The challenges of microfinance lessons from Greece:

Transcription

1 Smart finance boosting smart regions and cities and entrepreneurship and growth The challenges of microfinance lessons from Greece: Neoklis Stamkos, Project Manager- Chief Accountant

2 Business and Cultural Development Centre (KEPA) is a private company with headquarters in Thessaloniki. It was formed in March 1991 by the Federation of Industries of Northern Greece (FING) and the Exporters Association of Northern Greece (SEVE). Since 1993, KEPA has proved its success as an Intermediate Management Agency for National and Community Programmes at regional and national level The Centre s efforts enhanced the competitiveness, of all types of business, particularly on SMEs operating in Northern Greece, providing, tangible support and assistance.

3 KEPA's objectives Promote cooperation between enterprises and the implementation of integrated action programmes for companies or groups of undertakings Support initiatives which may contribute to the business, economic, social and cultural development localy and regionally Promote funding opportunities through the Greek State and the European Union. Develop strategic alliances with other agencies in Europe to gain know-how already conquered in terms of energy savings and innovation Entrance to cross-community programs initiatives

4 Expertise - Key Points Experience in programme management and evaluation Qualified staff Wide network across Europe (public authorities local-regionalnational, ministries, associations, universities, institutions, research centers, SMEs etc) Significant number of implemented projects Experience in transferring good practices Key actor regarding entrepreneurship in Greece

5 KEPA s strengths Recognition gained by the Greek business world and various decision-making centres (Ministries, Agencies, European Commission), as a first-rate and credibility institution, providing services with speed, transparency and efficiency A trusted partner to both local communities and National and Community institutions, in regards with institutional and broader development nature issues, which concern mainly the Regions of Northern Greece Information point for small and medium-sized enterprises to update their financing opportunities through national and European programmes Develop strong links with Chambers of Commerce and the economic and social actors in the wider region of Northern Greece, creating a powerful regional network with multiplier benefits for businesses

6 KEPA s strengths A key centre for information in order to enhance the competitiveness and growth of companies of Northern Greece Developed an "inside opinion" on the peculiarities and problems faced by enterprises, especially SMEs, supporting and acting next to them. Has sufficient staff with the necessary know-how and expertise in management, assessment, monitoring and verification (project management) for the projects undertaken by the institution. Has capable financial monitoring infrastructure, with a particular computerized system and developed internal systems for monitoring implemented projects

7 The role of KEPA as Intermediate Management Agency In the performance of his work, KEPA as an Intermediate Management Agency either independently or through partnerships (ANEM and KEPA-ANEM) is responsible for a series of activities that mainly are: Technical preparation of call of proposals in cooperation with the Contracting Authorities (Ministries, Regions, etc.) Publicizing and inform the investment community for maximum possible mobilization and involvement of SMEs Receipt of submitted business plans in response to various calls and support the process of evaluation, supporting the development of specific IT tools (PSKE) designed to assess and ensure full transparency

8 The role of KEPA as Intermediate Management Agency Monitoring and auditing (project management) of approved proposals (technical part and audit control), using integrated computer applications and support for enterprises to successfully implement their projects Disbursement of public funding to final beneficiaries Obtaining awareness of stakeholders (Ministry of Development, EU, etc.) for the progress of the project through appropriate technical reports and using modern IT tools

9 Results of Project Management(OPC+NSRF) Period Number of Calls Number of Projects (SMEs) Budget ( ) Public Financing ( ) Α OPC , ,22 Β OPC , ,67 C OPC REGION C OPC GREECE NSRF REGION NSRF GREECE , , , , , , , Total , ,86

10 Objectives in Brussels In March 2011, we began operating an office in Brussels Identify sectors with growth potential for SMEs Creation and development of transnational networks Accreditation at institutions and EU agencies Development of proposals to the Greek Authorities Identifying financial tools (MICROCREDIT)

11 Why Microcredit? Provision of support services (Business Development Services - BDS) with funding Permanent business support mechanism Successful implementation in neighboring countries Creating "good business Positive response from policy makers Availability of funds for investment It is provided from Non Banking Institutions

12 Why Microcredit?

13 Microcredit in Greece The story : EQUAL Projects 2007: Guarantees 6 mil. from the EIB to PANCRETAN BANK for microloans 11/2013: EIB Agreement with PANCRETAN BANK for financing microloans under PROGRESS 05/2014: New legal framework for banks (REG 4261 / 2014) NO SPECIAL PROVISION FOR NON BANKING MFIs

14 Microcredit in Greece KEPA Actions 10/ First contact with the institution in Open Days / 2012: Meeting with TASK FORCE Greece / 2012: Meetings with Ministry of Development, ETEAN 11/2012: Support ADIEs the mission in Greece 12/2012: STUDY VISIT in Paris at ADIEs branch and head office 01/2013: Report ADIE for Greece and commentary 02/2013: Local research for types of BDS needed by SMEs 03/2013: Meeting with SEVE and BoG about legal framework

15 Microcredit in Greece KEPA Actions 04/2013: Approval from EIF to receive technical assistance under the JASMINE 06/2013: Evaluation of MICROFINANZA / 2013: Training from the MFC 04/2014: Inform Commissioner ANTOR for microcredit difficulties 06/2014: Participation at the annual meetings of the EMN and MFC 07/2014: Approval of Microstars 01/2015: Implementation of Microstars project 01/2016: Pilot operation

16 Organizations that support Microcredit European Parliament + CoR Task Force Greece Niarchos Foundation Solidarity Now Foundation EIF EIB Bank of Greece Ministry of Labour - Strategic Plan for Social Economy European microfinance networks (EMN, MFC)

17 Future Challenges Legal framework (local and cross border) Convince Funds Venture Capitals to invest in the country Proper use public financing under OP Funding directly from EU (capital + guarantees) Cover financial gap (145 mil needs for microloans available only 5 mil from OP) Political and financial conditions Lending criteria Target group (existing SMEs + start ups) Purpose of loans (for production and not for paying off taxes) Interest rate policy Negative advertising Link with grants

18 Microstars Project The purpose of the project MICROSTARS, is to create a sustainable structure of business development services that will support micro-entrepreneurs and facilitate business creation, providing microloans at the same time. Development of required BDS - defined target group Development of microcredit products Pilot application Structure evaluation

19 Microstars Project

20 THANK YOU STAMKOS NEOKLIS Project Manager- Chief Accountant KEΠΑ ( tel: , fax: , mob: , Skype name: stamkos.neoklis 6th klm. Charilaou-Thermi, Lida Maria Block, Hermes Building, P.C Thessaloniki, Greece Brussels bureau: 3 Rue du Luxembourg, 1000, Brussels tel, fax: