November/December 2004 • Issue 7
Inside: From the Editor
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Can social enterprises learn from marketing – even when “clients” are referred to as “consumers”?
InTouch SOCIAL ENTERPRISE EAST OF ENGLAND
On-line trading exchange boosts social enterprises
Supporters Direct – 4 a mutual model for football fans Saving your football club from the receivers – the social enterprise way
Supported employment in 5 Essex – a joined-up approach How diverse organisations can work together for the wider good
Enterprise for Sustainable Communities
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The DTA annual conference shows buoyancy of the DTA with a 20% growth in membership.
Aspire calls it a day
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Sadly, Aspire East and Aspire Support Cambridge close their doors. But don’t write Aspire off just yet …
The end of funding
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Are you in denial about the future of funding and the possible alternatives?
Funding Advice Workers Network (FAWN)
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A useful unding advice contact list
How to Change the World
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A book about how social entrepreneurs are changing the world
Inspiring project brings Town Hall to life
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How a defunct building was revitalised for the benefit of the community
Focus on …
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A close up look at credit unions.
Networks unlimited …
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News and upcoming events
Owning the strategy
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SEEE, social enterprise and consultation
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2B marketplaces, e-exchanges, emarketplaces, web exchanges – the list goes on. The private sector has been quick to grasp the benefits. Online trading is a highly efficient tool for driving costs out of the supply chain and can deliver all sorts of procurement benefits, including much reduced transaction costs and faster identification of new suppliers.
A free exchange for the benefit of the social economy
Internet: SEEE’s Web partner services are at: http://www.nearbuyou.co.uk http://www.socialenterprise-east.org.uk
Ye t t o d a t e, t h e t h o u s a n d s o f organisations that represent Britain’s third sector, the social economy, have been left in the cold. That changed in October when nearbuyou.co.uk was rolled out nationally. A free service to businesses with social objectives, users will be able to share news and information
on for thcoming events, adver tise goods and services, identify and trade with other organisations and develop new networks and partnerships. www. nearbuyou.co.uk will also offer a facility that enables private and public sector service providers to post information on forthcoming tenders and guidance will be available on bidding and income generation. A myriad of organisations providing services such as managed housing, social care and operators of arts centres, cinemas and community cafes are expected to benefit. “www.nearbuyou. co.uk is a pioneering project and the only one of its kind in the country”, said Michael Waring, Network Organiser of The Guild in Norfolk which is managing the project. “The aim of it ➜ page 2
Procurement ➜ from cover is to give social enterprises across the country access to a much greater range of commercial opportunities and act as a focal point for information sharing in a way that has never been attempted before.” nearbuyou.co.uk developed as a national initiative following work undertaken by T h e Gu i l d t o m a p the social economy and its requirements to develop and grow. “That research identified a need for local enterprises to trade with each other to keep money circulating in the sector,” Waring commented. “It also became obvious that a mechanism was needed to increase the size of the markets open to social enterprises and to improve their capability to take on public sector contracts.” Nationally, spearhead organisations like the Social Enterprise Coalition have recognised that there is great untapped potential for social enterprises to take on a much higher profile in delivering public sector contracts. Nearbuyou.co.uk will alert social enterprise managers to forthcoming tenders and how to compete more effectively for contracts.
The benefits for public service procurement officers
Nearbuyou.co.uk will also educate and share good practice with public sector procurement officers who may not be familiar with the added value of using social enterprises. “For example, providing care services in the home to some vulnerable groups is a statutory obligation”, said Waring. “If providing that service can also be used to generate employment opportunities for
people within the community who might otherwise struggle to find work and trading surpluses are re-invested in training and staff development then there is obviously a huge additional benefit.” “Ethical sourcing generally is also a big growth area, but many organisations are unsure of where to go and don’t have the time to source all their requirements separately. Ultimately, we aim to offer an enormous range of goods and services through a single sourcing point”, he added. Gt Yarmouth and Waveney Mind is typical of the organisations that nearbuyou. co.uk hopes to benefit. Pippa Windham, Service Development Officer is keen that the organisation should grow its trading and income generating activities as a counterbalance to reliance on grants and charitable donations. She commented. “We need to create social business opportunities which will provide us with the financial independence to sustain ourselves. Many charities are evolving in this way and can benefit greatly from sharing information and opportunities with other socially minded organisations. Developing partnerships and networks can be very time consuming so we welcome this opportunity to gain access to others and be readily accessible ourselves via the web site. Any initiative that raises our profile with public sector procurement officers is also to be welcomed.”
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Michael Waring Network Organiser Tel. 01603 615200 e-mail michael@the-guild.co.uk
How to minimise disincentives to work within the benefit system for trainees and workers Seminar - 18th of November 04- Colchester Social Firms /Social Enterprises and Work-Projects that are training and employing people with disabilities and health problems will find that the benefit system presents something of a challenge. Trainees and workers are likely to be in receipt of incapacity based benefits and must take care to keep to the benefit rules. The seminar will explain how Social Enterprises & Social Firms can liaise with Jobcentre Plus to prevent misunderstandings and develop training and work roles that comply with benefit legislation. Delegates will learn when the Minimum Wage rate should be paid and how paid work can be offered alongside training. The seminar will show how Social Enterprises can enable people to make a confident transition into employment and the support that will be needed initially.
To book or further information: Tel: 01473 272 237 E-mail: PetraDreyerSFER@aol.com
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No7 November/December 2004
The functions of the nearbuyou website: Editable Webpage Each social enterprise signing up to the site will be added to the directory. Once this has happened they will then be able to add their: • logo • contact details • summary of the organisation • pictures and descriptions of their products and/or services • case studies There will also be a ‘contact us’ form which allows users browsing the directory to send an enquiry straight to that particular organisation. They will be able to add to or edit this page at any time. Opportunities Members of the site will be able to search for tenders, special offers and requests on the site which are relevant to their work and/or region they work in. E-Alerts In addition to viewing opportunities on the site, a comprehensive e-alert system will allow organisations to sign up to their own customised mailing lists. E.g. they could choose to receive IT related tenders in the North East only or all tenders from all regions. Product and Service Search As well as the organisation search there will be a product and services search option. National Partners It is anticipated that regional networks, business support agencies and RDA contacts around the country will promote the site to social enterprises in their area, send news events and jobs, post tenders and encourage each organisation to have a profile in the regional areas of Nearbuyou. Your Input Send your news, press releases, events, jobs. Content on the site will also be going out in the ealert system so you have a real opportunity to publicise your work. Email to: info@nearbuyou.co.uk
Editorial
On Marketing, Branding and Consumers
InTouch
Social Enterprise East of England November/December 2004 Issue 7
David Lloyd is joint managing director of Business for People in Huntingdon. He is editor and contributor to various publications
The SEEE network is co-ordinated by Business Link Hertfordshire InTouch is financed by SEEE (funded by the European Social Fund ) and published in its support by Business for People in partnership with Creative Touch, both of which are social enterprises
Tel. email:
4 Archers Court Stukeley Road Huntingdon PE29 6XG 01480 455200 davidflloyd@titandial.net
SEEE Staff: Social sector manager: Jo Ransom Project manager: Elaine McCorriston Project executive: Kirsty Tanner Development manager: Peter See Web managers: Lin Evens Michael Waring Editorial Staff: Editor: David Lloyd Content editor: Peter Durrant Contributing editors: Sarah Charters Andrew Saul Advertising Sales: Joseph Law Layout: Lorraine Peacock Jade Bambrook Emily Fleming Creative/production editor: Austin Bambrook Please send PR and other information items to: Peter Durrant, e-mail: humberstone@pop3.poptel.org.uk Tel. 01223 262759
The opinions expressed in this publication are not necessarily those of the publishers or of Business Link Hertfordshire, Business for People Ltd or Creative Touch. All rights reserved. No part of this publication may be reproduced, stored in an information retrieval system or transmitted in any form without the written permission of the publishers. This publication has been prepared using information provided by contributors and, while we make every effort, accuracy cannot be guaranteed. SEEE is unable to accept any liability for the consequences of any inaccuracies, errors or omissions in this publication. No representations, warranties or endorsements of any kind are intended.
