University Social Enterprise Strategy Project (UniverSES)
This report is an overview of the concept of social enterprise, key social enterprise support organisations and their activity in Stoke-on-Trent and Newcastle-under-Lyme. It also furnishes a snapshot of social entrepreneurial activity. The various research activities and events which have informed this project are set out. Finally, the social enterprise strategy is put forward for consideration.
Dr Geoff Walton [21st June 2013]
Contents 1. Executive summary ...... 3
2. What is Social Enterprise?...... 5
3. Why should Staffordshire University have a Social Enterprise Strategy?...... 5
4. How will the strategy be constituted? ...... 6
5. The strategy in detail ...... 8
6. Social entrepreneur in residence ...... 10
7. Register of Social Enterprise activity at Staffordshire University ...... 10
8. External partners ...... 10
9. Social Enterprise Horizons event ...... 10
10. Social Enterprise Day...... 11
11. Funding...... 11
12. Impact ...... 12
Appendix 1 ...... 13
Social Enterprise Mapping Exercise ...... 13
Information needs of social entrepreneurs (small scale exploratory study) ...... 14
Appendix 2 ...... 16
Useful websites (national organisations & well known social enterprises) ...... 16
Appendix 3 ...... 16
Social Enterprise Horizons event feedback ...... 16
Appendix 4 ...... 24
Growing Your Social Enterprise Evaluation ...... 24
Appendix 5 ...... 28
Social agent ...... Error! Bookmark not defined.
2 | P a g e
Social Enterprise Strategy Report
1. Executive summary Overview The UniverSES project was set up in September 2012 to investigate social enterprise activity in the University and locality and propose a social enterprise strategy for the university. The Steering Group1 was convened and met on a regular basis throughout the project. The project set out to answer three questions: What is social enterprise? o In brief it is a business that trades for social and/or environmental purposes, i.e., where the profits are used to support the social aims of the company Why should the University have a social enterprise strategy? o To provide a wider range of entrepreneurial opportunities for students, create and strengthen ties with third sector social enterprise support organizations locally and seek to be a major purchaser from social enterprises locally, regionally and nationally. How will the social enterprise strategy be constituted? o There are three major strands to consider: . Practice (embedding social enterprise opportunities in the curriculum) . Procurement (examining supply-chain practices with a view to making them more social enterprise friendly and to enable corporate social responsibility targets to be met) . Partnership (strengthening links locally, with third sector organizations, regionally with the LEP, via the Social Innovation Partnership (SIP) and other universities Benefits to the university Focusing on social enterprise and contributing to the support network will enable the University to produce more employed graduates. Through the Social Innovation Partnership (SIP) and the social enterprise support network generally the University will significantly raise its profile as a supporter of social enterprise (a key government initiative) and more readily meet it corporate social responsibility targets. The University can further strengthen its role in the local community through these closer links with third sector organisations and their social entrepreneurial clients involved in social enterprise. The case for continued funding The social enterprise strategy project has only begun to scratch the surface of what can be done to create a vibrant and viable social enterprise support environment and entrepreneurial culture. The Social Enterprise Horizons event has demonstrated an appetite to bring together support in a co- ordinated way to increase social entrepreneurship activity in the north Staffordshire area. Funding is needed to: employ a Social Enterprise project manager to co-ordinate activity and maintain momentum continue the university’s new role as a Social Innovation Partner (SIP) establish a social entrepreneur in residence establish a large scale annual event and to enable the support network to flourish and grow run three small scale research projects which will contribute to the social enterprise agenda It is envisaged that by funding these activities the university will directly contribute to increased social enterprise start-ups in particular and economic growth in general. In addition this report: Identifies a number of key support organizations
1 Chair Geoff Walton (FACT), with Stephen Malone (BEL), Catherine Fehily (FACT), Peter Twilley (FACT), Mark Webster (FACT), Jose Beech (ECD).
