1 Social franchising Sven Bartilsson Coompanion Göteborgsregionen.

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Social franchising

Sven BartilssonCoompanion

Göteborgsregionen

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Can social enterprises have an impact?23 miljoner unemployed, 10 millions long term unemployed

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Social franchising has created over 10 000 new jobs• 65% disabled or unemployed• Young enterprises• Several examples of rapid growth

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In Social Franchising• A social enterprise that replicates a social

enterprise business model – the social franchisor.• At least one independent social enterprise

replicating the model at another site–the franchisee• A common brand and shared values• A system or interchange of knowledge between

members• An agreement that regulates rights and obligations

and secure the sustainability of the franchise as a system.

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Three stages – One financial gap

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The development phase is a bottleneck

The development phase is a bottleneck

ExpansionExpansion

The pilotThe pilot

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To fully exploit the method• Acknowledge social franchising as a method for

creating jobs within the social economy.• Find creative ways to fund the development

phase of social franchising.• Find ways to raise the credibility of social

franchisors.

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•Emphasis growth as well as innovation!

•Design programmes for better opportunities for replication

•Play an active roll for making finance available

•Reduce suspicion

•Employ social franchising as a tool in transnationality

But need to coach in terms relvant to MA and to the forthcoming programmes

Recommendations for MAs

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• Innovation in social franchising as means of spreading social values

• Innovation is not all

•Projects should involve successful social franchisors` network

Emphasise growth not just start up!

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1. SF - should not be matched just to social economy investment priority

2. SF - should be highlighted as a means of generating employment and social inclusion together with evidence

3. Need to produce a statement on SF for Operational Programmes

4. May be that forthcoming transnational programme incl. SF is best

•Design programmes for better opportunities for replication

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•Need to focus on stage 2 – establishment of social franchise

•Should seek ways of obtaining finance from other DGs

•Should fund capacity building network for future social franchisors

•Play an active roll for making finance available

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Reduce suspicion/build credibility!

1. Fund development of code of practice and quality standards

2. Highlight good practice and successful social franchises

3. Raise awareness amongst ESF Managing Authorities, public bodies and potential and existing social franchises

4. Match evidence of impact of social franchising with measurement of social added value

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•Social franchising can be a means of enabling effective transnationality

Employ social franchising as a means of transnationality

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www.socialfranchising.coop