 eco-innovation observatory Business case for eco-innovation Identify the appropriate focal areas of eco-•design for your products
and services. For example, Philips†as an electronics company†explores opportunities to improve product-related environmental performance in six focal areas:
working prototypes with customer representatives to confirm the likely environmental performance related to typical user-behaviour.
or user-infor-•mation will enable low-impact behaviours? are marked materials, also with recycling information?
Modular product structure  Strong product-user relation  What problems arise in the recovery and disposal of the product?
Orangebox has set up a recycling centre at their site in Wales achieving a significant return on investment
involving all the company†s personnel from shop floor through to senior management. www. orangebox. com www. ecodesigncentrewales. org/sites/default/files/EDC ORANGEBOX ENABLINGECODESIGNINWELSHIN-dustry. pdf Crawford Hansford
a cleaner printed cicruit board Crawford Hansford & Kimber developed a †cleaner†printed circuit board (PCB) that is incorporated into equipment that interfaces with data loggers that is now in use in higher education around the world.
which it won partly because of its eco-design capabilities. www. crawfordhk. com/study. html Eco-innovate products
and properties of materials including biodegradable, recyclable, renewable. mtrl. com/portal/site/mtrl/Home â€oeinformation Inspiration†•supports ecodesign through combining information (materials, life
ecodesign. lboro. ac. uk/index. php? section=1¤tsection=1& sectionname=Home Learning Resources Figure 7:
and user behaviour •is important. User behaviour may be a strong determinant of a product†s environmental impact e g. reducing energy consumption in the use phase of product†s lifecycle is a key area with consumer electronics or â€oewhite goodsâ€.
Companies need to address environmental •aspects at all stages of the customer experience: Awareness†how do we raise awareness •about products and services?
and others issues through engaging customers in meaningful conversations through a variety of media, especially via websites and online social networks, rather than by simply talking â€oeat†customers through traditional media.
What are the characteristics of our core customer groups (e g. mass, niche, segmented? What type of relationship does each customer type expect from us?
How do we incorporate environmental performance related data in communications? What is the product†s Unique Selling Proposi-•tion (USP) relative to competitive offers?
What â€oeadded value†environmental benefits •can be attached to the core concept and? How can stakeholders be rewarded for adopting
and fashion accessories made from waste. www. elvisandkresse. com/Press/Prints. html Determine if your product†s environmental •performance adds to your USP
Use social neworks (Facebook, Twitter, •Linkedin etc. selectively and carefully to promote product-related environmental messages.
and websites and communicate good new. Eco-innovate! A guide to eco-innovation for SMES and business coaches. 51 eco-innovation observatory SIGMA€ Sustainability Marketing Guide contains four steps towards sus-•tainability marketing as well as some practical
lessons. www. projectsigma. co. uk/Toolkit/SIGMASUSTAINABILITYMARKETING. pdf Jacquie Ottman†New Rules of Green Marketing•www. greenmarketing. com/our-book Charter et
2002 cfsd. org. uk/smart-know-net/smart-know-net. pdf The EU Eco-label helps identify products
-communication-eco-labels ISO guidelines on environmental labelling•www. iso. org/iso/environmental-labelling. pdf Defra†â€oegreen Claims Guidance†provides clear principles
Have you got evidence to backup your claims? Greenwashing must be avoided! How are you going to create â€oenoise†in the •market and amongst your customers?
These tips come from Dutch foundation Enviu that specialises in crowdsourcing ideas and crowdfunded â 100,000 for their entrepreneurs in a three month period.
¢www. crowdsourcing. org/directory Choose the category as Crowdfunding and then country. Results can be filtered by sub-category for donations, equity or lending.
