1. Helix Centre DCU November 9th Alan Curtis
The potential contribution of social enterprise to promoting inclusive local labour markets
Helix Centre
DCU November 9th
Alan Curtis

2. Introduction For Profit Not for Profit Social enterprise or hybrid org
Community Services Programme

3. Inclusive Labour Markets
Labour markets are inclusive when everyone of working age can participate in paid work, especially vulnerable and disadvantaged people.

4. For profit – not for profit
FP = set up and generate income for entrepreneurs
FP – sell products and services in the marketplace and distribute profits to owners and shareholders and the business itself
FP – rely on traded/earned income and lenders to finance their ops.
NFP = serve and find a solution for identified social need
NFP – channel income into programmes and services
NFP – rely on donations and grants from individuals, trusts and government.
How each sector generates its money determines how it can be used i.e. NFP on specific programmes and services and FP can spend it on anything they choose.

5. Social Enterprise SEs have both social and economic goals
Provide services to targeted groups/areas Generate traded & other income
Expected to be financially viable and sustainable
Key objective is to attain one ore more social goal with profit/surplus seen as the means to ensure sustainability

6. What makes it successful
It is important that those involved in a social enterprise are clear that they are setting up a business, which although owned and controlled by the community must sell services or products, receive payments in return and aim towards sustainability.
Social enterprises combine innovation, entrepreneurship and social purpose and seek to be financially sustainable.
Their social mission prioritises social benefit above financial profit, and if and when a surplus is made, this is used to further the social aims of the target group or community.

7. Some of the benefits
If financial viability is achieved you can minimise the need for fund-raising or to remain dependent on grant in aid.
Sufficient surplus allows growth and scale and employment – job givers not seekers
Social value creation can mean responding to new need for target groups and new markets
Social value creation strives to balance profits and public good

8. Community Services Programme
Managed by Pobal on behalf of DSP
Circa €45 million in 2016
395 services
1,700 FTEs = 2,743 p-t & f-t and 1,712 (62%) > MW
294 orgs contracted to employ 301 managers
Average 1+4 (€108K)
CSP contribution €32K (manager) €19,033 (FTE)
MW €9.25 (01/01/17) = €20,340 circa €1,300 difference
Co-funding model encourages social entrepreneurship

9. Total employment cost of managers
251 managers supported under CSP worked 39 hrs. a week
The average cost of employment per hr was €19.71 or €40,426 per annum
53 (21%) paid CSP contribution
197 (79%) above CSP contribution
Range 32K – 82K
Traded income

11. Traded income and additional staff
150 (39%) services employ 832 from traded income
657 (79%) employed by the top four
195 (23.5%) from CH&RC
187 (22.5%) from child-care
151 (18%) Tourism and Heritage
124 (15%) Services for Older People
38 (3.9%) employed by bottom four
20 (2%) Home insulation and environment works
10 (1%) Therapeutic Services
6 (0.7%) Broadcasting
2 (0.2%) Services for people with disabilities

12. CSP Categories Community halls & resource centres Tourism & heritage
Services for older people
Enterprise, education and ICT
Child-care
Home insulation and environment
Broadcasting
Community transport
People with Disabilities
Other

14. Conclusion
Social enterprise can create jobs for people most distant from the labour market.
They provide services to disadvantaged groups and communities and help address social exclusion.
They offer a model for the development of sustainable communities.
They seek to earn surpluses that can be reinvested into the community and pay staff a reasonable rate of pay
It’s an exciting way of doing business and a way of thinking