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ocial enterprises have much to gain from taking marketing seriously, as numerous findings continue to inform us. One of the latest, which I find particularly fascinating, is the think-piece produced by social enterprise consultant Bob Allan entitled Social enterprise through the eyes of the consumer. “Consumer” grates in a sector used to “clients” and “beneficiaries”, but this research was commissioned by the National Consumer Council … . Getting past the title, this is a very readable and interesting paper. It refers to two elements of marketing – market segmentation and branding – as they impinge on social enterprises. Now at this point I know that numerous pairs of eyes will glaze over. But of all the numerous items I’ve read on the subject of marketing and social enterprise, this strikes me as one of the most useful. Allan argues that consumers (sorry, that word again) often choose a social enterprise product or service as a lifestyle choice in much the same way as they do with other elements of their personal buying choices such as food or clothes. The emphasis of the paper is to determine that social enterprises ought to be more focused on the benefits as seen by the consumer.
Branding and a comparison with fair trade groups
Allan makes a comparison with fair trade groups, many of whom are social enterprises. “A key difference is their promotional strategies. Fairtrade’s [i.e. the organisation by that name’s] marketing strategy includes an important collaborative element which is aimed at creating consumer awareness and support. Its label also provides consumers with an assurance that the product they buy meets fair trade standards. “Increasingly it is suggested that the social enterprise movement should follow the example of fair trade and develop a brand or social label. It is argued that this would help to mainstream social enterprise, increase its market share and thus its social impact.” Enter market segmentation. Who are my customers? Do they have certain identifiable characteristics? Where are they to be found? How do I engage with them? The paper continues: “How can social enterprise make its case for consumer support? On one hand, social enterprise presents the consumer with a business offer, which is assessed on quality and price. On the other hand each social enterprise presents the consumer with a social offer – an opportunity to benefit the community. How is the consumer to assess this social offer? What type of social offers do consumers want? And how does this differ among consumers?” Just as social enterprises have begun to think about the double or triple bottom line (financial, social and environmental), so we need to be consciously and deliberately working through how we can most engagingly present our “offer” to our customers – in terms of our “brand”, or how we are perceived – on more than one level, as Allen points out. And first we need to be sure of who and where they are. In these days of cause-related and ethical marketing, some of the big multi-national and global companies know the economic value of building their branding to attract customers with social and environmental concerns. Should social enterprises, with their built-in advantages, be doing any less? If we fail in this, we could find our clothes being stolen by those shifty commercial types who know a consumer when they see one. A PDF file of Social enterprise through the eyes of the consumer can be downloaded from http://www.ncc.org.uk/publications/index.htm (scroll down to select).
© SEEE 2004
InTouch
No7 November/December 2004
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Initiatives
Supporters Direct – a mutual model for football fans
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upporters Direct is a national o rg a n i s a t i o n w h i c h e x i s t s t o encourage football fans to form cooperative societies to support their local football club, or take an active stake when land sales or control of the club appears to be in danger. Its aim is to help people ‘who wish to play an responsible part in the life of the football club they support’
A staggeringly successful mutual model
Social & Community Enterprise workshop programme 2004/5 The remaining three workshops have been developed specifically for the social and community sector which are focused on the commercial aspects of running an organisation. • Business Planning St John’s Innovation Centre, Cambridge 23 Nov 2004, 15.00-19.00
• Managing a Social & Community Enterprise Business Link for Cambridgeshire, Huntingdon 20 January 2005, 15.00-19.00
• Social Accounting Business Link for Cambridgeshire, Huntingdon 23 Feb 2005, 15.00-19.00
For further information on these Social Enterprise workshops, please call the Business Link for Cambridgeshire events hotline on
01480 846415 4 InTouch
No7 November/December 2004
Social Enterprise
Photograph courtesy of Ipswich Town Football Club
This has been a staggeringly successful mutual model, with over 110 trusts formed in England, Scotland and Wales, 49 of which hold equity in their clubs. 31 of the trusts have representation on the Board of the club. 3 trusts own football league clubs, and 3 trusts own non-league clubs. 50% of Premier League Clubs have supporters trusts. It has been a way of bringing young people to see that cooperative values have a role in their own interests – the model was chosen as a way of perpetuating community interest rather than short term profiteering – selling a football ground makes a profit but tears the football club out of its community. Supporters Trusts have saved 13 clubs from extinction. Over £10.2 million has been raised by these trusts to further the aims of the trusts – a real commitment by 75,000 fans who have joined the Industrial and Provident Societies their trusts have become. In the Eastern region, Cambridge, Enfield, Peterborough, Southend, Ipswich and Norwich have Supporters Trusts. Norwich Supporters Trust launched in September 2002 and has succeeded in buying £10,000 worth of equity in the club, sponsors the No 13 shirt, and is the lead group for the anti-racism campaign ‘Kick-itout’ at the ground.
The Ipswich Town story
Ipswich Supporters trust: ‘Ipswich Town 1st’ was launched in 2003 when the club went into administration. Since then it has enjoyed a lively, regular dialogue with the club, organising a number of meetings at which fans have the chance to question the club’s board on their running of Ipswich Town FC. The Trust fully supported the club’s share issue in late 2003/early 2004 and provided fans unable to afford the £200 minimum purchase – so close to Christmas – with a share-save scheme which allowed them to pay for shares monthly over a year. When Ipswich Town 1st’s own shares are added to those of its members, the Trust holds a 7% stake in the club and at this November’s AGM will propose the adoption of a mechanism to elect a supporter representative on to the board. Both Norwich and Ipswich fans demonstrate co-operative themes in action – and deliver a whole new group into cooperation. By Sally Chicken
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www.ipswichtownfirst.co.uk http://www.ncst.org.uk/ Supporters Direct parent website: www.supporters-direct.org
Initiatives
Supported employment in Essex – a joined-up approach
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rom its beginnings in the late 1980s, supported employment in Essex has been focused on developing employment for people with learning disabilities that was “real work, paid at the going rate for the job” as defined by the Association of Supported Employment. This doesn’t have to exclude people from work experience or voluntary work, but it does set a standard of genuine participation in the economy by which employment services can be measured.
A county-wide strategy
What is interesting about Essex is the way in which the various agencies involved have cooperated in a county-wide strategy which is now beginning to draw in other groups working with disabled people. Several agencies were originally working to create employment opportunities for people in Essex, Match Employment, Mencap Pathways and Supported Employment and Training (SET) who are now known as Linked Employment, who set up a high street location, moving out of the Walter Boyce day centre in 1994. In 1995 Essex Social Services developed a County Employment Strategy dividing the county among the different agencies. By 1998 two more agencies had become involved – 4U and Hoursworth – both supporting people who are considered to have profound learning disabilities. The strategy was relaunched as Into Employment. Match Employment in Essex is now part of Linked Employment and The Hamlin Trust – a furniture restoration co-op – and the Salvation Army are now also involved in providing supported employment. Referrals for support now go to a central base and all the different agencies share the same paperwork with the possibility of staff being seconded between the different bodies.