Crowdcube articles•www. crowdcube. com/pg/press-29 Seedrs blog•blog. seedrs. com Funding Circle articles•www. fundingcircle. com/about-us/in-the-news
a repository of good practices and online database. www. eco-innovation. eu INNOWATER is a public-private partnership of public innovation agencies, water associations and technology specialists
including reduction greenhouse gas emission across the life cycle of bio-based products. www. biochem-project. eu The European commission has funded a range of projects collecting data and good practice examples
 www. environmental-savings. com/megtakaritas. php; Newlife Paints Source:  www. newlifepaints. com p. 27:
 EIO 2012 based on data from Demea (N=92) p. 28: Source:  www. lisec. com/LPS/Glas-Vorspannanlagen-speziell-fuer-Duennglas p. 29:
en. wikipedia. org/wiki/Green dot %28symbol%29 p. 34: The Footprint Chroniclesâ Â source: www. patagonia. com/us/footprint;
www. crawfordhk. com/study. html About the Eco-Innovation Observatory The Eco-Innovation Observatory (EIO) is a three-year initiative financed by the European Commission†s Directorate-General
Visit our website to get open access to our reports, interactive database with charts and maps,
meaning internet connections, web collaborative tools, sharing of open data and a process of bottom-up peer-supported activities and applications.
Examples are given on the novel use of information platforms, data from sensor networks and community use of mobile phones.
Our data comes from the EU activities and R&d grants awarded up to 2014. We describe the concept, the context,
The idea behind it is that web platforms and the new forms of interactions promote value generating collaborations and social progress,
and the use of state-of-the-art information technology to engage citizens, to support stronger links (data exchange,
visualization) and thus to multiply the potential effect of grass-root initiatives. The network effect can make local and global coincide on the net.
For example, for the net innovation unit, the public-private partnership on the Future Internet currently has a budget of 130 million for its phase three.
These resources are for internet platforms that are digital open source and open hardware environments supporting social innovation by empowering
and facilitating citizens'participation. One of the projects is responsible for the impact analysis of Digital Social Innovation impacts.
namely to set up Internet platforms and digital information processing tools to promote those value-generating collaborations
or join forces and multiply the potential of grass-root initiatives across social networks. The term Digital Social Innovation includes,
crowdsourcing and crowdfunding, big data visualisation and analytics, P2p production and consumption, edemocracy and eparticiaption. Crowdsourcing refers to a platform for on-line distributed problems and a network of coordinated human †problem solversâ€.
Crowdsourcing can be an innovative and effective way to apply collective intelligence to solve some types of complex problems.
Mechanical Turk was the first such crowdsourcing network in the USA and it contributed to scale up crowdsourcing worldwide.
CAPS uses collective intelligence and contributes to develop an open source and decentralized infrastructure for connecting citizens and the internet in a decentralized open architecture.
Today's internet is centralized more than it once was: take Facebook, a centralized social network, take Google docs,
a centralized group and document management system, take Youtube, a centralized media hosting facility. To counter the big commercial players,
innovation activities and research projects built peer-to-peer and small scale local social media, building on small community networks.
This is a bottom-up explore-as-you-go experimental approach. Some see it as an alternative form of industrial policy,
opposed to competitiveness scenarios where only the fittest survive and become ubiquitous. Monopoly rent or profits are based primarily on maintenance or acquisition of dominant position in established markets.
The user-centred digital end-to-end media challenges both traditional media and Big New Media regimes.
The diagram below helps to understand Digital Social Innovation in depth. It is based on Jeremy Heimans Tedsalon Talk (2014) applied to the activities of European NGO organisations,
national governments and other stakeholders active in the collective awareness projects and social innovation projects. 4 OLD POWER NEW POWER ï¿
Downloads ï¿Closed, formal ï¿Top down ï¿Perfectionism ï¿A current of transparency, social engagement ï¿
and to this day social innovation continues to have a legal basis. EC activities include the Future Internet public private partnership,
DG Enterprise funds a social innovation platform (circa 5000 users) and organizes a competition in honour of social innovator Diogo Vasconcelos.
Finally there is the DG CNECT FP7 FIRE-Future Internet Research and Experiments funding a network of hubs that cooperate to interconnect the experimental test beds and Living Labs experiments.
WEB-COSI: developing instruments for collectively-generated statistics and increasing trust for nonofficial statistics. The CHEST project offers â 3 million in seed funding for digital social innovation ideas and prototypes.