3 | P a g e
Provides an overview of research undertaken as part of the mapping exercise and reviews the Social Enterprise Horizons event Recommendations Short term The University adopts a strategy based on three strands: practice, partnerships and procurement This will require a Social Enterprise Project Manager supported by a Steering Group Cost @ £8787 annually (1 day per week) to be employed to carry out this work Medium term That the potential for Bright Futures to facilitate the process of embedding social enterprise in the arts curriculum be explored more fully To be included in the Social Enterprise PM role Carry out participatory research to discover what students think the university’s social enterprise actions should be It is envisaged that this project will be on a similar scale to the VC’s teaching-led small research grants. This will require a research officer with a small amount of consumable expenditure Cost @ £5000 The university gains expertise in signposting social enterprise funding for its undergraduate students To be included in the Social Enterprise PM role Continue the Social Innovation Partnership to maintain strategic advantage regionally Cost @ £1558 per annum Long term Organise and run a social enterprise competition – the university to fund resources for students and prizes in tandem with the Students Union’s own Social Enterprise Ethical Development (SEED) scheme To be included in the Social Enterprise PM role The university to consider employing (at a senior level) a Social Entrepreneur in Residence Facilitation of this to be included in the Social Enterprise PM role Cost of Social Entrepreneur in Residence @ £6000 (modelled on the Entrepreneur in Residence) Investigate contributing to the design and implementation of a social enterprise database with a web-based front end to capture student social entrepreneurial activity It is envisaged that this project will be on a similar scale to the VC’s teaching-led small research grants. This will require a research officer with a small consumables budget Cost @ £5000 Investigate the possibility of hosting an annual social enterprise event (building on the success of the Social Enterprise Horizons event) to be held in co-ordination with the national social enterprise day and in partnership with local social enterprise support organisations Facilitation of this to be included in the Social Enterprise PM role Cost of event @ £1,000 The impact of the University’s social enterprise strategy is measured using a recognised SROI methodology It is envisaged that this project will be on a similar scale to the VC’s teaching-led small research grants. This will require a research officer with a small consumables budget Cost @ £5000 Investigate providing a bespoke information brokerage service for social entrepreneurs
4 | P a g e
It is envisaged that the SCOPING project will be on a similar scale to the VC’s teaching-led small research grants. This will require a research officer with a small amount of consumable expenditure Cost @ £5000 in the first instance Cost for continuation funding: £37,345 plus consumables, travel and subsistence £3,734 (10%) TOTAL cost = £41,079 per annum
2. What is Social Enterprise?
Social enterprise is not a new idea, though the label is a relatively new one which emerged in the 1990s. Some would argue that the Rochdale Pioneers (who organised in response to the failure of capitalism in the 1840s) were the first social entrepreneurs (Social Enterprise UK, 2012).
There are many definitions of social enterprise and it remains a contested term. In the broadest sense social enterprise is a business that trades for social and/or environmental purposes. A social enterprises have a clear sense of ‘social mission’: This means that those who work for the social enterprise will know what kind of difference their business is trying to make in its community or for its social cause and how it plans to do it. It will bring in income through selling goods or services. It will also have clear rules about what it does with its profits, reinvesting these to further its ‘social mission’.
There are many well known examples of social enterprises including, The Big Issue, Divine Chocolate, the Eden Project and Jamie Oliver’s restaurant chain Fifteen. There is no template for social enterprise and they can take any form across all service and industry sectors. In the UK alone there are approximately 68,000 social enterprises contributing at least £24bn to the economy (Social Enterprise UK, 2013). It is perhaps easier to identify what is not a social enterprise, for example, Barclay’s Bank which has some laudable corporate responsibility activity is definitely not a social enterprise. Why? This is because its main aim is to make surplus value for its shareholders and not a community, social or environmental issue.
3. Why should Staffordshire University have a Social Enterprise Strategy? North Staffordshire faces many social and financial challenges. Within this locality there are a lower than average number of people who are self employed, setting up their own business or developing a social enterprise. In relation to business Stoke-on-Trent currently has the lowest rate of VAT registered businesses per capita in the West Midlands and nationally, the 9th lowest. To support the regeneration of the City and deliver the intended outcomes of the Government’s concept of the Big Society it is important that the capacity of people to develop innovative and enterprising ideas and turn these into real projects is enhanced and that small scale projects, businesses and community enterprises are actively supported.
