IN TOUCH WITH SOCIAL ENTERPRISE
a utumn 201 4 i ssue 40
TURNING the CORNER
T he magazine of Social Enterprise East of England
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Contents InTouch – Autumn 2014
P6
In the news
P9
SEEE Members market place
P10 The social economy is rising P12 Central England Co-operative P14 Social investment, the missing middle P16 Strategic collaboration in the third sector P18 Buy social P20 Social enterprise places P21 5 classic social media mistakes and how to avoid them P22 Men, mission and making money P24 Central England Co-operative P26 Innovation in Cambridgeshire P28 Helping hand for social enterprises P29 Trouble at the Co-op‌What can we learn P30 Wise tips on improving your media relationships P31 SEEE Members market place
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Welcome Welcome to the latest edition of ‘In Touch’, I hope you find it a useful and enjoyable read from which you can explore further. Issue 40 Autumn 2014
In Touch is published by Social Enterprise East of England (SEEE). Printed on recycled, FSC paper
Elaine McCorriston Members Service Development 07730130437 admin@seee.co.uk
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The broad social economy is reflected by articles featuring social enterprises, community interest companies and cooperatives and there are encouraging signs of government interest reported, with recent visits from Cabinet Minister Francis Maude and Civil Minister Books Newmark. Let us hope that political rhetoric around the importance of social enterprise is reflected in manifesto commitments and policy statements in the run up to the 2015 General election. Westminster should certainly be getting the message if the lobbying and campaigning of SEUK and the Social Economy Alliance are rewarded. The more we can all support and participate in the development of our sector the better. Practical action, such as the development of the social directory and the Social Saturday on 13th September are really good to see and hear. Education is a long term driver so it is good to see the social enterprise ‘boot camp’ hosted by Anglia Ruskin and SEEE was a great success, whilst the careers and training services at Realise Futures and the success of the SWARM apprenticeships are so encouraging to hear about. Social enterprises are fertile ground for innovation and the Over Stream Clean success is a great example. Great also to see Herts Community Meals nominated to the National Business Awards, showing that social enterprise can really get the offer, implementation and commercials aligned. Promoting your business through social media and the press receives attention from contributors Zoe Maar and Anne Wise respectively and with tight marketing budgets, doing things right in the arena of social media and PR can really add value. Peter Holbrook at SEUK highlights the achievement of a first social enterprise place [Plymouth], which is real recognition of the importance and sometimes unseen size of the social economy. Professor Thompson’s article on growth through merger and acquisition and the unique challenges that has for the sector points to the importance of commerciality and governance, thoughts echoed in my own contribution on the Co-operative Group and lessons we might take forward. My thanks go to Elaine McCorriston at SEEE for collation and editing and to Ian Henderson for design and production of ‘In Touch’ and also to our Sponsors, Anglia Ruskin University and Central England Co-operative.
John Chillcott SEEE Chair
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SEEE member news
Hertfordshire Community Meals Announced as National Business Awards Finalist Hertfordshire Community Meals has been shortlisted for the Social Enterprise of the Year Award for the 2014 National Business Awards. HCM delivers 500,000 meals and welfare checks every year and constantly develops new services to help improve the lives and support the independence of thousands of elderly, frail or disabled people in Hertfordshire.
6 CIC seeking placements, mentoring or volunteering opportunities… Community Interest Company Big Society Funding is leading a new programme called Inclusive Communities aimed at building skills and employability amongst economically inactive members of Black, Asian and Minority Ethnic (BAME) communities.
Going up against nine other organisations, they will compete for the prestigious award, with the winner being revealed at the National Business Awards gala dinner held on 11 November at Park Lane’s Grosvenor House Hotel in London. Katy Jones, Director, Financial Advisory & Capital, ClearlySo who was a shortlist judge for the category said: “Hertfordshire Community Meals provides valuable, and valued, support to its customers; creates opportunities for the ‘hard to employ’; and embodies its social purpose in all aspects of its operations. Its diversification into other services is a fantastic example of how innovation is not always technology-led.”
The programme aims to recruit and train 20 people from BAME communities to become board members, volunteers and paid staff in charities and public sector organisations in target areas. The training is free to all participants. If you work for a charity, social enterprise or public agency and can offer a placement, mentoring or volunteering opportunity, or have a board vacancy then they really want to hear from you. For more information, please visit: www.bigsocietyfunding.org
Sarah Wren, Chief Executive at Hertfordshire Community Meals commented: “We are absolutely delighted to have been shortlisted for the second year running for the Social Enterprise of the Year Award. It is a great honour to have the hard work of our fantastic and committed team recognised, and it provides us with the opportunity to spread the word about how innovative and passionate social businesses are helping to change the world. And we’re starting in Hertfordshire. ” For more information, please visit: www.hertscommunitymeals.co.uk or www.nationalbusinessawards.co.uk.
Volunteers wanted - Kindahappy Festival Kindahappy Festival being held at the Missing Sock on 11th October 2014. This is no ordinary festival! There will be music and camp fires but the festival has a twist. This is promotion of all people who are kind and a showcase of local charities and social enterprises that will be trading on the day while promoting and fundraising for their cause. Come and join the festival as a volunteer, visitor or vendor! Get in touch via face book page: Facebook.com/kindahappy or website: www.kindahappy.org
Social Enterprise Boot Camp Students from Anglia Ruskin University attended a packed two day Social Enterprise Boot Camp, organised by SEEE and held in the Belfry Hotel in Cambourne near Cambridge. All the students were winners of Social Entrepreneurship Awards from Anglia Ruskin (with funding from UnLtd and HEFCE), with grants between £500 and £1500 to run a project or hold an event with a positive social impact. From protecting infants’ teeth to planting and selling cut flowers, the students’ projects were as diverse as is customary in the social enterprise sector.
www.seee.co.uk
The Boot Camp host was Andy Brady, SEEE Director, and guest speakers included Zoe Amar (social media), Claire Routley (fundraising) and Naomi Barek from the charity Sky Badger who gave an inspirational talk on what it means to be a social entrepreneur. Delegates were exhausted but inspired after the event, and primed for action on their project. Interested in running a Social Enterprise Boot Camp in your area? Contact Elaine McCorriston from SEEE today: admin@seee.co.uk
Calling all co-operatives and ‘co-operators’ Co-operatives East is a membership organisation dedicated to promoting and enabling a thriving co-operative sector in the East. They have recently developed new branded materials and are promoting free membership of the organisation to co-operatives and ‘co-operators’ organisations or individuals who are supportive of the co-operative way of working. Their new Secretary, Sarah Kirkpatrick, is keen to hear from anyone interested in joining. More information on Co-operatives East and how to sign up for their monthly e-newsletter can be found on their website at www.cooperatives-east.coop or by contacting Sarah at contact@cooperatives-east.coop
Minister visits Leading Lives Minister for the Cabinet Office, Francis Maude has praised the role of new mutual organisations who are at the forefront of a new model for public service delivery. The Minister was speaking during a recent visit to social enterprise and employee owned co-operative, Leading Lives in Ipswich and was accompanied by MP for Ipswich, Ben Gummer. The minister was making the visit to see at first-hand how the organisation has progressed since divesting from Suffolk County Council. In particular, he was keen to understand more about Leading Lives structure as an employee owned enterprise. Leading Lives supports 1,200 adults with learning disabilities across Suffolk. For more information, please visit: www.leadinglives.org.uk
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An amazing Summer Gathering Congratulations! SEEE member Swarm Apprenticeships has secured a place on the Big Issue Invest social venturing programme.
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Can You Hear Us? C.I.C (CYHU) is dedicated to the needs of people affected by a rare degenerative illness called Neurofibromatosis Type 2 (NF2). Through its work, CYHU aims to reduce the effects of isolation and build resilience by supporting, empowering, and uniting people with the condition. In June CYHU hosted the second Social Gathering for people living with NF2 which, for a rare moment, enabled 31 individuals to come together and feel as though the world was designed for them. As participants summed up the weekend in the reflection session it was evident that, although the activities planned were great fun, the sense of togetherness established among those present was by far the most satisfying thing to happen. Since its inception CYHU has aimed to reduce the isolation of, and create a thriving community for, those living with NF2. The Summer Gathering certainly went some of the way to achieving this and we can definitely hope for greater success in the future! www.canyouhearus.co.uk
Swarm’s founder Robert Ashton will be working with Big Issue Invest, Barclays and other programme sponsors to grow Swarm as a social franchise. Swarm blends business apprenticeships with Growth Accelerator coaching so that bright young people can grow sustainable jobs with small businesses. A pilot group are 6 months into the programme and already making a difference to their employers’ organisations. Social enterprises in Norfolk and Suffolk can gain valuable business skills and an affordable pair of hands through Swarm. www.swarmapprentice.org.uk
New Care Team in Suffolk East Coast Community Healthcare’s first Out of Hospital Team (OOHT) began operating in April, revolutionising the way community and social care is provided in the Lowestoft area of Suffolk. The team is made up of community nurses, occupational therapists, physiotherapists, rehabilitation support workers and social workers. It operates 24/7 and aims to treat patients in their own homes. The OOHT works alongside a patient’s own GP to provide intensive, short term care. Patients are assessed within two hours of referral and, as well as carrying out nursing and rehabilitation, the team will organise any equipment the patient needs. They will also offer advice and support to family and carers. OOHT team manager Debbie Coe Said: “Our aim is to offer totally integrated care so patients don’t have to have multiple appointments and repeat the same information to several different clinicians. Evidence shows people recover better in the comfort and familiar surroundings of their own homes and we have already received some great results”. www.eastcoastch.co.uk
SEEE Members NOTICE BOARD se Inspire2Enterpri rprise.org www.inspire2ente
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THE SOCIAL ECO 10
When the Social Economy Alliance first formed in June 2013, it had just fifteen partners. Since then we have swelled in size, and our numbers are still rising. There are now 26 partners and more than 500 members - social enterprises, charities, think-tanks, and cooperatives among others collaborating to create a more social economy in the UK. Our goal is to work as one bold movement ahead of the 2015 general election. We aim to put people and society at the heart of the economy, to use business to address tough challenges that put a strain on communities, like fuel poverty and youth unemployment, and to encourage politicians to support Britain’s growing number of social enterprises and cooperatives. The journey that got our group to where it is today involved an intense period of policy development, to build our sector’s solutions to tough social problems the country is facing. Experts from the Alliance and supporters from the sector shared their thoughts during a 10-week consultation process. 70 big ideas emerged, from extended rights for community energy groups to L plates for social entrepreneurs, some of which were presented to a cross-party panel of politicians in April at the first parliamentary hearing of its kind for the social economy. Now the main political parties seem to be listening, and they are getting wise to the potential of our movement. Months of hard lobbying and some positive meetings with individuals working at the centre of the party machinery are paying off. There’s a strong possibility that we’ll achieve our goal and see our recommendations appear in the manifestos of all the main political parties. But the fight is by no means over. There is still a great deal to play for and a critical window remains to convince politicians to support the social economy. September is one of the busiest times in the political calendar. Party conference season kick-starts the final countdown to the general election next year. These political hootenannies are useful for the sector to create some noise and encourage politicians to support social economy policies backed by voters. The Social Economy Alliance will be out in force, representing social economy organisations on the ground in a number of roundtables and panel debates. These are open to anyone with a pass to the conferences, so please join us if you are attending.