As a partnership led by Essex County Council the scheme is also made up of both statutory and other voluntary sector organisations. These are Anglia Polytechnic University, Essex Social Services, The Hamlin Trust, Mencap. Realife Trust, The Salvation Army, and South West Essex Co-operatives Ltd. By adopting a partnership approach, organisations in Essex have enabled a range of disabled people to participate in the economy of the region, without these organisations competing with each other for either jobs or clients. It is apparent that a wider participation in the economy should lead to a wider general participation in society by disabled people. Dan Durrant
Working together
Three county-wide ESF supported employment schemes have recently come to the end of their two year cycle, Co-operate gives people with learning disabilities the opportunity to train within one of eleven different training co-operatives in areas such as catering, recycling, restoration and horticulture. Kickstart is providing vocational services from advice and guidance through to supported employment to over five hundred disabled people, most of whom have a mental health problem. Sustain is a supported employment scheme providing a one stop employment service that has enabled 180 people with learning disabilities to find work paid at or above the minimum wage. For more information go to http://communities.msn.co.uk/SustainEssex The bulk of the work done by these three projects has now been taken over by Workskills Essex, a company limited by public guarantee.
InTouch
No7 November/December 2004
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Initiatives
Enterprise for Sustainable Aspire Communities – calls it Development Trusts Association Annual Conference by Nigel Boldero, Community Renewal
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id-September saw 350 people gathered in Chester at the annual conference for Development Trusts. Steve Wyler, Director of the DTA particularly welcomed the many new people attending for what can be an inspiring and practical launch pad for new and emerging development trusts, as well as a place for ‘old lags’ to hone their enterprise skills.
20% growth in DTA membership in one year
The release of the DTA’s annual survey shows how the movement of community-led, enterprise-driven regeneration organisations continues to grow vigorously. Around 300 development tr usts are now members of the DTA – up by about 20% on last year – with even faster growth in the East of England. And community enterprise as an important source of income is also expanding – some 27% of DTA members now earn over £100,000 per year through trading of some kind. The conference followed the welltried blend of workshops, visits and presentations, laced of course with plenty of more informal opportunities to make contacts and learn from each other’s experiences. Wo r k s h o p s i n c l u d e d p r a c t i c a l sessions on the features of an effective development trust, the DTA’s new ‘Healthcheck’ to help trusts identify their own strengths and weaknesses, asset development and sources of finance for community enterprise. Newer areas such as franchising, quality and impact assessment and lessons from market towns were also covered. A new DTA publication – Taking Root – showcasing successful rural development trusts was also launched and this features Keystone Development Trust, Norfolk.
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Visits to a range of development trusts in the north-west included the Leasowe Trust in the Wirral. Here, a multi-million pound ‘Millennium Centre’ provides a ‘one stop’ focus for the local community, which is among the most deprived in the country. The Women’s Centre has developed an admirable range of activities which cater for the childcare, social, educational, personal development and health needs of local women. This includes an impressive
health suite which has a relaxation room, sauna, massage and aromatherapy and a developing ‘salon’ providing ready access to hair and other ‘body image’ services. For an area with a dearth of local services this has proved to be a real boost to women’s self confidence and self esteem.
New eastern region chair
Eastern region members also came together at the conference and considered ways of developing the movement and support in the region. Neil Stott from Keystone Development Trust was elected as regional chair and offered to stimulate local networks to build contact between members and those interested in exploring the development trust approach.
No7 November/December 2004
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Nigel Boldero, Community Renewal 01603 754250 nbold@lineone.net Development Trusts Association 0845 4588336 Eastern@ dta.org.uk www.dta.org.uk
a day
Aspire East Ltd and Aspire Support Cambridge were both voluntarily closed at the end of October after directors decided there was no viable way to carry on. Craig Dearden-Philips, Chair, wrote in a statement giving the background “Aspire has been beset by a series of problems this year – the closure of the nationwide Aspire catalogue business, the departure of our Chief Executive and the difficulties in finding a suitable replacement, funding problems, a turndown in business at our Car Wash project and the departure of our Bike Project supervisor. All these issues have combined to leave us in an extremely challenging position. ... our resources and staffing levels are too depleted for us to continue – in a scenario almost equivalent to starting again from scratch with less funding”. The Cambridgeshire Aspire organisations had provided 45 supported employment placements in a variety of business projects; organised work-related training; supplied 250 bikes to people on low incomes through their Bike Project and redistributed 80 tonnes of food to disadvantaged people through their partnership with the Cambridge Foodbank. Aspire will be sadly missed. There were numerous expressions of regret and condolences from Cambridgeshirebased organisations that worked with them or knew of their fine work. National picture "very rosy" ASUK Ltd, the company representing the national federation of Aspire companies, is still upbeat about Aspire’s mission despite this setback. Paul Tipler a director of ASUK says “In the shortterm losing Aspire East is an obvious blow. However, even in Cambridge it may be possible to re-launch next year to build on their achievements. Nationally, the picture is very rosy with several established social enterprises queuing up to join the Aspire family. We’re very hopeful that nationally we can move ahead and expand Aspire’s work.” Paul Tipler will be writing about the ongoing work of Aspire in an upcoming issue of InTouch.
Initiatives
The end of funding by Dan Durrant
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he routes to social enterprise are undoubtedly varied. While some organisations will begin life with a commercial focus, others will need to develop their understanding of the commercial world. At incredit we have been working with the voluntary and community sector to deliver, as part of our Phoenix fund remit, free social enterprise training for the community and voluntary sector. incredit is a social enterprise based in Stevenage set up to provide enterprise support to disadvantaged groups: that is people who have difficulty in accessing mainstream business support. Part of that remit is working with community and voluntary groups who want to develop as social enterprises (see “Incredit expands support of social enterprises” in September/October InTouch). Over four months we contacted over fifty local groups to gauge their interest in a free training course we ran in October. Many of the contacts were made over the telephone. The response to this type of direct marketing has been mixed. Once the suspicion that we were selling something was overcome, a fair amount of reserve remained about the offer of free training – even when we explained that we were government funded. Anecdotally we heard that people were checking us out with other organisations to check that we were bona fide.
Illustration by Lorraine Peacock
The grant funding bind
The next barrier we encountered was the aversion to anything other than grant funding. A large number of people were interested when they were informed that social enterprise could be a solution to the difficulties of grant funding, only to lose interest when they realised that the solution was to earn income rather than to look for new grants. There were – in several cases – a lack of understanding of legal structures; with people believing that their charitable status prevented them from earning income. Other important issues were the reluctance of trustees to consider change, as well as the lack of time to make long term plans.
A blinkered view on the funding situation from the voluntary sector?
Out of a large consultation, the interest came from a comparatively small group. There appeared to be very little interest in social enterprise from the community and voluntary sector. Can all community and voluntary groups become social enterprises? Probably not. But I don’t think it is as simple as Liam Blacks’ and Jeremy Nicholls’ slightly glib statement “There will always be public money available to fund good work....” Craig Dearden of Speaking Up! made the disconcerting point that charities have increased by 50% over the last few years
without any proportional increase in funding. During a meeting of the committee of a local organisation, when social enterprise was being discussed, one committee member remarked “they’ll give us more money when this lot (of SRB funding) runs out, won’t they?” With both local and national government in a constant drive to cut spending can we depend on a constant supply of grant funding? And it is the less prominent or glamorous groups that are most at risk from the inevitable cuts. Not everyone will want to develop as a social enterprise, but there needs to be more understanding of the concept, not only as a means of generating income, but also as a means of promoting social purpose. What better advertisement for a vibrant voluntary sector is there than that of people freely choosing to buy their goods and services from it because they are the best on offer? Dan Durrant is the Social Enterprise Development Manager for incredit, who provide training Dan Durrant Social Enterprise Manager courses for those who Incredit wish to develop along 01438 794436 the social enterprise daniel@durrant@incredit.org.uk model.