Staffordshire University can assist in alleviating these issues through its own awards, programmes and partnerships especially through the Staffordshire Graduate attributes and the three E’s of enterprise, entrepreneurship and employability. Social enterprise offers opportunities for students to engage directly in the three Es and also enables the university to deliver its Research-informed Teaching/inquiry-based learning strategy in a meaningful way by enabling students to apply subject
5 | P a g e
content in real social and business situations to solve problems for example , the Creative Community Unit’s very successful 6 day Growing your Social Enterprise programme. This course attracted 15 participants from a variety of backgrounds. The social enterprises participants were involved in or wished to set up ranged from a community cafe, a social care business, a community chemist, an online furniture business to a prom-dress hire company.
The passing into law of the Social Value Act (2013) and the issue of Corporate Social Responsibility have created further reasons and opportunities for Staffordshire University to become a key player in social enterprise. For example, organisations such as Midland Heart are beginning to review their supply chain management and procurement practices to create a level playing field to enable social enterprise s to access contracts more readily. The Aspire Group are working with local partners to provide a guide on how organisations can become ‘social enterprise friendly’. Staffordshire University, through these legislative changes, has an opportunity to become a lead organisation for change in procuring services from social enterprises.
4. How will the strategy be constituted? The recommended structure for the social enterprise strategy is set out below.
Staffordshire University Social Enterprise Strategy
Mission
Staffordshire University will provide a focus for all organisations that support social enterprise2 in north Staffordshire.
Vision
Staffordshire University will foster growth by promoting, supporting and enhancing a thriving social enterprise community.
Goal
Staffordshire University will work with partner organisations to assist in increasing the number of social enterprise start-ups in north Staffordshire and facilitate co-ordination of effective support.
Objectives
Staffordshire University will:
Provide seminars for organisations supporting social enterprise
Create a social enterprise support network
Run courses for those wishing to start-up a social enterprise
Provide opportunities for our students to start-up a social enterprise
2 See Section 2 of SE Strategy Report for a definition of SE
6 | P a g e
Organise social enterprise annual event with linked to the national social enterprise day and Global Entrepreneurship Week
Establish methodology(ies) for measuring the university’s own Social Return on Investment (SROI)
Strategic capability
Staffordshire University:
Is an HEI which has a successful track-record in running accredited undergraduate and postgraduate awards.
Has expertise in enterprise and social enterprise
Has a conference centre, numerous teaching rooms and Business Village
Has IT infrastructure and technical capability,
Has a local, regional and national profile
Manages HEIF 5 Funding
Has expertise in bidding for local, regional, national and EU funding
Strategies
Practice3 – to ensure that social enterprise is embedded within the university curriculum to foster student engagement and create a seamless fit with the ‘3 Es’ (Enterprise, entrepreneurship and employability) and the ‘Staffordshire Graduate’ Attributes.
Partnerships4 – to create a Social Enterprise Bureau with a Social Entrepreneur in Residence to act as a focus for all partnership work by engaging with external agencies which will provide support for micro and SMSE start-ups e.g., VAST and Aspire. Act as co-ordinator for social enterprise activities and events. To provide pro-bono support for potential social enterprise start-ups and new social enterprises.
Procurement5 – to ensure that university financial and business approach to procurement practices (for both goods and services) provides a level playing field for social enterprises to tender for contracts. In tandem, to analyse the implications of the Public Service (Social Value Act) 2012 and investigate how this dovetails with corporate social responsibility.
Business model
Provide co-ordinating action with major external players in social enterprise6
3 See 5.1 of the SE Strategy Report for more detail
4 See 5.2 of SE Strategy report for more detail
5 See 5.3 of the SE strategy report for more detail
6 See Appendix 1 for a full list of potential partners
7 | P a g e
Deliver new courses in social enterprise7
Develop the procurement policy to recognise social enterprise8
Monitoring/Measuring/Impact
Key indicators to measure success in fostering social enterprise:
Numbers of social entrepreneurs supported
Numbers of new social enterprise start-ups enabled
Numbers of students recruited to social enterprise courses
Numbers of courses which contain a social enterprise element
Impact measured through a recognised social return on investment (SROI) methodology
5. The strategy in detail
5.1. Practice – This is defined as student engagement via the university curriculum and the ways in which this fits with the ‘3 Es’ and the ‘Staffordshire Graduate’ attributes.