ONOMY IS RISING 11
September also sees the Social Economy Alliance takeover Westminster tube station with a highimpact advertising campaign – a rare opportunity to get our message seen by politicians in the right place at the perfect time. The adverts will be crowdfunded by the sector, and will launch the Alliance’s own manifesto. As we turn the last corner before the general election, we need the whole sector to get behind the campaign. We need more social organisations and charities to unite and help turn the Alliance’s manifesto asks into a reality. Lobby your MP, arrange visits to social enterprises in your area and share the Alliance’s manifesto at every opportunity. There’s still time to contribute to the crowd-fund, too, or you can add your voice to ours by joining as a member. People-power is what our movement is built on and it is people-power that will get us heard. Join us and be part of the movement that puts the social economy at the centre of the next general election. Find out more at socialeconomyalliance.org.uk Follow @SocialEnt_UK and #socialeconomy for Twitter updates
Retail co-operative societies as we know them in the UK today are often a result of the merger of several local co-operatives over time. Central England Co-operative is no different. In fact, its most recent merger took place in December 2013 when it joined Midlands Co-operative Society and Anglia Regional Co-operative to form the independent society it is today. Central England Co-operative spans 16 counties from the heart of England, to its eastern shores and runs a diverse family of businesses with outlets including food retail, funeral services, floristry, and transport.
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As an ethical retailer, Corporate Responsibility forms the bedrock of the business strategy. The Corporate Responsibility strategy aims to empower people to help themselves. A recent Corporate Responsibility project reflected this value and saw Central England Co-operative help a local, Leicester-based charity create a range of jams and chutney. The charity, Saffron Lane Neighbourhood Council, partnered with Leicester College to engage students with learning difficulties. They helped to make the jam and chutney and gained valuable life skills, qualifications, increased confidence and a sense of pride in their work. With help from Central England Co-operative’s retail and marketing colleagues, the charity gained insight and knowledge into the steps involved in how to take a product from scratch to market completing processes including manufacturing, branding and packaging, and distribution. The end result is that the charity has now become a social enterprise in its own right, and is a supplier of Locally Sourced jams to Central England Co-operative stores in Leicestershire. Saffron Acres Strawberry Jam launched in time for the summer period and you can find them in stores now. The profits gained are used to fund the charity’s activities to help vulnerable groups in the area. You can find out more about them here: saffron.centralengland.coop.
This is just one example of Central England Co-operative’s work in the community. Other initiatives include: the Community Dividend, which gives 1% of its profits back to local good causes where it trades; and its corporate charity partnership with Newlife foundation for disabled children, which gives members and especially employees a chance
to do more than just their day to day duties. Employees can raise money for charity, in store or in their own time, and some have chosen to take on breathtaking challenges like the three peaks challenge and kayaking the length of River Thames. As a democratic society, we are run by our members. Customers have a chance to sign up to become a member of Central England Cooperative and in return, membership will give them a vote and a say in how the society is run, and an opportunity to gain a share of the profits each year. They’re also entitled to attend Members’ Meetings which are held twice a year, to receive updates on how Central England Co-operative is performing, meet other members, and enjoy some delicious Co-operative branded food. There will be 13 Interim Members’ Meetings held around the society’s trading area from 14th – 22nd October 2014. Another opportunity for members who want to get more involved is to join Central England Co-operative Board or Membership and Community Councils. In fact, the merger gave Central England Co-operative the opportunity to form a newly elected Board consisting of 12 Directors, as voted by members, three of which are employees. The society has been taking nominations for its Membership and Community Councils which will consist of 36 members; nine of these will be employees. The Councils will be split into three to represent the three regions of Central England Co-operative’s trading area. These important people are able to get to the heart of what is needed in their local community and will be able to provide crucial feedback that will help deliver initiatives that will really make a difference. For more information on how to join as a Central England Co-operative member; Members’ Meetings; member activities and more, visit www.members.coop.
The role of the Membership and Community Councils Officer, in alignment with our Society strategy, is to: • Make a change in their communities • Be the link between members, communities and Central England Co-operative • Be passionate about the area they live in • Have skills to contribute to their community • Spare some free time to make a difference
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Social Investment, the Missi Sarah Sharlott, CEO of Realise Futures and SEEE board member
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When staff within my teams approach me with ideas for new business opportunities, my first question is “How will this play with Mr Lyons at the Nat West”. Mr Lyons was my long suffering bank manager both when I was a student and when I had my first job. He was brilliant at asking the right, if awkward questions about how I was managing my money and what I might do with any money the bank lent to me. I think the same principle applies to would be social enterprise ventures. To secure finance for growth or even interim sustainability Social Enterprises have to think about what might play well with the mythical Mr Lyons but also what are their chances of actually securing finance even if they have a robust business model, a growth plan and even potential orders and contracts. What exists currently for SMEs within the social enterprise sector in particular but not exclusively is the reluctance of traditional lenders to take even the smallest of risks in lending money to a new or small enterprise. Thus many Small and Medium sized social enterprises find themselves caught in the missing middle, a now popular term which refers to the financing gap in emerging markets which places them above micro finance and below traditional institutional lending, i.e. Mr Lyons at the Nat West! Although everyone from the Governor of the Bank of England to the Prime Minister to Nobel Laureate Muhammad Yunus, recognise the value of such businesses to general economic growth especially in developing countries and in emerging markets, it is still
incredibly difficult to secure early or middle stage growth capital. Essentially this means there is a gap in available capital and SME Venture Funds serving SMEs. Consequently the ‘Missing Middle’ has a big influence on the ability of social business ventures to increase their commercial aims, and deepen the positive social and environmental benefits, and is one of the main issues that key players within impact investment and global financial institutions are working to solve. But the process is slow and this is now being recognised by organisations such as Big Society Capital and The Big Lottery which is finally addressing the role it can play in supporting Small and Medium social enterprises to scale up and deliver social impact. The Big Lottery have traditionally shied away from supporting anything with company in its title, hence the lack of support for social enterprises especially those whose legal model is a CIC. So their willingness to recognise the investment potential in the social enterprise (SME) sector is to be welcomed. The next step is to help them take the plunge and begin investing in social enterprise ventures. Where investment is available, it is often the case that the rate of return expected on the investment will be much higher. It is regularly reported that social finance organisations often offer rates of return on any lending they offer which is at a much higher interest rate than some of the high street banks. Some financing organisations will want to exert a substantial level of influence on the board of the organisation into which they are investing. Sometimes this in effect challenges the business
“How will this play with Mr Lyons at the Nat West”
ng Middle model of the organisation and seeks almost to repurpose the organisation. I have always been clear that in return for investment, I will not take the social out of our enterprise and nor will I offer up my first born as collateral for any investment funding we receive. Don’t misunderstand me Mr Lyons taught me well, I know that as a business we have to be clear about how we will pay back the investment we have benefitted from. However I would like some consistency in the application of good practice on securing a return and recognition that social investors really do understand the potential social as well as economic impacts of the organisations into which they are investing. Therefore for Social Enterprise SMEs, patient capital is essential, reasonably priced overdraft facilities and support to underwrite cash flow will be critical to helping an organisation begin to deliver on a new contract it has secured.