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InTouch
No7 November/December 2004
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Membership Services
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Funding Advice Workers Network (FAWN) Contact List
The East of England Funding Advice Workers’ Network (FAWN) is a forum for sharing information and ideas on good funding advice practice to the voluntary sector in the East of England. It provides an opportunity for funding advisors to the voluntary sector across the East of England to meet, compare experiences and working practices, share knowledge and ideas, as well as an opportunity to network.” REGIONAL Jamie Conway Sustainable Funding Co-ordinator COVER Eagle Stile, Rectory Farm Barns,, Walden Road, Little Chesterford, CB10 1UD (01799) 532888 jamie.conway@cover-east.org Louise Watts Regional Development Officer Help the Aged (01763) 233117 louise.watts@helptheaged.org.uk Mary Parodi Regional Grants Manager National Trust Angel Corner, 8 Angel Hill, Bury St. Edmunds, Suffolk, IP33 1UZ (01284) 770571 mary.parodi@nationaltrust.org.uk
BEDFORDSHIRE Martin Trinder Funding Officer Bedfordshire Funding Advice Bureau 43 Bromham Road, Bedford, Bedfordshire MK40 2AA (01234) 363638 bfab@bedfordshirefunding.org.uk Sue Norman Field Officer (Community Support) Bedfordshire RCC The Old School Cardington Bedfordshire MK44 3SX (01234) 838771 (Ext. 104) suen@bedsrcc.org.uk Jonathan Charley Funding Development Worker Voluntary Action Luton 15 New Bedford Road Luton Bedfordshire LU1 1SA (01582) 733418 jonathan.charley@valuton.org.uk Jean Myrie Voluntary Action Luton (01582) 733418 jean.myrie@valuton.org.uk
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CAMBRIDGESHIRE & PETERBOROUGH Kate Moss Information & Training Development Worker Cambridge CVS Llandaff Chambers, 2 Regent Street, Cambridge CB2 1AX (01223) 716874 ccvskate@aol.com Jenny Watson Development Worker Hunts Forum of Voluntary Organisations The Primrose Centre, Primrose Lane, Huntingdon PE29 1WG (01480) 415178 huntsfor@dialstart.net Annette Atkinson Global Grants Administrator Peterborough CVS 3 Lincoln Court, Lincoln Road, Peterborough PE1 2RP (01733) 342683 pcvs@care4free.net Sarah Fletcher Assistant General Secretary Peterborough CVS 3 Lincoln Court, Lincoln Road, Peterborough PE1 2RP (01733) 342683 pcvs@care4free.net
ESSEX Bryan White-Smith Funding & Training Co-ordinator Braintree & District Voluntary Support Agency Room 5, Colne House, 96 Mount Chambers, Coggeshall Road, Braintree, Essex CM7 9BY (01376) 550507 bryan@bdvsa.org Sue Moodie Village Halls Adviser Essex Rural Community Council Mackmurdo House, 79 Springfield Road, Chelmsford CM2 6JG (01245) 352046 Sue.Moodie@essexrcc.org.uk
No7 November/December 2004
Lindsay Reed Funding Officer Maldon CVS The Square, Holloway Road, Heybridge CM9 4ER (01621) 851891 cvs.maldon@tiscali.co.uk Barry Millar Funding Officer Southend Association of Voluntary Services 29/31 Alexandra Street, Southend-on-Sea, Essex SS1 2BW (01702) 356000 barrykmillar@hotmail.com
HERTFORDSHIRE Chris Lee Raising the Ceiling Dacorum CVS 48 High Street, Hemel Hempstead, Hertfordshire HP1 3AF (01442) 253935 mark.dcvs@dial.pipex.com Peter Milson Deputy Manager Hertsmere CVS Allum Lane Community Centre, 2, Allum Lane, Elstree WD6 3PJ (0208) 207 4504 peter@hertsmerecvs.org Anne Boyd Funding Officer Watford CVS (01621) 851891 watfordcvs@btconnect.com Stella Merryweather Funding and Development Officer St. Albans CVS stella@cvsstalbans.org.uk
NORFOLK Sarah Nunn Voluntary Sector Development Officer Norwich & Norfolk Voluntary Services Charing Cross Centre 17/19 St. John, Maddermarket, Norwich NR2 1DN (01603) 883806 sarahnunn@nvs.org.uk
Richard Patey Funding Advisor Norwich & Norfolk Voluntary Services (01603) 883806 richard.patey@nvs.org.uk Alan Crawshaw Development Officer West Norfolk CVS 16 Tuesday Market Place, Kings Lynn, Norfolk PE30 1JN (01553) 760568 alan@westnorfolkcvs.co.uk
SUFFOLK Andrew Cuthbertson Funding Officer Suffolk ACRE Suffolk House, 2 Wharfedale Road, Ipswich IP1 4JP (01473) 242517 andrew.cuthbertson@suffolkacre. org.uk Elle Lamb Funding Adviser Ipswich CVS 1 Cornhill, Ipswich, Suffolk IP1 1A Q(01473) 251834 elle.lamb@ipswich-cvs.org.uk Gill Robinson Manager Suffolk Volunteering Federation S AV O , D i c k s o n H o u s e , 4 3 a Woodbridge Road East, Ipswich, Suffolk IP4 5QN (01473) 273273 gillrobinson@yahoo.com
Book Review
How to Change the World:
Social Entrepreneurs and the Power of New Ideas By David Bornstein (Oxford University Press, 2004, pp 320) Reviewed by Dipesh Patel
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s a boy, the American Bill Drayton was fascinated by (East) Indian history. His hero, Emperor Ashoka (ruled 269-232 BC), unified much of South India and pioneered innovations in both economic and social welfare. He was captivated by Ashoka’s tolerance, global mindedness and creativity. Mahatma Gandhi was another influence. It was Gandhi’s ‘how-tos’, his strategy and implementation that led to India’s independence, that most fascinated him.
The beginning of Ashoka
In 1978 at the age of 35, Drayton (calling upon his expertise in economics, law and management) established an organisation to search the world for social entrepreneurs: individuals with innovative ideas for grand scale social change. The name chosen was Ashoka, for it espouses the same humanitarian principles as the great emperor. The modus operandi of the organisation was the ‘how-tos’ of Gandhi, for it focuses on providing real solutions for real people. To date, Ashoka operates in 46 countries across Asia, Africa, the Americas and central Europe. It has supported 1,400 social entrepreneurs. This support comes not only in the form of direct funding, but also via management consultancy services that help the entrepreneurs develop their strategies for expansion. Ashoka works somewhat like a venture capital firm, seeking high returns from small but carefully targeted investments. But the returns it seeks are social, not financial: improvements in education, environmental protection, rural development, poverty alleviation, human rights, healthcare, care for disabled and care for children. Ashoka has a network of thousands of nominators worldwide who search their countries for people who are determined to effect great and beneficial social change. It has a rigorous search and selection process for identifying pattern-setting innovators at early stages in their careers. Bornstein, having set the scene with Drayton’s background and the early days of Ashoka’s development, goes on to present the examples of the lives of several ‘Ashoka fellows’ – social entrepreneurs who have been supported by this organisation. He emphasises that these entrepreneurs aren’t politicians or captains of industry; rather, they come from a variety of backgrounds. Some began as parents, others teachers, social workers, engineers and the like. He has crafted his book in a cyclical fashion; alternating chapters between a detailed account of an entrepreneur and then a zooming out – looking at the broader picture of social enterprise.
