Topic outline

  • Introduction

    An image representing collaboration between Social Enterprises and Local Public Authorities

    The collaboration between LPAs and SEs can have a very positive impact on the local community. Employing people disadvantaged in the labour market, supporting the local economy or having services and products with added value are only few examples why LPAs should view social enterprises as relevant partners with the potential to assist LPAs in fulfilling their roles and objectives. The collaboration can be done through a variety of financial and non-financial measures, such as, participation in public procurements, direct contracting of smaller purchases, involvement in organizing various local activities. However, a prerequisite for cooperation is knowing where to find social enterprises willing to cooperate, identifying expectations realistically, being open to transparent communication, allowing social enterprises to participate in defining the goals of mutual cooperation, and thinking in the long term.

    In this module you will learn more about how to start a professional relationship with a social enterprise, how to maintain it and how to make it grow.

  • Capacity building for LPA‘s employees

    Implementing changes in public procurement towards cooperation with social enterprises can be challenging for employees at different levels of municipalities and other contracting authorities. The impetus can be leadership (from above) or individual activity (from below). Successful implementation of change requires gradual steps: not only targeting enthusiasts, but also working with those who are afraid of change; communicating clearly and regularly; providing training and practical information; openly responding to concerns and supporting employees when leaving their comfort zone. It is essential to support the change and show its meaningfulness continuously.

    Sustaining the change is key. It requires clear objectives, division of roles, a timetable and control mechanisms. Employees must understand the benefits of cooperation with social enterprises for the office, the municipality and the community.

    Practical support includes, for example, a list of verified social enterprises, information about their specificities (e.g. smaller volumes, longer delivery times), the importance of responsible procurement and sharing examples of good practice.