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The Current Situation Social investment is a growing financial market. It’s already worth £160m a year. It exists to help social enterprises raise capital that they might find difficult to secure from traditional investment sources, and help investors find organisations that deliver a social as well as a financial return. Recently Social Enterprise UK has helpfully pulled together all the sources of funding for social enterprises to access and has listed the support organisations such as intermediaries who can help in putting investment proposals together. These resources can be found online at: socialenterprise.org.uk/policy-campaigns/ policy/social-investment/social-investmentresources
Strategic Collaboration in the Third Sector
‘Mergers’ in the Third Sector are one example, maybe the most obvious example, of strategic collaboration. They can be friendly, positive, and an ideal platform for growth, but there is sometimes a perception that they imply failure by one organisation and a subsequent hostile takeover by another. Both can be true, but often the negative perception prevails. Our arguments in their favour are not new, but when some charities and social enterprises are struggling, and greater collaboration can be a very sensible option, they are worth making again. As with most strategies, the secret lies in implementation.
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+ About the Author John Thompson is Professor of Social Entrepreneurship at Anglia Ruskin University, where he works with the Third Sector Futures Group. He has written a number of books and papers on both strategy and entrepreneurship; and he received the Queen’s Award for Enterprise Promotion in 2009. He has also been a Visiting Professor in Australia, New Zealand and Finland.
Age UK came about when two quite different charities that both worked with older people, Age Concern and Help the Aged, merged five years ago. The resultant structure is complex. The national charity campaigns, raises funds and sells commercial services such as insurance; whereas local Age UK’s offer services (from assistance at home to day care centres) whilst providing information and advice. These local charities sign up as independent brand partners; they are not owned by the national charity. They have their own employees, trustees and volunteers. Age UK charity shops are sometimes locally owned and sometimes nationally owned. Maximising the benefits for all involved from this form of collaboration is no easy task. Comic Relief (with Sports Relief), helped by celebrity supporters and television exposure, has become a very powerful charity, able to award around £75 million in grants every year. Grants typically go to other charities, who apply against strictly defined priorities and guidelines. But Comic Relief has also found it beneficial to partner with other charities who, in effect, act as outsource agencies to disperse funds for it. Some Community Foundations, with detailed insight into local needs, have benefited from this type of collaboration. Such partnering is a win-win strategy. In today’s turbulent and uncertain world, where only the fittest thrive, we at Anglia Ruskin believe collaboration is a strategic
option the Third Sector must take seriously – it is as much a potential growth opportunity as it is about survival. The new and entrepreneurial charity, Help the Heroes, has grown rapidly in the last few years to become the third largest in its sector. Some commentators think the leading two, the British Legion and SSAFA, could now benefit from merging their resources to become leaner, more proactive and more dynamic. Collaborations can help create critical mass and thus save costs, pool experience and improve reach and competitiveness. Some contracting organisations do not believe small social enterprises are sufficiently robust and prefer to deal with larger businesses, for example. In a larger organisation staff can specialise more and develop real expertise. And there is increased potential for greater
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= visibility. At the same time, though, some jobs might be lost. Managers and trustees, then, have good reason to be wary of getting collaboration wrong. The Co-op Bank, high profile because of its ethical banking stance, acquired the Britannia Building Society in 2009, but this led to hidden capital exposure problems; a subsequent plan to buy a number of high street branches from Lloyds Bank had to be abandoned in 2013. When this was coupled with corporate governance and leadership issues (with these partly linked to the size and complexity of the business) the partial breaking up of the diverse Co-op Group (with its small supermarkets, pharmacies and funeral homes as well as the bank) became a distinct possibility. It is also clear that promised improvements do not always come about, or happen quickly enough to deliver the expected return. Implementation problems are to some extent understandable. Much that ideally needs to be known cannot be known until after a merger has gone through. Activities and financial details should be clear; but the real power battles and cultural differences only emerge later – and they are key deciding factors in the ultimate outcome. Charity leaders and trustees may simply not agree on the best way forward; our research in the East of England confirms that some trustees feel they are abandoning the original charity if they agree to its merger with another, even though the benefits are potentially significant. Emotional ties to the past can be a barrier, as can the need for due diligence and the potential costs of essential professional expertise. In the end, the decision will depend on people and their judgement. Being clear on the situational realities, establishing realistic priorities and keeping an open mind on both options and opportunities – in other words, wearing a strategic hat and blending logic with passion - are major challenges for many in the Third Sector. It is tricky but important - and it matters.
Social Enterprise UK’s Buy More and more private businesses are now looking to procure from social enterprises. Their reasons for doing so are as diverse as their businesses, however there have been a few key drivers.
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First is a commitment amongst businesses to doing things differently – why create expensive CSR programmes that distract from core business when you can potentially achieve much greater social impact through simply procuring differently?
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Secondly, there has also been an increasing realisation that businesses are only as strong as the communities and society they represent. This view has been espoused by academics such as Michael Porter (on shared value) and influential business leaders such as Paul Polman, Chief Executive of Unilever, who has talked about how “most businesses think how they can use society and the environment to be successful, while we think about how we can contribute to society and be successful.”