Humanitarians or saints?
This book is an analysis. Bornstein delves deeper than just to tell heart-warming stories of Ashoka fellows. He comments that although business entrepreneurs’ methods have been extensively studied, the methods employed by social entrepreneurs have not. These people have been cast as humanitarians or saints. He questions, “One can analyse an entrepreneur, but how does one analyse a saint?” Bornstein considers how they actually make the changes happen – analysing the strategies, the organisational characteristics and the personal qualities that explain the social entrepreneurs’ success. In the minibiographies, Bornstein details how they raised awareness of their causes, how they influenced local and national authorities to change government policy, how they eventually came to
deliver groundbreaking public services. He observed a trend whilst researching this book; social entrepreneurs have certain key characteristics – determination, vision, integrity, great persuasive powers and remarkable stamina.
From metro manager to visionary
Each entrepreneur’s story is fascinating, instructive and at times quite moving. Erzsebert Szekeres’ son Tibor has severe mental retardation. They live in Hungary where the state solution for the severely disabled was institutionalisation for life. “I knew it was up to me to create a place for my kid to live and work, a place for him in society” she said. Szekeres has gone far beyond the realisation of that dream, for over the last twenty years she has built a network of twenty-one centres across Hungary that provide vocational training, work opportunities and assisted living to more than 600 multiply disabled people. “Her facilities have shaken up the mental health and disability establishment and challenged the standard practices in her field.” Quite a story, for until that point her greatest career achievement had been to manage a metro station in Budapest. Bornstein describes the efforts of Fabio Rosa, an engineer who brought rural electrification to farmers in Brazil. The primary wealth in Palmeres was irrigated rice crop. Rosa discovered that the villagers had a problem; rice needs a lot of water to grow, but wealthy landowners owned most of the dams and they set the price of water high. He found that small-time farmers were paying up to a quarter of their production costs on water. “The light in my head went on. With cheap electricity, poor farmers could drop wells and irrigate their land.” Rosa brought them electricity – and consequently refrigeration, lights and computers became a reality – so in short he had brought them a future. Vera Cordeiro’s story is equally inspiring. She reformed healthcare in Brazil. Cordeiro founded ‘Rebirth: Association for Children’s Health’, a network of organisations that extend care to poor children after they are discharged from public hospitals, thus greatly reducing the number of readmissions into hospital shortly after their release.
Abounding with know-how
How to Change the World abounds with know-how. It showcases precious details of how social entrepreneurs have actually achieved success in their respective fields. It will also prove a valuable reference for those involved with delivering public services. Bornstein states, “one of the most important things that can be done to improve the state of the world is to build a framework of social and economic supports to multiply the number and effectiveness of the world’s social entrepreneurs”. After reading the accounts of the entrepreneurs in this book one would find it hard to disagree.
InTouch
No7 November/December 2004
9
Feature Enterprise
Inspiring project brings Town Hall to life
by Sarah Charters
D
odging builder’s tools, cables and clouds of dust, visiting the Town Hall of March, Cambridgeshire is more like visiting a building site than a wonderful example of early 20th Century architecture. But then this is a project in the making, and an inspirational one at that. So how did the idea for this massive regeneration come about? In order to answer this we need to go back to 1975. Government legislation then ruled that the assets of all small councils were to be assigned to the newly formed District Councils. Several years later, March Town Hall become a Court House under Cambs County Council (CCC) until the court system was centralised in 1998. In early 2000 when CCC considered selling the building, a local group of like-minded people got together to decide how it could best be preserved and utilised. Understanding the history behind the Town Hall and what happened 29 years ago, it was realised it wouldn’t be a safe option if the Town Council tried to buy it. So the March Civic Trust was formed to purchase the property and hold it in trust. The plan paid off when in August 2000, a local businessman and his wife (Peter and Joan Skoulding of Snowmountain Investments Ltd) stumped up the £80,000 to make the purchase. This gave ownership to the people of March and the green light to transform the tired 1900 building into a modern 21st Century facility. The aim is to create a multifunctional community centre, which will provide a number of resources for the public and businesses within the local area. As Clive Lemmon, vice chairman and project manager explained, “we want it to be a fully inclusive building for anything that anyone in the town needs”.
View of March Town Hall
The challenges of funding
The Trust is governed by a board of trustees, made up of eight local people, and their first job was to secure funding for the project. This however proved a tough task. The project had to be split into two phases in order maximize opportunity and accommodate how the funding streams were administered. EEDA originally guaranteed up to £110,000 for phase one which was match-funded by Objective Two ERDF Funding (European Structural Funds money specifically allocated to designated geographic areas), but this needed to be spent within a certain time frame. A Heritage Lottery Fund bid was also submitted, but this could not be processed in time to match up with the EEDA and ERDF monies. The Lottery bid was finally accepted in July of this year. Phase one had already begun and will complete later this year – this will now be followed directly by phase two. On top of the £116K European monies allocated for phase one
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No7 November/December 2004
Work in progress on the ground floor showing new arched windows, the tourist information and café
funding, up to £145,000 has been secured for phase two in addition to the Heritage Lottery fund of up to £187,000. Grant Aid was also received from WREN (Waste Recycling Environmental) who sponsored the lift for £25,000 (phase one), while support from March Town Council and Fenland District Council and other small grants have ensured the project’s completion. In addition to these challenges, the Trust also had to prove to HLF and Objective Two that they could achieve sustainability. Although a registered charity, as a social enterprise the project needs to generate a regular income. The ‘backbone’ and main
Feature Enterprise source of income will be the renting out of office space to a number of organisations, supplemented by the multifunctional facilities and services provided.
Focal point for local charities
Renting offices from the Trust will be local charities such as Age Concern, Fenland Volunteer Bureau and Healthy Homes Partnership. Fenland CVS (Community Volunteer Service), the umbrella organisation for over 100 local charities, has already moved into a suite, making the Town Hall a focal point for various community charity groups. Talking Newspaper for the Blind will be one of two tenants up in “the gods”, on the newly created third floor. Four times larger than the space currently occupied, the recording studio has specialist insulation to minimise unwanted noise while they are recording. Being in the roof also provides a physical separation from traffic and communal area noise. The Town Council will also be relocating their Left to right, Kit Owen (chairman of the March Civic Trust and Mayor) and Clive Lemmon offices to take up space on the ground floor. Creating (vice cairman of the March Civic Trust, project manager and Town Clerk to the Town Council). greater accessibility to the council, the welcoming Access to all environment should help encourage local people to call in and talk with staff. The architect has paid particular attention to making the Town All the offices have been designed with the necessary cabling, Hall a disabled friendly building, allowing access by the whole access points and clever use of space. These fully functional, community. It has a lift up to first floor, disabled toilets, ramps, smartly decorated rooms have everything a business needs. a hearing loop in the Community Room and every doorway is The old fashioned modern look painted so the frame is darker than the door, to aid the partially Being a Grade II listed building, the Trust wanted to sighted. sympathetically restore the exterior of the Town Hall by mirroring Passers-by may have considered this regeneration an its original design. When purchased, the utilitarian windows impossible task, but the hard work of March Civic Trust means were oblong in shape and of a size normally associated with a that the project is on target for completion by end of May /June house. The new glazing takes its form from the old shops which 2005. Then the outside will look as good as the inside. If I was 104 used to adorn the front of the building. These large arches echo years old, it would take more than 14 months to make me look the smaller windows above and the floor-to-ceiling frames allow good! March Civic Trust light to flood into the ground floor. Tel. 01354 653709 The Tourist Information office on the ground floor is being clemmon@marchtowncouncil.freeserve.co.uk upgraded with state-of-the-art technology. A web cam will be attached to the clock tower, and live images of the view will be displayed on a PC screen. Broadband internet access is planned so tourists can access on-line information as well as the traditional leaflets and brochures. Adjacent to the Tourist Information office will be a café area and brand new fitted kitchen. Formerly the holding cell for the old Court House, the kitchen will service the café and also cater for on-site meetings and functions. A fantastic facility for the local community, it will not only be a place for tourists to re fuel and residents to socialise, but also a focal point where local artists can display and sell their work. The ‘gallery’ will be operated by the Fen Visual Arts Collective (FVAC), who will also have an office within the Town Hall.
