Building Enabling Ecosystems For Social Enterprises Oecd Org-Books Pdf

Building enabling ecosystems for social enterprises OECD org
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1 Executive summary, The capacity building seminar. The capacity building seminar was organised by the OECD and the European. Commission to exchange information on the most successful programmes and. policies for supporting the establishment of effective ecosystems for social. enterprises across the European Union It focused on two aspects of such. ecosystems namely national support structures for social enterprises and. frameworks that foster investment readiness coupled with tailored access to different. There is growing interest in social enterprises both at a European Union level and in its. Member States and regions based on their ability to contribute to employment. entrepreneurship social inclusion public service quality local development and. environmental protection This seminar takes place under a contract between the European. Commission and the OECD which also includes also national policy reviews in the Czech. Republic and Croatia policy briefs and a compendium of good programmes and policies 1. Over the last 15 years the OECD has been advising governments on how they can. understand the strengths and weaknesses of their policy frameworks for the support of. social enterprises, The seminar proved extremely popular and was attended by 63 people from 21 EU Member. States as well as by representatives of European institutions and networks It was. moderated by Toby Johnson the expert supporting the Social Entrepreneurship Network. SEN within the European Social Fund Max Uebe head of the unit in the European. Commission s Employment DG responsible for entrepreneurship and Antonella Noya. Senior Policy Analyst of the OECD then set out the policy framework. The main content of the seminar was then divided into two thematic sessions covering. support structures and finance respectively The support structure theme was introduced. by Flaviano Zandonai of Euricse Trento Italy and was illustrated by cases from the UK. Alberto Masetti Zannini of Impact Hub London and Romania Despina Iancu of NESsT. Romania and Anca Gheorghica of the Urban Centre for Good Initiatives CUIB in Ia i. The finance theme was introduced by Yiorgos Alexopoulos of Agricultural University of. Athens and illustrated by the cases of CEDRA and Ebank in Croatia Goran Jeras and. Social Investment Scotland Andrew Millson, Ma gorzata Lublinska of the Polish Ministry of Infrastructure and Development MIR. presented the experience of the Social Entrepreneurship Network SEN which involved. ESF Managing Authorities from nine EU countries and regions. The presentations given during the seminar and videos presenting key messages are. available on the OECD website 2, A comprehensive ecosystem. If policy makers are to develop policies to promote social economy enterprises they. need to be clear about the missions and structures of these enterprises They need to. develop a comprehensive vision which embraces not only the way social enterprises. offer work integration and services to low income people but also their global. function It is only in this way that they can develop a coherent policy. http www oecd org cfe leed social entrepreneurship oecd ec htm. http www oecd org cfe leed social entrepreneurship oecd ec cbs htm. Social enterprises are businesses which trade in the market and create economic value but. they also have an ethical base For example by creating jobs improving social inclusion and. building social capital they also create social value and contribute to public policy objectives. However social enterprises also face a number of barriers which impede their growth. Governments thus have much to gain from bringing down these barriers and creating an. ecosystem within which social enterprises can flourish Such ecosystems consist of five. main components, The legal and regulatory framework which brings clarity visibility and recognition.
Access to finance which should be of a range of types and sources. Access to markets particularly through public procurement. Business support structures both generic and specialist and catering for both start up. and growth, Training and research including the co construction of policy through partnerships. Support structures, Support structures play a vital role in enabling social entrepreneurs to start up and grow their. businesses They not only provide practical support such as finance premises advice and. expertise in researching markets and preparing business plans but also and perhaps most. importantly they build the confidence of inexperienced social entrepreneurs. In establishing a system of support structures public authorities have two main options both. of which are rich in potential for creating jobs and improving services for the benefit of the. Where the social enterprise landscape is sparse they can focus on start ups by helping. to establish incubators that nurture new ideas and provide a supportive environment. within which social entrepreneurs can develop their ideas and launch their businesses. In contexts where the social enterprise sector is already well developed they can work. with existing organisations to multiply existing successful models for instance by. assisting the growth of consortia and social franchises. In both situations a key role and a relatively new one for public authorities is to catalyse. relationships with new stakeholders that can contribute to the growth of social enterprises. Social enterprises are in a period of rapid growth not only because of new policies at a. European level but because many initiatives old and new are producing goods and. services for the general interest Support structures play a key role in this resurgence and. may take various forms They may be agencies supported by public authorities networks. created by social enterprises themselves or communities of social entrepreneurs Their. most important role is to intermediate relationships with the great variety of actors. institutions enterprises consultants trainers who want to collaborate with social. enterprises, Successful social finance institutions must understand the needs of social enterprises. develop products that suit them build partnerships within and outside the sector be flexible. and build relationships based on trust and transparency. Social enterprises require access to social and intellectual capital but also to finance They. need access to a range of financial tools including not only grants but loans and equity. which can sustain them throughout their lifecycle from idea selection market research and. development until they achieve sustainability, A key role of governments is therefore to establish a social finance marketplace. Investment readiness programmes for social enterprises have to be matched with the right. sort of finance intermediaries that can channel investment into social enterprises To do this. policy makers need to gain a clear understanding of how the social finance community. works and engage with stakeholders to find the right investors rather than trying to adapt. social enterprises to the needs of the investors Public money should be used to educate. and train mainstream financers so that they know how to support social enterprises Impact. measurement is key in increasing transparency and trust in the system. 2 Introduction Building comprehensive ecosystems for social. enterprises, 2 1 An auspicious policy climate Max Uebe European Commission.