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Thirdly, the Social Value Act has accelerated this process for public sector-facing businesses – what better way to demonstrate your social value than by showing the number of social enterprises who will be part of your supply chain in a successful bid? The potential for social enterprises themselves is clearly huge – at a fundamental level, procurement budgets dwarf CSR budgets and so
the potential spend on the sector is greatly increased, and there is clearly an increasing appetite from large businesses to engage. These large businesses do put out large contracts, however, which is a major barrier: the size of contract is beyond the reach of most in the sector. Whatever the business, from telecoms to banking to construction, Social Enterprise UK’s business team has been working with Heads of Procurement and commissioners to help them find ways to procure from social enterprises. As a route in, we have strongly encouraged corporate partners to look at their “discrete spend” i.e. areas not covered by centralised procurement such as away days, events and corporate gifts or spend below central procurement regulations. Success in these areas can be critical to establishing confidence that buying from social enterprises can be the same as buying from any other supplier. Furthermore, where size of contract is a barrier there is the potential to exert pressure on tier 1 suppliers to change their procurement practices on smaller contracts creating a ripple effect through the private sector. Where central procurement may not be able to achieve much directly, their ability to lean on the large and varied supply chains of, for example, their facilities management supplier, is huge.
y Social Campaign So what can social enterprises do to help themselves to win more business? Here are some top tips from our work on supply chains: 1. Say you’re a social enterprise Many buyers are specifically looking for social enterprise suppliers. So, make it clear in your communications that you are one, by talking about being one and/or demonstrating your status through memberships/accreditations. 2. Say what you do as a business It is essential that you’re clear on what you can deliver as a business – what services you offer, what your track record is, the geographical area you cover. 3. Be competitive If you cannot compete on quality and price you won’t win business – this isn’t charity. Understand the market you’re operating in and benchmark your pricing accordingly. Most buyers will be willing to help with this/give feedback. 4. Deliver! Many buyers’ unfortunately still view social enterprises with some suspicion in terms of their capacity to deliver. So, providing an excellent service that makes the social aspect of what you do an added bonus is the best way to guarantee this.
SEUK have, in partnership with the Cabinet Office, City of London Corporation and Aspire Group recently launched the Buy Social Directory (www.buysocialdirectory.org.uk). This is the largest procurement directory of its kind, with over 10,000 records. All partners will be working hard to encourage buyers to use the site, so please make sure you’re registered to maximise your opportunities. Finally, if you have a great example of work with big business, please tell us about it – the more examples and case studies the easier it is to make the case to others. You can see some existing examples in our Buy Social Guide. Visit www.socialenterprise.org.uk for more information.
19 The UK’s first Social Saturday takes place on 13 September. The day is designed to boost the number of people buying from Britain’s consumer facing social enterprises. A new website (www. socialsaturday.org.uk) showcases 50 social enterprises (with room for more) and will feature news and events as teams and organisations gear up to promote their social enterprises on, or ahead of, the day. Downloadable materials are available for social enterprises, such as tips for how to make the most of the day. Local councils are being invited to get involved and help rally groups and communities to get people through the doors of social enterprises within towns, cities and villages up and down the country.
Social Enterprise Places
Peter Holbrook, Chief Executive of Social Enterprise UK offers an overview of this new social enterprise status. At first glance, Alston Moor seems like any other English market town. It has a quiet village green, a small post office and bunting strewn from its stone cottages. But look closer and you’ll find one of Britain’s trailblazer’s in social innovation. Last year I travelled to Alston Moor in Cumbria to declare it the UK’s first Social Enterprise Place. The title recognised the town’s huge number of social enterprises: one per 55 households. Its broadband provider, bakery, local museum, and transport services are all run as social enterprises. They contribute an enormous amount to the local community, turn over £1.5m and employ around 50 people. But most importantly, they’ve helped address the town’s history of social and economic struggles. Since then, seven more areas across the UK have been recognised as Social Enterprise Places. This is part of a programme, coined by Social Enterprise Solutions and now led by SEUK, to identify areas as hot spots of social enterprise activity. Soon, more of Britain’s major cities and regions will announce themselves as Social Enterprise Places. The scheme has heavy weight backing from Santander, who are keen to grow the sector at a local level. At the heart of the programme are some important goals. We hope to build new markets for social enterprises within those areas, encourage trade between social enterprise businesses, charities and local government, and raise awareness of local social enterprises among consumers. Since the pilot began in June 2013, the programme has already bolstered the sector. In Plymouth, the City Council recently launched a social enterprise investment fund worth £500,000 to help social enterprises start-up and develop. The places programme comes at a critical time. Despite improved economic growth, Britain’s recovery is slow and inequality remains widespread. Austerity still threatens to dismantle communities and the amenities they rely upon. In many areas, communities will have to rely on their own resilience to survive. Enterprising communities can achieve a great deal in times of hardship; Alston Moor’s is proof of that - its commitment to social enterprise was born out of a need to survive following the closure of local mines and the area’s main employer. People are using social enterprise as a way to take control in tough times. If you feel your area should be recognised for its social enterprise movement, come forward and apply for the Social Enterprise Places status. Find out more at: socialenterprise.org.uk/socialenterprise-places
Follow @SocialEnt_UK for Twitter updates
5 cl a s s i c s o c ia l me dia mi s t a ke s a nd how t o a vo id t h e m Is your organisation on social media? Chances are you’re already using it and have been for a while, or you may just be getting started with it. Whilst social media has been widely adopted by nonprofits, it can sometimes go wrong. In my experience as a consultant, there are 5 mistakes which many organisations are still making with social media. If you can avoid them then you’ll be on your way to long lasting success.
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Using it to broadcast. Remember that social media is not just about telling people what your corporate messages are. It should also be used to listen to your audience, and for sharing content from other people which is relevant to your audience, and to you. A good rule of thumb is to follow the rule of thirds- one third is your messages, another third is for talking directly to your audience (e.g. starting conversations or replying to queries) and the final third is for sharing relevant content that isn’t yours such as a link to an article.
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Assuming you can control it. Cancer Research UK’s groundbreaking #nomakeupselfie campaign, which raised over £8 million, was started by someone in their audience. If they hadn’t been using social media to listen to what people were saying about their brand then the campaign would never have taken off. Yes, you can influence what people are saying about you online, but accept that you will never be able to control this. As a backup plan, make sure your team know what to do in a crisis.