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Facilities with a social purpose
The largest room in the building will be the Community Room on the first floor. A facility which, once extended, will hold up to 120 people and be available for conferences, business training, arts events and private hire. To increase its capacity, a wall will be moved, a seating gallery added and flexible furniture used to cater for the variety of clients hiring the space. Off the Community Room will be a refreshment area with direct access to the kitchen via a dumb waiter, and a dressing room with toilets. A stage will be built with a control room for sound and lighting equipment. A screen will also be installed for business and training events, seminars and even a cinema club. With the nearest arts facility 12 miles away in Wisbech, the Trust has created a forum with the Arts Association and FVAC, so word is already spreading.
View of March Town Hall from the canal
InTouch
No7 November/December 2004
11
Focus on: Credit Unions by Andrew Saul
Dealing with debt While credit unions are very popular in other countries, less than one per cent of the UK population uses one. Readers of previous issues of In-Touch should be familiar with the benefits offered by credit unions, such as members being able to save as little or as much as they want, and being able to borrow small and large (up to £5,000 ) amounts. Members also receive free life assurance, equivalent to up to twice what they have saved up, and free loan life assurance. Credit unions can even open accounts for homeless people. Keith Presence of Rainbow said, “as long as people can demonstrate they are honest, reliable and able to pay, that’s all credit unions need to know. We don’t need to know their whole credit history,” If you were to borrow £100 from a credit union and pay in even instalments over one year, the interest would be less than £6.00. Compare that to the rates offered by banks and building societies. But there are other, less scrupulous,
credit companies, which charge interest rates of between 164% and 1,000%. The UK is one of the very few European countries which does not impose a cap on the amount of interest consumer credit companies can charge. A recent survey, Debt on our Doorstep, of three typical streets on the Meadowell estate on Tyneside, found that 85% of the households are paying nearly a third of their income to doorstep lenders, and similar problems exist in our region. All the credit unions I have spoken to agree that mounting debt is a major burden on individuals and families that needs to be tackled Credit unions are a good way of easing that burden. They offer an easy way to save, especially if you want to save small amounts regularly, and loans at a fair rate of interest, fixed by law at a maximum interest rate of 12.7% APR. Your money is safe, Credit Unions are regulated in exactly the same way as banks and building societies.
All in it together
One year on and going strong! O
ne of the newer credit unions in the eastern region is the Liberty Credit Union, which received its Financial Services Authority registration in March 2003, and commenced operations in September of that year. The CU is based in Essex, and open to those who live and work in the Romford and Havering areas. The union has a volunteer staff of twenty and one paid staff member, and hopes to employ more in the next six months. The volunteer workforce and the low rent for i premises in Romford keep its overheads l Its goal is to be self-sustaining in three to four years.
Swift growth
The union has grown fairly swiftly, having to date 300 members, with 20 collection points available to them. The CU made its first loans this year, lending about £50,000 in various amounts. The union’s assets are £85,000 in share balances. Working with some of the larger employers in the area, it plans, in the next year, to set up deductions from members’ payrolls to make saving easier. Reasons for saving vary from those on low incomes to people who share the union’s altruistic point of view.
Photograph was taken by East Thames Housing.
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From left to right, Ryszard Opasiak, President of Harlowsave; Marie Mendoza, Occasio House resident trained as a collector; Roy Parsons, Treasurer of Harlowsave; Herbert Kyazze, Occasio House resident trained as a collector; and Lorna Spenceley, Leader of Harlow Council
T
he Harlowsave Credit Union was formed by the amalgamation of the four credit unions which served Harlow. The largest of these was the Harlow District Council Employees Credit Union, which began life in 1980, as did the Harlow Communities Credit Union. The other two were the Harlow Co-operatives Credit Union and the Parndon Churches Credit Union. Because the individual
12 InTouch
unions didn’t share a common bond, the new CU had to define a new one. It chose a “live and work” in Harlow common bond.
Saving, borrowing and “a foot on the ladder”
Harlowsave has 806 members and £986,000 in assets. Its main collection point is at its office, where executive officer Kate Collins works with two part-
No7 November/December 2004
Liberty Credit Union Ltd. 7/9 Victoria Road, Essex. RM1 2JJ 01708 741899 libertycu@abcul.org
time administrators and two other parttime staff. The age range of savers goes from babies of a few months who have had accounts opened on their behalf to an 83 year old pensioner. The maximum loan they can give is about £10,000 above shares, and their largest loan to date was £15,900. Harlowsave have been working with Occasio House, a supported housing project for young people, to help residents into their own housing. Harlowsave has trained young people within the housing project to be collectors, offering them a chance to take the first steps into saving at the same time as they are finding their first home.
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Harlowsave 1 Adams House, Harlow, Essex. CM20 1BD 01279 451234 info@harlowsave.coop www.harlowsave.coop
Focus on: Credit Unions by Andrew Saul
Over the Rainbow
S
etting up a new credit union can be a daunting business, costing between tens and hundreds of thousands of pounds. An alternative is offered by Rainbow Saver Anglia Credit Union Limited (Rainbow) through their “hub and spoke” model. This allows people to set up a collection point in their local district without having to set up a completely new Credit Union. Rainbow currently covers Cambridgeshire, Norfolk, Suffolk, Essex as far South as the A 120, and has plans to expand to cover all the six counties of the eastern region. The CU has been going for six years with a common bond that members must live in the region, and be members of the Co-operative Group. Potential members can join Rainbow for three pounds, and a further one pound will get them into the Co-Op if not already a member. Rainbow hasn’t paid a dividend yet, but hopes to be able to soon. Rainbow is supported by Cambridge Housing Society, a very forward looking housing society which seeks to help their tenants with benefits, education, training and financial services to help those who need it find their way into employment, and improve the quality of their lives. “The housing society is interested in credit unions as part of a multifaceted solution to improve their lives,” credit union development worker Keith Presence told me. This progressive approach has won the housing society the iN business for neighbourhoods award, for which they were nominated by 60 residents of housing associations across the country beating competition from 300 other Housing Associations. “The key problems facing credit unions is recognition and delivery,” Keith told me, “also, there is a tendency for us to be seen as a second rate alternative to a bank. We are not. Credit Unions are regulated by the Financial Services Authority in exactly the same way as the banks and building societies and consequently are just as safe a place for your money. A recent Which? Report gave Credit
Unions an excellent rating, best of breed in some Keith Presence, credit union development cases, in comparison to other financial services worker at Cambridge Housing Society, says providers. Readers of previous issues of In-Touch should be that Credit unions form part of a multi-faceted familiar with the benefits offered by credit unions, strategy to improve the such as members being able to deposit as little or lives of CHS's residents. as much as they want, and being able to borrow small amounts. Members also receive life insurance, equivalent to up to twice what they have saved up. Credit unions can even open accounts for homeless people. Keith said, “ as long Keith Presence as people can demonstrate Cambridge Housing Society they are honest, reliable and 01223 713746 have the ability to pay, that’s all Rainbow Administration Centre credit unions need to know. We Unit 6 Maxwell Road, Woodston Peterborough. PE2 7HY don’t need to know their whole Tel: 01733 371760 credit history.”
