1. Social Enterprises in the City Setting: A Study of Hong Kong, Taiwan and Singapore (2006) An initiative of the CAFO network Presented by Dr Gillian Koh Senior Research Fellow Institute of Policy Studies, Singapore

2. Objectives Comparative review of the social enterprise sector in three Asian cities Assess impact Identify challenges Propose measures to increase SE impact in Asia End game: social inclusion and development

3. Outline What is success? Performance Why the success? Innovation How to grow further success? Capital

4. Models of Social Enterprises Work Integration, Social Inclusion  MentalCare Connect, HK  Mobile Cleaning Crew, St James’ Settlement, HK  Sunshine Car Wash, Taipei  Syinlu Foundation Gas Stations, Taipei  Bizlink, Singapore  Ikhlas Catering, Singapore

5. Models of Social Enterprises Empowerment  St James’ Settlement, HK  Information Technology Resource Centre, HK  Taiwan After-Care Association, Taipei  Cultural and Educational Foundation for the Blind, Taipei  TYEM, Singapore

6. Models of Social Enterprises Intermediation  Senior Citizen Home Safety Association, HK  Long-Yan-Lin Community Development Association, Taiwan  SCORE, Singapore The resource mobilisation strategy is a common but not usually a stand-alone objective.

7. Performance Profit or sustainability? Profits  Resource mobilisation  Discipline and accountability  Motivation  Sustainable innovation Sustainability, and other bottom-lines  Recidivism  Work placement  Empowerment and self-reliance  Community-building

8. Performance Limitations of the profit-based bottom line Cultural context – discounted rates Low risk, low returns business Nature of the beneficiary base A different, not level playing field

9. Performance Employment in an SE, a middle station between unemployment and employment in the mainstream economy Bizlink, Sunshine, Syinlu and Foundation for the Blind Innovation Special licensing

10. Performance Points to consider in weighing performance: Sustainability, not profit Meaningful but measurable social goals A different, rather than a level playing field

11. Innovation Sources and forms of innovation Role of the Government  Licensing and new markets  Seed funding  Vendor / client The Social Innovators  New market  New process  New context

12. Innovation Challenges Competition Need for constant innovation Are social workers up to the challenge? Can business leaders be persuaded to take it up? Capacity-building much needed

13. Innovation The source and force of innovation can come from anywhere including the Government Constant innovation needed in a competitive city setting Business and strategic planning is needed too

14. Capital Bottomless pit or virtuous circle? Concept of SE avoids the bottomless pit syndrome Sources of funding –The Government –Philanthropists –Good CSR How about an innovation to fund innovation?

15. Capital Exploring the idea of a social venture fund –Business discipline and accountability –Capacity-building –Mentoring –The Cash

16. Conclusion In developed urban economies, SE more focused on work and social integration Think of creating ‘new’ playing fields Weigh performance differently from businesses and VWOs Need constant innovation because of competition Can social venture funds help to grow the sector?

17. Thank You