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Not having a strategy. Your social media strategy should support your organisation’s goals. In turn, you should have clear ideas for what you are trying to achieve from it. Otherwise you won’t maximise your return on investment from the time you’re investing in Twitter and Facebook.
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Not measuring results. See above. Decide what you want to achieve from your social media channels and then track it. There are lots of free tools to help you, from Hootsuite to Tweetreach.
Using content to engage and show thought leadership. There are some brilliant opportunities to use social media to start conversations with audience by showcasing your expertise. Sharing content, whether its blogs, articles or videos will work well for this- and they don’t even have to be yours. The Joseph Rowntree Foundation is a great example of a nonprofit who’ve made themselves into a hub of useful ideas on Twitter. Follow this advice and you’ll be social media savvy. Zoe Amar is founder and director of Zoe Amar Communications, a specialist nonprofit marketing and digital communications consultancy www.zoeamar.com She tweets @zoeamar
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Men, mission and making money There are over 1,000 Men’s Sheds in Australia and 200 in Ireland. The UK has some way to go to catch up, but the current figure of 140 planned or existing Sheds is expected to increase dramatically over the next 12 months. Below Chris Lee, founder of Hertfordshire’s first Shed, assesses the role of entrepreneurship in the UK’s Men’s Sheds.
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Men’s Sheds are about bringing older men together to stay healthier for longer by making, mending and learning. When faced by lifechanging experiences such as bereavement, unemployment, retirement, divorce, estrangement from family, or moving to a new home, older men can feel disconnected and dislocated, particularly when their identify has been tied up with their working lives. Compared with women, men in later life are at greater risk of loneliness which, across all ages, has a negative health impact equivalent to smoking 15 cigarettes a day. Sheds are a vehicle to connect older men to like-minded people and the wider community. How they do this varies greatly; there is no typical Shed. Each aims to harness the resources of the particular locality to meet the specific needs of the men within it. Just as Channel 4 TV’s ‘Shed of the Year’ awards stretched the definition of a shed, so too does the Men’s Shed movement. ‘Sheds’ in the East of England include a former mortuary in Maldon, space in a community arts centre in Bedford, and a church building in Ipswich. Our Shed in Hemel Hempstead – The Repair Shed - occupies part of a warehouse at the Hemel Food Garden – a horticultural social enterprise run by charity Sunnyside Rural Trust which works with learning-disabled adults to grow bedding plants under contract to Dacorum Borough Council. We aspire to be financially self-sufficient through selling goods and services, betraying my longstanding passion for social enterprise as a potentially sustainable route for Sheds generally, and ours in particular. Making, mending and learning are three broad areas we’ve identified for income-generation. With a strong environmental emphasis on waste prevention, we plan to turn reclaimed materials into functional items such as furniture made from old wooden pallets. A paid-for repair service will run alongside free community repair events at which owners learn how to fix their broken items themselves. A recent community repair day also included a female Repair Shed member
Chris Lee, Repair Shed
(our group are predominantly, but not exclusively, male) up-cycling an old pair of jeans into a tool belt. More formal learning by and for Repair Shed members – in repair, re-use and DIY skills – will be developed into paid-for training courses and oneoff workshops for the wider community. The idea of income-generation and running a Shed as a business doesn’t appeal to all Sheds. Some Shed members like the continuity of structure, targets and plans – tapping into their commercial skills and experience – particularly when seeking to get back into employment. Others come to a Shed to get away from the stress of a business-oriented environment as Andy Wood, who helped set up the Norwich Men’s Shed, explains: “Making things to sell or offering paid-for services will be part of our business plan, but we are aware that this may cause pressure on participants to produce, which, in our view, would defeat the purpose of the project”. That said, most Sheds do make things – whether for sale or for the pure satisfaction of being creative. Bird and bug boxes are the bread and butter of many Sheds – easy to make, great gifts for all ages in kit form or made-up, and a ‘nice little earner’ as Del Boy might say. At the new Maldon Shed it’s early days, but Bob Adams reports: “We have already been commissioned to make bird & bat boxes by Essex Wildlife Trust, and a few local pubs have asked us to make some flower troughs.” When the Men’s Shed in Aylesbury started, the group used bird box making as a team-building activity, making 75 in the weeks before Christmas and selling two thirds of them on a market stall before the festivities began. The challenge of balancing ‘social’ and ‘enterprise’ activity, recognised by many social enterprises, is well illustrated by the recent bird box experience of another Buckinghamshire Men’s Shed, in Milton Keynes. A commission to make 150 bird boxes looks like good business but, for men not paid to join a production line, the loss of creativity that comes with making even 10 boxes can turn a hobby into a chore. Back at The Repair Shed in Hertfordshire, like many would-be social enterprises, our big challenge is to achieve that ‘triple bottom line’ – meeting social and environmental objectives, with profit fueling the journey without it being either the ultimate destination or the primary measure of success. Whether we can become financially self-sustaining through trading is as yet unknown – we only launched in June - but finding out is going to be exciting.
Links to further information: The Repair Shed http://enterpriseessentials.wordpress.com/the-repair-shed Men in Sheds Bedford www.meninshedsbedford.org.uk Norwich Men’s Shed http://menscraft.org.uk The Maldon Shed www.maldoncvs.org.uk/theshed.html All Hallows Shed, Ipswich http://allhallowsshed.wordpress.com/ UK Mens Sheds Association www.ukmsa.org.uk Men’s Shed - BBC Breakfast TV www.youtube.com/watch?v=2PftugQNkPQ& feature=youtu.be
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POPULATION
Our population is growing: by 2033 the English population is projected to grow by over seven million to reach 60.1 million. In 20 years from now, the age structure will be different too: 23% of the population will be over 65, compared to 16% in 2010. The proportion under the age of 16 will fall and the country will be increasing ethnically diverse—a fifth could be from a background other than white by 2023, against 8% in 2001. On top of this we are living through a period of extraordinary change driven by shifting global economic and political forces, a digital revolution progressing at an unheard-of rate, and a genuine reframing of the relationship between consumers and providers. If we were unhappy with a service 20 years ago, we might have written to the company. Today, we tweet the CEO of the provider—phone company, local council or charity— and expect an immediate response. The
CHANGE
combination of population change and technological and societal upheaval could have key impacts both on individual charities and across the voluntary, community and social enterprise sector in coming years and the Commission on the Voluntary Sector and Ageing is trying to get the sector to start planning its response now.