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People are getting the idea! O
ne of the problems faced by credit unions in this country is that the very concept is not as clearly understood or known about as it is in other parts of the world. In the republic of Ireland, 50% of the population are members. In America, one in four are members. Even former US president John F. Kennedy is reported to have been a member of a credit union! Whilst living in Ireland before moving to Norfolk, Freda Sheehy was a member of a credit union. When she saw a meeting advertised about setting up one in the Norwich area, she attended. She was the only one who turned up! That was 12 years ago, and the union started was the Earlham Credit Union which has evolved
into the West Norwich Credit Union of which she is now the Treasurer.
Putting a credit union on the West Norfolk map
the Norwich area. Through the efforts of Freda and her colleagues, more people in West Norwich now know what a credit union is. Freda is also involved with the
A grant from the New Deal for Communities former US president John F. Kennedy is reported helped the West to have been a member of a credit union! Nor wich Credit Union employ what Freda describes as “one and a half Healthfirst Welfare Rights Project, which workers,” a Financial Services Support advises people on low incomes and Officer and a part-time Marketing Officer. benefits, and works very closely with the Apart from these two, all the other staff, credit union. including Freda, are volunteers. The West Norwich Credit Union Ltd. union’s catchment area is the whole of Norwich, Norfolk, NR5 8AD West Norwich and the “common bond” 01603 501301 is that members must live and work in
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InTouch
No7 November/December 2004
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Networks unlimited This section of InTouch is for you to promote and report on the activities of your organisation. Send news of staff changes, business developments and examples of smart thinking to Peter Durrant on 01223 262759 or send an email to humberstone@pop3.poptel.org.uk Firms share know-how A series of events throughout England will be staged to help businesses generate new ideas for neighbourhood renewal projects. Sponsored by the ODPM, the Business in the Community best practice events will give firms the chance to share their experience of engaging with communities. More on www. bitc.org.uk
Co-op Awareness Mainstream business advisers should be more aware of co-operatives and where they can find specialist support, say Co-operativesUK in Going it Together, a guide to co-operative options for employment and selfemployment. Further details from cooperatives-uk.coop/ development
CHS scoops prestigious award Cambridge Housing Society (CHS) wins the iNbiz awards’ top prize for the innovative range of financial services and skills opportunities it provides for its residents. A l l C H S re s i d e n t s a re offered education and training
opportunities, including free use of a laptop computer in their own home. CHS also o f f e r s f i n a n c i a l s er vices, such as affordable loans and enhanced saving accounts. Nigel Howlett, Chief Executive at CHS, said: “We are really pleased to have been recognised in these awards. We firmly believe in giving our residents opportunities to improve their quality of life.” Co n t a c t C H S o n 01223 713555 or visit www.inbiz.org/ awards/
Help sought for project on SMEs and older workers Dr Philip Taylor of the University of Cambridge’s Faculty of Social and Political Sciences is looking to recruit VC S o r g a n i s a t i o n s f o r a project he is heading up o n o l d e r w o rk e r s in the region. He particularly needs representatives from small to medium size enterprises i.e. under 250 people, with older workers i.e. over 50 years of age! The project aims to work with organisations to develop policies on the employment of older workers. If you’d like to find out more go to COVER’s
w e b s i t e w w w. c ov e r- e a s t . org/interact/documents/ word/850.doc.
COVER now moved into new offices COVER has now moved from its offices in Hadstock to larger accommodation in Little Chesterford, two miles north of Saffron Walden. T h e i r n e w a d d re s s i s : Eagle Stile, Rector y Farm Barns, Walden Road, Little C h e s t e r f o rd , C B 1 0 1 U D. Telephone: 01799 532880. Fax: 01799 532899. email: office@cover-east.org website: www.cover-east.org
Promote your training courses and jobs – free of charge ... ... on the sector’s own training and jobs website www. opportunities-east.co.uk
COVER free email newsletter O b t a i n C O V E R ’s n o n copyright and free Newsletter. To s u b s c r i b e c o n t a c t office@cover-east.org
Essex disabled people’s travel voucher scheme This travel voucher scheme is aimed at people with disabilities who live in the Essex area and are in receipt of a means tested benefit. It is a highly successful scheme which enables people to travel by the most appropriate method to any type of activity when needed. It involves over 100 partnership organisations including, community and public transport, bus, coach, rail and taxi companies.
Can you help develop the sector’s skills?
CHS wins the top award for the most outstanding contribution to the neighbourhoods in which it works in recognition of its New Horizon services.
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No7 November/December 2004
Do you know of work by a voluntary organisation or learning and skills council that could help develop the skills of voluntary sector staff or volunteers? Perhaps your own organisation has found practical ways to support the learning of their staff, board or volunteers? If so, Engage East Midlands wants to hear from you. Engage East Midlands and Jordan: Newbury Consultants have
been commissioned by NIACE (The National Institute of Adult Continuing Education) to research examples of practical ways to reduce the barriers to workforce development in the VCS. This work will be included in a national toolkit that will support the efforts of the LSC to work together with the sector. If you can help, contact Gemma McDonald at: gemmamcdonald@engageem.org.uk.
RAISER – email circular from Herts A free, monthly e-mail circular that aspires to be ‘cutting edge, sharp and to the point’. Produced as part of the Raising The Ceiling project which works with voluntary and community groups across Hertfordshire to help them develop financial security, communications skills, and sustainable working practices. Co-financed by the European Social Fund and Jobcentre Plus. Details from Chris Lee on 01442 867211 or chris. dcvs@classmail.co.uk Raiser will include: short pieces on themes like ‘from funding to finance’ and ‘getting ready for contracting’; regular items like FAQs – funding advice queries; the ‘raise phrase’ of the month; and ‘train to sustain’ – recommending the people, places and courses for quality learning across Hertfordshire.
Is your business accessible to people with disabilities? On 1st October 2004 the new amendments to the Disability Discrimination Act (DDA) will come into force. All businesses that provide services to the public must ensure their premises and services are accessible. This now includes organisations with fewer than 15 employees. Those who don’t comply could be liable to a fine. For more details go to http:// www.disability.gov.uk/news
Manage setting up a company and risk assessment Tw o n e w t i t l e s c a n b e downloaded from www.nicva.
Networks unlimited org/resources/publications/ index.asp?Page=1&searchTerm Text=No
Franchising social enterprise This is the specialism of Visa Versa Projects Ltd. They have produced a new self assessment tool for the prospective franchiser called ‘Business Idea Probe. For details see http:// www.viceversaprojects.co.uk/ index.html.
A new guide to accessing nongrant finance Just published by the Social Enterpr ise Coalition and called Unlocking the potential. Written for organisations that are considering social enterprise activities, it explains clearly what types of finance exist, how to determine what
products are appropriate for your organisation and how to source them. There are plenty of case-studies at every stage. The price is £10+p&p, http:// www.socialenterprise.org.uk/ Page.aspx?SP=1689.