There is a clear link to Research-informed Teaching (RIT)/inquiry-based learning which should include in its remit the potential to fund staff-student social enterprise activities. Social enterprise would provide a means for bringing together entrepreneurship and subject content in a new way and provide further ways of embedding enterprise into the curriculum. The funding of an (in-house) student research journal on (social) enterprise should be investigated which would enable students to publish their experiences and/ or research in social enterprise. It is also recommended that the potential for Bright Futures to support/facilitate the process of social enterprise be explored more fully. Future HEIF funding should be made available to carry out participatory research to discover what students think our social enterprise actions should be (a call to bid for funds to carry out this research to be actioned). An award winning example of social enterprise embedded in the HE curriculum can be found at Northampton University http://www.northampton.ac.uk/social- enterprise
Additional activities may include student running social enterprise competitions – the university to fund resources for students and prizes.
It is recommended that the possibility of running this in tandem with the Students Union’s own Social Enterprise Ethical Development (SEED) scheme in place for September 2013 should be explored.
7 See section 5.1. of SE Strategy report
8 See section 5.2 of SE Strategy report
8 | P a g e
Social Enterprise Bureau
This would act as an 'enterprise room' and focal point in the university (space in the Business Village for example). This would provide a resource for our entrepreneur-in-residence and the opportunity to enable pro-bono support, nascent start ups –classes, guest speakers and/or competitions.
Awards /modules/short courses in Social Enterprise e.g., CCU
The CCU via HEIF funding set up a highly successful social enterprise taster programme Growing your own social enterprise. This offers a template for further module and short course development for re-purposing throughout the university.
There are potential avenues for social enterprise via the proposed TV station
The Business Village offers a space for social enterprise start ups and the proposed social entrepreneur in residence (see section 6).
There are exemplar social enterprises on campus such as the Squeeze Box, a high profile and successful social enterprise on campus at College Road.
5.2. Procurement - This refers specifically to the financial and business approach to social enterprise via the supply chain and the procurement of goods and services. The Social Value Act (which came into force in January 2013) has major implications for public sector organisations. At the very least a watching brief needs to be in place to ensure that the university is aware of its potential implications for HE.
The toolkit in development by Aspire may provide a useful guide to procuring services from social enterprises. The work done by Midland Heart in dividing up one of their large service contract into smaller parts that allow small social enterprises to bid for the work should be explored. Corporate Social Responsibility may also have a role to play in ensuring that the University’s procurement processes provide greater opportunity for social enterprises to bid for and supply services.
5.3. Partnerships – In this context this refers to engagement with external agencies which provide support for micro and SMSE start-ups e.g., VAST and Aspire, co-ordinating activities. The strategic decision made by the University to become a Social Innovation Partner in the Social enterprise West Midland organisation provides excellent opportunities to remain a key player in social enterprise support.
To facilitate this the university could offer social enterprise workspace (for external companies and/or student start ups), deliver a guest lecture series, appoint a visiting professor in social enterprise, identify an honorary social entrepreneur and identify a list of mentors to advise potential student entrepreneurs.
Social Media such as blogs and Twitter provide opportunities for extending awareness of social enterprise activity in the university. SEWM have a substantial presence in this medium and the university should investigate how it might complement this offering. 9 | P a g e
There is also a significant partner opportunity with the City Council’s funded project in Hanley Park. Included in the project is the plan to refurbish at least one building to house a social enterprise. The close working relationship with Malcolm Newman (University Quarter) should be enhanced to exploit this opportunity.
Finally, the university should seek to link to the national body Social Enterprise United Kingdom (SEUK) to influence decision making.
6. Social entrepreneur in residence To create a focus and conduit for social enterprise activity and to raise the profile of the concept amongst staff and undergraduates it is recommended that the university to consider employing (at a senior level) a Social Entrepreneur in Residence. The incumbent could also act as the first point of contact for all external partners.
7. Register of Social Enterprise activity at Staffordshire University At present there is no one place where a record of social entrepreneurial activity can be found. In order to manage this information it is recommended that the university investigate contributing to the design and implementation of a social enterprise database with a web-based front end. To assist in maximising access and ‘buy-in’ the web-based interface should be designed following a participatory approach (facilitated by CCU) which will involve key stakeholders in the process. This could provide a ‘shop window’ for all social enterprise activity taking place throughout the university.
