Microlearning Module 3 - Social Enterprises and local government collaboration
Téma ismertetése
-
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.
-
Working with social enterprises supports the local economy, social integration and environmental values. Social enterprises can be found through chambers of commerce, non-profit organisations, social enterprise directories and by participating in local events. Sharing best practices and successful examples of cooperation is useful for engaging employees. To embed collaboration within a local planning authority, it is important to gain formal approval and support from management.Oldal: 1 H5P: 1
-
Identifying your needs is key to working effectively with social enterprises (SEs). Don't limit yourself to traditional products and services like cleaning or promotional items - SEs offer a wide range of services from IT support and graphic design to training, logistics, and office furniture manufacturing. To identify suitable SEs, cleary define the materials and services you need, their volume and frequency of purchase, and whether the job can be broken down into smaller parts that are suitable for SEs.
When deciding, look at your strategic documents (e.g. ESG strategy, sustainability plan) and set criteria for suppliers - this could be local businesses, green products or supporting disadvantaged workers. Don't forget legislative requirements, especially in the area of public procurement.
The next step is to search for available SEs using catalogues and networks. Contact other public institutions that already have experience with SEs and have them recommend vetted suppliers. SEs often work together and can direct you to quality suppliers.
Visiting SEs in person will help you better understand their capabilities and capacities. Keep in mind that some SEs have limited production capacity or longer lead times, but that doesn't mean they can't meet your requirements. Discuss the possibility of regular deliveries or collaboration with other SEs.Oldal: 1 H5P: 1 -
Establishing long-term and sustainable partnerships with social enterprises (SEs) brings benefits not only in terms of reliable supply, but also in supporting the local community, disadvantaged people and sustainable goals.
The first step is to get to know your chosen SE better - a personal visit or meeting will help you understand their operations, capabilities and benefits to society. Then, open communication about expectations, contract terms and conditions and opportunities to tailor products/services to the customer's needs is key.
When entering into a contract, it is important to address delivery dates, the possibility of long-term cooperation and payment terms. SEs often appreciate advance or faster payments to help them finance operations. The customer should also consider the sustainability of the contract, e.g. an inflation clause for long-term contracts.
Feedback is an important part of the cooperation - not only when problems arise, but also in case of a positive experience that can be further promoted. Sharing good practice in the media or in professional forums both supports SE and inspires other institutions to buy responsibly.
However, SEs can also contribute in other ways than just as suppliers. They can be involved in the development of strategic documents, represent specific groups of citizens or use municipal spaces for their educational and community activities. Such cooperation strengthens long-term partnerships and contributes to sustainable development.Oldal: 1 H5P: 1 -
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.Oldal: 1 H5P: 1 -
Formal anchoring is crucial for effective and long-term cooperation between municipalities and social enterprises. The cooperation should be approved by the competent authorities and a coordinator should be appointed to manage, evaluate and develop it. Cooperation should be regularly evaluated and adapted to current needs.
Strategic documents also play a crucial role. It is advisable to audit the current situation to see whether there is already a form of support for SEs (e.g. sharing of premises, joint events) and whether SEs are present in the area. Subsequently, it is advisable to analyse whether municipal strategies foresee the support of SEs not only in the area of procurement but also as partners for the fulfilment of social objectives. In case of missing content, additions can be suggested.
Internal guidelines should clearly describe procedures, rules and responsibilities, thus minimising the risk of confusion and circumvention of rules. These steps promote stable and systematic cooperation with social enterprises.
Oldal: 1 H5P: 1 -
Working with social enterprises (SEs) brings benefits to public administrations and communities. Responsible procurement allows suppliers to be evaluated not only on price, but also on environmental certification, employment of disadvantaged people or local presence. Where SEs are not direct suppliers, their involvement as subcontractors may be required.
Public contracts should have realistic conditions that allow the participation of smaller SEs. Dividing contracts into smaller lots facilitates the involvement of regional businesses and supports the local economy. The circular economy offers the possibility of using refurbished products instead of buying new ones.
SEs can also provide expert advice on working with disadvantaged groups. Their involvement in public events (e.g. catering, community programmes) is another way of support. Sharing space and resources helps SEs to reduce costs and expand their activities.
Supporting SEs can also be done through cooperation with municipal organisations (e.g. homes for the elderly, schools). Another option is to promote them as tourist attractions. These steps contribute to sustainable development and social inclusion
Oldal: 1 H5P: 1 -