Téma ismertetése

  • 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.

  • Development of strategies and internal guidelines

    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.