Support available for fledgling social enterprise Tu r n i n g Bi g Id e a s i n t o Viable Social Enterprise is a report by Cardiff University, commissioned by Triodos b a n k . It c o n c l u d e s t h a t Government reorganisation of the bodies responsible for the social enterprise sector c o u l d re p re s e n t a h u g e missed opportunity, at a time when social enterprises are struggling to find the support they need to grow. Find links to the summary, and full report
Events
Free IT briefings for social enterprises in the East of England have been exploring the use of IT as a successful business tool, PC and server management, data and IT security, and back-up and recovery. The final one is on 3rd December. For more details go to www.exemplas.com/about/1910_12527.asp
In Cambridgeshire CRNE Learning Road Show at various locations through November Contact Ian 01842 754101 or office@crne.org.uk
In Hertfordshire 5 November – 10 December 2004 Weekly 10am – 4pm Campus West, Welwyn Garden City An accredited training course in public service interpreting organised by the Herts Interpreting and Translation Service. FREE for anyone working or living in Hertfordshire. Details from Ian McKenzie on 01442 867212 10 November 2004 10am – 4pm at the Fielder Centre, Hatfield Grants and Beyond is the theme for this year’s funding fair organised by HERN (Herts External Resources Network). Introductory workshops will cover fundraising skills, with more advanced sessions on contracts, loans and earned income. Funders will have stalls and give talks and, new this year, a question time session will follow lunch. The day is free, but advance booking is essential. Details (available soon) from carol.cain@hertscc.gov.uk
In Bedfordshire Strength in Partnership 2nd November at Bedford Corn Exchange, Bedford. Organised by Business Link for Bedfordshire and Luton, it aims to make existing social enterprises in the region, even more successful. Social Enterprise economy expansion in Luton 4th October 2004 Now it’s hoped yet more success will come from the launch of the county’s first ever social enterprise conference, which aims to attract more than 600 people. “This is the first event of its kind and we intend making it a very
at: www.triodos.co.uk/uk/ whats_new/latest_news/press_ releases/76762.
National Register of Business Support National social enterprise partnership GB Ltd has developed the register. It aims to make it easier to find a consultant or business adviser to help in the development, set up and support of social e n t e r p r i s e. G o t o w w w. socialenterprise.org.uk/ supportregister
Creating young social entrepreneurs ... is the aim of Changemakers, a programme run by Ashoka who are an international organisation promoting s o c i a l e n t re p re n e u r s h i p.
The scheme gives help and advice on how to promote youth participation, project management, facilitation of youth participation, how the media can get involved and how to involve young people in community development. Find details at http://www. changemakers.net/, and view Ashoka’s website at www. ashoka.org/home/index.cfm. For more on Ashoka see book review on page 9 in this issue: How to Change the World.
Acknowledgements:
We acknowledge with thanks the email newsletters of the following organisations for some of the content in this section: COVER, CRNE, NCVO.
successful day,’ said Robin Lawrence, Business Link’s Social Enterprise Business Adviser. For further information contact Deborah Croshaw 01908 423315 / 07958 582870 deborah@jardine-michelson.com
In Norfolk The Guild are continuing their current series of personal, business and idea development courses for social enterprises, sponsored by Business Link for Norfolk, through to January 2005 in various locations. Places are very limited so book early. Call 08457 218218
First national social enterprise conference The Social Enterprise Coalition is organising the first UK Conference for social enterprise. The event will be held on Tuesday 25 January 2005 at the Manchester International Convention Centre. This conference brings together key players with an interest in social enterprise. It will provide an opportunity to discuss the principle issues that will determine the future growth of the sector and a chance to share knowledge about some of the most innovative practical developments around the UK. This one-day event will: • Address key themes for the development of social enterprise and raise awareness of issues and how they can be tackled • Offer a full programme of workshops and fringe meetings with a wide range of speakers • Provide participants with learning and networking opportunities • Include an exhibition alongside the conference plenary and breakout sessions A full programme for the day is not available as InTouch goes to press, but in the meantime, you can register your interest in attending or exhibiting by emailing conference@socialenterprise. org.uk Information may be obtained soon from www.socialenterprise. org.uk
InTouch
No7 November/December 2004
15
Membership Services Social Enterprise in the East of England –
Owning the strategy B
y the time this issue of InTouch reaches you, hopefully you will have had the chance to participate in one of the many consultation events being held to develop a social enterprise strategy for the Eastern Region. Social Enterprise East of England (SEEE) is working with its partners and the sector to develop a strategy for social enterprise (SE) that will truly reflect the needs of the sector in the Eastern Region.
Strategy consultation and sub-regional partnerships
A key aim of the strategy is to bring together the wide-ranging requirements identified by the SE sector as a result of the Equal SSEER project. The strategy consultation, along with sub-regional network development, is being funded by the East of England Development Agency (EEDA) in response to feedback gathered from the sector over the last two years. The consultation phase of the strategy development will identify the key priorities for the SE sector in the region. These priorities will form By consulting the diverse range of social enterprises in the east of England, SEEE plans to develop a social enterprise strategy for the Eastern Region. the basis of a strategy for the SE sector that aims to put forward a vision for the next ten years. The strategic vision to SEEE’s role of supporting the exchange of ideas and best will contain key themes and targets for the sector and policy practice, and fostering inter-trading between social enterprises. making bodies to achieve jointly. Many of the targets will relate The funding from EEDA and Equal is being used to develop these to the support required by the sector to become self- sustaining networks and reach out at a very local level to ensure all social and not dependant upon the whim of Government. The main enterprises have the opportunity to make their voice heard. motivation for carrying out a consultation exercise is to ensure These networks will also give the opportunity to identify any the strategy meets the needs of the social enterprise sector – in wider-ranging issues that need to be reflected back to regional all its many forms – to make social enterprise is an integral and and national policymakers and funders, as well as becoming a essential part of the region’s economy. means for communicating forthcoming changes and initiatives The Equal project, SSEER, has supported a number of from regional and national bodies. development projects in each of the six counties, A few Who will own the strategy? examples include the creation of a social enterprise trading And the Working Groups? Once we have completed the strategy and procurement portal, a merger of four credit unions, a start consultation, we will look at the key themes that have emerged up guide to social enterprise, training for mainstream business and see how best they can be taken forward. As in SSEER, we advisors and, not least, the project has funded InTouch during expect to publicise all working group meetings in advance and its very successful first year. look forward to seeing participation from a wide cross-section A need for dissemination and mainstreaming to a of the membership. Everyone who has taken part in the strategy wider audience consultation should receive a copy of the draft summary and are As the development projects enter their final year, the activity further invited to attend a feedback event, where the key findings of SSEER needs to be disseminated and mainstreamed to a wider of the research will be presented.. audience. The vehicle for this is SEEE and the network is striving We should emphasise that the proposed strategy for social to achieve its longer term objectives to .achieve sustainability. enterprises in the East of England must be owned by the social A key outcome of the strategy development and consultation enterprise sector; it will be drawn up by the SEEE partnership exercise is to ensure that SEEE becomes the voice of social to reflect the consultation findings; identifying what social enterprise in the Eastern region, influencing policy decisions enterprises and their support organisations see as the key needs from the grass roots up and providing a mechanism to ensure of the sector. social enterprise is integrated into all the other major strategies From the wide ranging consultation exercise to the feedback being developed and impacting upon the region’s economy. event, the aim is to make the strategy an accurate reflection of As a formal structure, SEEE will become a company limited where social enterprise sees it self going, what it needs now and by guarantee, managed as a secondary cooperative, with classes in the future whilst Peter See, Development Manager of membership and the composition of the Board designed to developing activity Social Enterprise East of England reflect the many and various interests and participants that are t o s u p p o r t t h e Tel: 01727 813401 Mob: 07810 561495 peters@exemplas.com found in the social enterprise sector across the Region. sector in achieving www.socialenterprise-east.org.uk Sub-regional networks, typically county-wide, will be vital these goals. www.nearbuyou.co.uk
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16 InTouch
No7 November/December 2004