New Philanthropy Capital (NPC), in partnership with International Longevity Centre – UK (ILC-UK), established the Commission on the Voluntary Sector & Ageing (www.voluntarysectorageing. org) in October 2013 to put the profound demographic changes we face firmly on the agenda of the voluntary sector. Focusing on England, the Commission provides long-term and strategic thinking about how the sector can best prepare for and adapt to an ageing society over the next 20 years. In April, we published Age of Opportunity, a discussion paper, putting forward a series of potential scenarios the voluntary sector could face in 20 years time over a number of areas – looking at the sector’s role in society; health and
wellbeing; technology and data; contributions of time; staffing and funding the sector; giving the sector the opportunity to consider those potential futures and plan for how they could need to prepare and respond.
course important issues and will have an impact on the voluntary sector, particularly in relation to the work it undertakes, but we need to ensure that the fear of a ‘ticking time bomb’ over health, social care and pensions does
AGEING We asked the sector a series of questions:
not become the only discourse around our ageing population.
• In the context of an ageing society, what will the voluntary sector look like in 20 years’ time? • How will change have an impact on the beneficiaries we work with? • What will it mean for our workforce, and our volunteering and fundraising strategies? • And how will these changes affect the voluntary sector itself?
Looking ahead 20 years, we will see a very different world, with a population of older people who have different demands from todays’ older people. For instance, we could see very different advice needs for an older population provided by the voluntary sector. Recent changes to pensions and annuities could lead to a role for the sector beyond the traditional advice areas of benefits and debt, providing trusted advice and support to people for their financial planning in later life, as well as in relation to their health and care needs. But what is critical, is ensuring that the voluntary sector is preparing for these changes and has started to future proof itself now.
An ageing society is too often perceived as a burden, a time bomb even, and yet we should look at the opportunities that this older, mostly healthier, population brings. We should not see new generations hitting 65 in the same light as those in the past. In fact, large numbers of people over 65 are not only healthy and independent, but are also actively contributing to society in a variety of ways—they are certainly not a ‘problem’. In terms of lifestyle and expectations, ‘65 really is the new 50’. Much of the debate about ageing focuses on health, social care and pensions. These are of
For more information about the Commission, contact Susie Rabin, Project Manager susie.rabin@ thinknpc.org, phone 020 7620 4893 or visit our website at www.voluntarysectorageing.org
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New Minister Brooks Newman on fact-finding visit to 26 Cambridge Just 48 hours after his appointment in mid July the new Civil Society Minister Brooks Newmark MP visited Cambridge to see for himself what is being achieved by two of the LEP Prize Challenge winners: Future Business and Wintercomfort for the homeless, and learn more about the work of the Voluntary, Community & Social Enterprise sector in the region. Both organisations have made great strides in just six months in supporting disadvantaged people in becoming job-ready and gaining employment. Seven prizes of £30,000 were awarded to a total of seven VCSE organisations in December 2013 each to improve the skills of those who are experiencing multiple challenges to access sustainable employment. This includes Axiom Crossroads Care; CHS Group; Cross Keys Homes; Groundwork; Living Sport; alongside Future Business and Wintercomfort. Later this year three of the most successful projects will then have an opportunity of being awarded an additional £50,000 of funding each to develop their work further. A second round of the LEP Prize Challenge is then anticipated to be launched. The Prize Challenge, worth £1m over two years and funded by the Greater Cambridge Greater Peterborough LEP, is managed by Cambridgeshire Community Foundation, with capacity-building and facilitation support provided by Big Society Funding CIC
Service users from a Cambridge homelessness charity are at the heart of Overstream Clean, an innovative social enterprise that promises to deliver positive social and environmental benefits to the city. Overstream Clean provides a cleaning service with a difference: the team get around the city
on fully equipped cargo bicycles. It’s the latest social enterprise launched by parent charity ‘Wintercomfort for the homeless’, based at Overstream House in Cambridge. Wintercomfort already run a successful community cafe and buffet social enterprise under their Food4Food banner. Describing how the concept for Overstream Clean evolved, Wintercomfort’s Social Enterprise Manager Rachel Newell says, “At our regular service user forums, we explore ways we can offer the skills and experiences for getting a job. Many people said that they want a job where they can be out and about, and they liked the idea of setting up a cleaning business as a social enterprise. Most of our service users can’t drive, so we hit on the idea of using pedal power to get around. It’s a perfect fit for Cambridge, the UK’s cycling capital. Our branded bikes turn heads, beat the traffic and don’t pollute.” An award from the Local Enterprise Partnership Prize Challenge Fund enabled Wintercomfort to get Overstream Clean started. A supervisor has been recruited, and two cargo bikes, cleaning and gardening equipment purchased. The numbers moving from Overstream Clean into employment will be one indication of its success. Of equal value to individuals and to overstretched local services, are the ‘soft outcomes’ that the scheme will deliver: improved self-esteem, fewer visits to healthcare services, less re-offending and a reduced level of alcohol and drug misuse. More details at www.overstreamclean.co.uk
First Social Incubator East ventures announced! The first ventures selected to join a new programme in our region have been announced. Social Incubator East supports social ventures to grow by providing world class training, plus 12 months of ongoing regular business advice and coaching, free shared workspace and support to access loan finance. Belinda Bell, Program Director explains, ‘Our first cohort includes ventures tackling all kinds of social issues and in a range of sectors from training to job sharing, telecommunications to genomics. They are looking to create ambitious social change, for instance though disrupting financial systems, and improving mental health. We’re hugely excited to have recruited such an amazing group of entrepreneurs.’ The launch day for the cohort included a visit from
minister for Civil Society, Brooks Newmark MP who was himself on his first day in the job. He chatted with the cohort about his own experience of business and listened eagerly to some of the entrepreneurs describe their ventures. The cohort also received training from Cambridge Judge Business School and will receive more over the year ahead. Social Incubator East is looking to find more social ventures from across the region to join the next cohort. The application process begins by attending a Social Venture Weekend at Cambridge Judge Business School on 10th-12th October 2014. You can register for this and apply to join the cohort at www.socialincubatoreast.org.uk Social Incubator East is a programme from Allia in partnership with Cambridge Judge Business School, Foundation East and Keystone Development Trust and funded by the Cabinet Office and delivered by the Big Lottery Fund.