It does so through its crowdfunding and crowdsourcing platform. It ran three open calls at European level,
the legal rights-related issues of social network such as the management of personal data and the potential economic value of users activities on social networks and the engagement and security issues of CAPS. 6 Tab. 2-CAPS ongoing project
and related website The websites in the table above give details on the results obtained so far.
This study, in fact, mapped 590 organisations with 645 projects active in the filed across Europe (data of August 2014.
Actors and initiatives were crowd-mapped trough the project platform digitalsocial. eu were data are updated constantly.
their partners, project users and European citizens. It is based on previous research in the field
The IA4SI methodology is based on Cost-benefit analysis, on Multicriteria Analysis and on the Social media ROI. To analyse any changes in CAPS users'attitudes
and behaviours a Stated Preference methods and Revealed Preference methods will be used while for the environmental impact assessment the Ecological Footprint methodology and Global Reporting initiatives approach is used.
the â€oeself-assessment toolkit†(SAT) and the â€oeuser Data Gathering Interphase†(UDGI. The first one is dedicated to CAPS projects coordinators and partners and the second one to CAPS users.
CAPS projects coordinators and partners, by entering information in the SAT will follow a six-step process
and human capital because its outputs and its activities are not leading to this kind of impacts. 5. At this point the SAT will show all the questions related to the impact dimensions selected by the project representatives. 6. The data inserted by CAPS representatives will be elaborated in real time by the SAT
In parallel, CAPS users will be invited to fill in the UDGI, which looks like an online questionnaire and investigates the CAPS benefits from the point of view of their users.
The information gathered by the UDGI will appear in the SAT: each CAPS project will be able to see the opinions of its users in an aggregated,
anonymous way and it will be possible to compare the results of their self-assessment with the point of view of their users.
A third online tool, the Impact4you platform will present CAPS outputs to European citizens which will be invited to provide their opinions on those outputs by answering few questions.
IA4SI team believe that for CAPS project it will be important to have feedbacks from their direct users and from general European citizens and that this 10 information
IA4SI team will use all the gathered data for developing two impact assessment reports: one will include the assessment of each CAPS project
and one will analyse the data at aggregated, domain level. Besides this, a set of best practice will be identified
and soon their results will be assessed by individual panels of individual experts (annual reviews). There will also be an impact assessment in January 2014,
and data science can be used to measure benefits of digital social innovation initiatives, that more diverse sources of data improves impact measurement,
but that ultimately it is stakeholder engagement that makes the difference to sustainable social innovation.
Twenty-first century social science needs to have access to new data gathering resources to collect to sample to validate hypotheses
The open data portal is experimenting with this distributed data resource. The findings can be reapplied to generate more collective intelligence.
Online book, available at http://caps2020. eu/wp-content/uploads/2014/06/BS5-CAPS-FIN-003. pdf Borzaga C.,Bodini R. 2012),
. pdf Bund, W.,Hubrich, K.,Schmitz, B.,Mildenberger, G.,Krlev, G,(2013), Blueprint of social innovation metrics †contributions to an understanding of opportunities
and challenges of social innovation measurement, Deliverable of the Project Tepsie, EU 7fp, http://www. tepsie. eu/index. php/publications Epstein
Retrieved on 15th march 2014 from http://www. imanet. org/PDFS/Public/SF/2011 10/10 2011 epstein. pdf European commission,(2010), Communication from the commission to the European parliament, the council,
-union/pdf/innovation-union-communication en. pdf Godin, B.,(2012). Social Innovation Utopias of Innovation from c. 1830 to the Present, Working paper No. 11, Project on the Intellectual History Of Innovation, Montrã al:
"Guidelines for Collecting and Interpreting Innovation Data Passani A.,Monacciani F.,Van der Graaf S.,Spagnoli F.,Bellini F.,Debicki M,
A methodology for the socioeconomic impact assessment of Software-as-a-service and Internet of Services research projects, Research Evaluation, 2014 23: 133-149 Passani A.,Spagnoli, F.,Prampolini, A.,Firus
The Young Foundation and the Web. Digital Social Innovation, working paper
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