Socially responsible public procurement & public-social partnership - methodologhy and outputs

Transcription

1 Socially responsible public procurement & public-social partnership - methodologhy and outputs Mikołaj Gurdała Warsaw, March 2011 Network for better future of social economy 1

2 The aim of the strand to examine the practice of using publicsocial partnership in different EU member states and its impact on social economy development. to check how social clauses are used by member states, how they include social enterprises to gather some good practices in both fields, that could be disseminated 2

3 Methodology main defitions: public-social partnership, social clauses, strategic approach in public procurement tools: questionnaires and desk research outputs and results: good practices, pracital tools 3

4 Analysis September preparation of questionnaire October/December collecting questionnaires December 2010/February analysis, final report 4

5 Methodologhy - questionnaire PART 1 Are you using any evaluation system of PSP in your country/region Please inform how many formal PSP are existing in your country/ region. Add how many of above mentioned PSP are active and based on permanent cooperation and how many are established just for certain tasks? In your opinion, what are the main difficulties in establishing the PSP? Please divide them by those encountered by public and social partners, if possible. Please describe what kind (if any) actions are being developed in order to enhance the stakeholders in your country/region to establish PSP. Please describe good practices in establishing and implementing PSP (in your country, region). 5

6 Analysis - PSP 6 questionnaires from BFSE partners 2 q u e s t i o n n a i r e s f r o m P o l i s h institutions f e w i n t e r s t i n g a t t a c h m e n t t o questionnaires sent by repondents 6

7 Analysis - PSP Sweden: lack of monitoring of PSP, Gottsunda Factory and City of Linöping, Lack of knowledge about the possibility, Scepticism about the legality, is it in line with the Law of public procurement, Lack of ideas and innovation, Social economy are not recognized as a serious economic partner, Lack of capital and financing the private sector contributes with capital in PPP, The relation with the public sector does normally not include a common planning and a dialogue, a fundamental condition in PPP 7

8 Analysis - PSP Italy: PSP means the same PPP Piani di zona partnerships as permanent part of regional and local development social cooperatives as partner for public bodies 8

9 Analysis - PSP Great Britain: system of monitoring for nonprofit organizations, lack of competences for ngo s Lack of knowledge in public bodies about social economy advantages Lack of capital and financing among ngo s 9

10 Analysis - PSP Belgium: close connection with public procurement Actions plans, EQUAL best practices Strategic approach towards PSP and social clauses 10

11 Analysis - PSP Czech Republic: lack of monitoring of PSP defition of PSP, which shows functional and practical aspects no formal coopeartion between non-profit and public bodies 11

12 Methodologhy - questionnaire PART 2 Please describe what kind of actions towards SRPP are implemented in your country/region? How they comply with the EU and national legislation (links to state aid or SSGI*)? In your opinion, what are the main difficulties that have to be overcome in order to implement SRPP? Please describe what are the specific tools used in implementing SRPP (social clauses, under threshold contract; PSP, informal agreement, etc.) Please describe good practices in implementing SRPP towards social enterprises. 12

13 Methodologhy - questionnaire PART 2 For Public Bodies Do you recognize the benefits of contracting service delivery to social enterprises? Do you interpret and apply procurement regulations so as to give social enterprises a fair chance? Are you supported by any instruction or guideline while preparing tenders in order to make procurement more accessible to social enterprises Do you train public officials to understand the nature of social enterprises and the way they can contribute to meeting public policy objectives? Please describe how often such training is being organized and what percentage of staff participate in those actions. Are you developing procurement strategies in the way that they include social issues, based on a corporate strategy that will lead to a more strategic approach to purchasing that meets several outcomes, not just one. For Social Enterprises Do you train your staff to deal with public authority purchasing procedures? Do you organize or participate in exchange visits, for social enterprise members, local authority members and officials, to spread knowledge of working partnership between public authorities and social enterprises in order to make SRPP more effective? 13

14 Analysis - SRPP Sweden: information about tools and instructions (no detailed data) cooperation between government and social economy in social clauses implementation trainings and information - no significant impact Lack of experince and financial capacity among social enterprises for public procurement procedures 14

15 Analysis - SRPP Italy: social cooperatives type B in SRPP diffculties in procedures and stereotypes advantages for public bodies and social enterprises by using social clauses growthing effectives in training and round-tables concerning SRPP 15

16 Analysis - SRPP Great Britain: National Audit Office s 2010 Successful Commissioning Online Guide at close connection with social services of general interest - strategic approach 8 rules of good commisiong regular trainings for offcial monitoring system of social clauses implementation 16

17 Analysis - PSP Belgium: close connection with public-social partnership Actions plans, mini-programmes, EQUAL best practices, sustainable contracting Strategic approach towards social clauses and PSP 17

18 Analysis - SRPP Czech Rebublic: no strategic approach Open Society Fund did project about social clauses - not satifying results no trainings for official and social enterprises significant difficulties in social clauses implementation 18

19 Analysis - PSP&SRPP Poland: no strategic approach training done by Public Procurement Office social clauses monitoring system PSP understood more as type of public money distribution system towards non-profit organization, than serious and permanent/task cooperation lack of knowledge about social enterprises 19

20 Outputs - PSP&SRPP difficult documentation to measure and compare close connection between PSP and social clasues PSP vs. PPP where does the third sector end? 20

21 Outputs - PSP&SRPP why do we need to cooperate - difficulties on both sides good practices - tools, programmes, trainings, promotion, etc. strategic approach continuation of analysis on: actions plans, piani di zona and 8 rules of good commisiong 21

22 Thank You for Your attention! 22