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Raising Fin ance just g Pilot Fish n ot easier ow offer a fu broking se rvice. With ll commercial financ commercia e direct acc ess to over l lenders a nd a wide 200 ready to su range of p roducts available fo pport business grow th r property or asset pu . Finance is capital, bu rcha Richard Jo siness growth and a ses, working cquisition. nes, MD exp offered spe lains. “We cialist adv h ice to Socia ave always how to imp l Enterprise rove their c s on ash and beco me investm flow, financial plann in ent ready. excited tha We are very g help anyo t we can go one ste ne ne p further a nd possible fro eding finance get th e best dea m our exte n l si v e lending pa www.pilotfi nel.” shpartners hip.co.uk
Trouble at the Co-op... What can we learn? John Chillcott, Former CEO of ARCS, Chair of SEEE and board member of Co-operatives UK The well published troubles of the Co-operative Group over the past year have been detrimental to the perception of the Co-operative business model and the credibility of the co-operative sector. Those working in a co-operative will be familiar with the public perception that they work for ‘the’ co-operative and that many people think of it as one broad national organisation. It is an understandable perception and the co-operative Group does provide elements of support and shared services to other co-ops and champions the co-operative model and its values and principles. Whilst the Co-operative Group renews its governance and restructures the business on a reduced scale it is vital that the Co-operative sector as a whole takes responsibility for the support and development of cooperatives and champions the values and principles and the business model. Co-operativesUK, the membership organisation for co-operatives, has a vital role to play by encouraging all co-
operatives to participate in the support and development of co-operation and the broader 3 rd sector economy. I think that the way that the Cooperative group has developed over many years, including the relationship with other Co-ops offers some important lessons for social enterprises. Social enterprises should take an active part in the support and development of the Social enterprise and broader 3rd sector economy. SEEE and SEUK are united in that mission. Social enterprises should take a commercial approach, build on success and avoid dependency or over reliance on a third party. Work collaboratively where appropriate, accept support and help when needed but remain committed to developing resilience and independence as a business.
Good governance is just as crucial as good management. The co-operative Group’s [and more specifically the Bank’s] governance is the subject of several external enquires but the internal enquiry conducted has been scathing of the board’s failure to govern effectively as well as highlighting the Executive’s failings. The Co-operative movement will undoubtedly move forward from the recent troubles and out of the adversity, positive changes and development of the model will emerge. There are some great success stories amongst the thousands of co-ops in the UK. Fulfilling the ambition that Cooperative and social enterprise models fulfil a growing role in the growth of the economy will necessitate that we adhere to sound commercial management and governance.
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Wise Tips from Wise Communications Anne Wise of Wise Communications offers some tips on improving your media relationships. As a growing sector, there’s no doubt that social enterprises have interesting and relevant stories to tell. The media offers you a great opportunity to spread the message about the role and benefits you have in your local communities, and further afield, in a cost effective way. You don’t have to make a major investment to see some benefits from working with the media. However, it does take time to foster productive media relationships and to build awareness of your business and brand, so you’ll need to make a commitment to maintaining a regular flow of news to achieve this. Before you start your love-in with the press, here are a few ideas to help you get the most from the relationship.
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1 2
How do you want your business to be portrayed? Do you want to focus on what you do as a business, or your social impact? Or both? If you can be clear about your messages, it helps. Journalists have only one thing on their mind - is this of interest to my readers, viewers or listeners? So you have to think about what makes your story worth reporting. Your story’s got to be relevant to their audience, and not just self-serving.
3 4
Always try to use straight-forward language, avoiding jargon and technical terms. Journalists are trained not to use lots of abbreviations and terminology, and to use language that is easy to understand. Abide by the golden rules. Journalists need to know who, what, why, when, how. If you can give these basic facts every time you put forward a story, it helps to answer all the questions they have.
5
Press releases are useful tools. Our advice would be to keep them relatively short, and to make sure you have included a contact number and that the person named on the release is always available after you send it out. There is nothing more annoying for a journalist than finding the company contact listed in the press release has gone on holiday!
6 7 8
Include facts and figures about the company in the notes to editors at the end of the press release. Even if they aren’t used in the story, they are an opportunity to inform the media about what your organisation does.
Journalists and deadlines go hand-in-hand, so it helps to find out the deadlines of the media you are sending material to so they have it at the right time for them.
Finally, identify media spokespeople who are capable and happy to speak on behalf of organisation – and it doesn’t always have to be members of the board. Within your enterprise, you probably have trusted members of the team who speak passionately and articulately about their area and would come over well in an interview.
Wise Communications is a PR consultancy based in Suffolk, specialising in helping small businesses and social enterprises promote what they do. www.wisecommunications.co.uk
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Charities trust Charity Bank to deliver
Making The Leap borrowed ÂŁ100,000 to support their vital training programmes assisting young adults into career opportunities. Image: Lending Manager for London & The South, Jaishree Mistry and Programme Manager, Betty Campbell.
Charity Bank for Charity Loans 3 out of 4 customers choose us because of our reputation or through direct recommendation To find out more about our loans to charities and social enterprises call 01732 774050 or visit www.charitybank.org/loans Registered Office: The Charity Bank Limited, 194 High Street, Tonbridge, Kent TN9 1BE. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and Prudential Regulation Authority No. 207701. Member of the Financial Services Compensation Scheme (FSCS). Company registered in England and Wales No. 4330018.