Max Uebe Head of Unit of EMPL C2 of the European Commission 3 opened the seminar by. noting the high level of interest the seminar had aroused it was originally envisaged that 25. people would attend but 63 had booked, There is a high level of interest in social enterprises at the European level because of their. capacity to create growth and jobs promote a climate of entrepreneurship and contribute to. the sustainable social market economy that President Juncker mentions in his political. guidelines 4 As Commissioners Thyssen and Bie kowska have both recognised the role of. social enterprises the framework conditions for further work in this field are good The. Commission developed an action plan as part of the Social Business Initiative which ran. from 2011 until 2014 and addressed issues including finance visibility and the regulatory. environment 5 These remain valid issues for the Employment Growth and Financial. Stability Financial Services and Capital Markets Union Directorates General. 2 2 An enabling policy framework Antonella Noya OECD. An enabling policy framework should comprise five components the legal and. regulatory framework access to finance access to markets business support and. training and research, Antonella Noya Senior Policy Analyst and Manager of the Forum on Social Innovations at. the OECD welcomed the mix of actors present which will enable a dialogue on policy. Policy cannot be developed behind a desk, The relationship between governments and social economy enterprises is a reciprocal one. On the one hand social economy enterprises require government policies to enable them to. overcome the barriers they face and on the other hand governments might work in. partnership with social economy enterprises to achieve their own policy objectives Social. enterprises explicitly address social economic and environmental challenges and thus. contribute to the general interest Their actions not only create economic value but also have. an added value by contributing to employment and social inclusion They can address. challenges that have not been addressed satisfactorily by the public or private sectors Many. choose to operate where private enterprises do not i e areas with low social infrastructure. and they help build social capital Many studies such as SEN s study of Intervento 18. supporting social co operatives in Trento show that such support has a clear economic. Unit C2 of the Directorate General for Employment Social Affairs and Inclusion is responsible for Sectorial. Employment Challenges Youth Employment and Entrepreneurship. http ec europa eu archives juncker commission docs pg en pdf. http ec europa eu internal market social business index en htm. http socialeconomy pl node 99, An enabling policy framework comprises five components. Legal and regulatory framework, These bring clarity and open the way for targeted support policies Their importance is.
sometimes overstated and social enterprises can flourish even without a specific legal form. However in countries that lack an adequate legal framework social enterprises often find it. difficult to achieve recognition as double bottom line organisations However governments. do not always need to reinvent the wheel it is often possible to adapt existing legislation. rather than start afresh, Access to finance, Social enterprises use a mixture of financial sources market non market and non monetary. The landscape of social enterprise finance is evolving rapidly and includes debt equity. quasi equity and guarantees as well as performance related instruments such as social. impact bonds The role of governments is shifting from that of provider to that of catalyst. however government finance may be required in the short and medium terms to enable. social enterprises to become sustainable They can help by giving loan guarantees giving. tax incentives to private investors and by making partnerships with social financial. intermediaries and investors, Access to markets, This involves ensuring a level playing field improving managerial capacity and in particular. work on public procurement which makes up 19 of national expenditure The revised EU. public procurement directive offers big opportunities to municipalities and regions by allowing. them to focus on quality and bring their purchasing power to play in achieving their policy. objectives, Business support structures, Social economy enterprises have specific needs over and above those they share with all. other businesses This argues for a braided support structure in which all business support. organisations are aware of social enterprise and can respond to initial enquiries. appropriately They then refer more complex cases to a system of specialist advisers The. new types of business support structures that are emerging such as hubs and incubators. need to be spread and supported, Training and research. Skills and capacities need to be built among policy makers as much as among social. enterprises This is best done in partnership The development of appropriate policy for. social enterprises is shown to be most effective when it is co constructed between the. government and the social enterprise sector The process involves working horizontally. across silos and vertically across levels of government and involving the relevant. stakeholders i e social enterprise organisations This co construction process operates at. different levels international national regional and local to reduce information. asymmetries and transaction costs and result in more coherent and effective policy. 3 Theme 1 support structures for social enterprises. 3 1 Key functions of support structures for social enterprises Flaviano. Zandonai Euricse, The growth of a multifaceted second generation of social enterprises calls for a new.
style of support structures Rather than emphasising the common features of the. sector they build on its diversity They act as entrepreneurs themselves provide. Building enabling ecosystems for social enterprises 4 2 Tips for turning lessons learned into best practices Over the last 15 years

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