8. External partners There are many key players involved in supporting social enterprise in north Staffordshire. Partly identified via the Social Enterprise Mapping Exercise (Appendix 1) and also via Peter Twilley’s project and by identifying key informants via networking activity a list of key organisations was created. A key event (Social Enterprise Horizons) was then organised by Geoff Walton to bring these organisations together. It is clear that these organisations know each other very well, have strong lines of communication but lack overall co-ordination and leadership. It is suggested that the University could play a key role in co-ordinating social enterprise actions in Staffordshire. The key players locally are the Aspire Group (including Social Enterprise West Midlands, Pm Training and Enterprising Futures), EPIC Housing, Midland Heart, Keele University, VAST and the Students Union. The university’s status as a ‘Social Innovation Partner’ clearly cements its role as a key player. However, there is a tension between the aims of SEWM to create a regional leadership for itself and the university’s more local agenda.
9. Social Enterprise Horizons event This event was attended by representatives from 10 third sector organisations, Keele and Staffordshire Universities, the Local Enterprise Partnership and the Students Union. It generated a great deal of productive discussion and feedback (see Appendix 3 for attendees, feedback and detailed outputs). It is clear from the event that 5 distinct themes emerged around which participants are willing to give their support:
Events
10 | P a g e
e.g., Annual convention, ‘Sheep’s Pen’ (aka Dragon’s Den)
Co-ordination of training
Social finance and investment support
Mentoring
Supply chain and procurement
10. Social Enterprise Day Throughout the social enterprise support network (see Appendix 3) there is a view that there is a need for an event to bring together social entrepreneurs and social enterprise support organisations to provide a focus for support and investment. It is recommended that the university investigate the possibility of hosting an annual social enterprise event to be held in co-ordination with the national social enterprise day and in partnership with local social enterprise support organisations.
11. Funding Investment funding is available from a range of external organisations. SEWM recommend that social enterprises ensure that they are ‘investment ready’ before they approach these bodies. SEWM organise and stage a number of social enterprise events throughout the year. As Social Innovation Partner the University has free access to these events. In addition, advice on investment readiness can be also be obtained via VAST. The major funds are listed below. It is recommended that the University, at the very least, gains expertise in signposting social enterprise funding for its undergraduate students.
Big Issue Invest (£50,000-£1M) www.bigissueinvest.com/loan_finance.aspx
Big Local/ Local Trust www.localtrust.org.uk
Big Venture Challenge
BuzzBnK www.buzzbank.org
Charities Aid Foundation (loans up to £250,000) www.cafonline.org
Charity Bank www.charitybank.org
Social Enterprise Loan Fund (up to £250,000) www.tself.org.uk
Social Investment Business www.sibgroup.org.uk
Students Union Social Enterprise Ethical Development (SEED) fund
www.staffsunion.com/seed/
Unity Trust Bank www.unity.co.uk
UnLtd www.unltd.org.uk
11 | P a g e
12. Impact There are several ways of measuring impact via the notion of social return on investment (SROI). The most well developed methodologies are those used by Aspire Housing (which they are willing to share with the university) and the government via the Cabinet Office (Office of the Third Sector) http://www.thesroinetwork.org/publications/doc_details/241-a-guide-to-social-return-on- investment-2012. These highly detailed methodologies are clearly articulated and supported. Aspire has a great deal of experience in carrying out this type of investigation and has expressed a willingness to support the University in this endeavour.
It is recommended that the impact of the University’s social enterprise strategy is measured using a recognised SROI methodology.
Geoff Walton 21/6/13
12 | P a g e
Appendix 1
Social Enterprise Mapping Exercise External partners
Major partners (see Appendix 3 for main named contact) Aspire B-Arts City Council EPIC Enterprising Futures Keele University Local Enterprise Partnership Midland Heart SEWM Students Union VAST
Other important partners Beth Johnson Foundation Brighter Futures Coalfields Regeneration Trust Chamber of Commerce Sanctuary Housing UnLtd YMCA
Support structures
SEWM are currently running a campaign to discover social enterprise activity in Staffordshire. [email protected]
As part of that campaign the UniverSES project leader has set up an online questionnaire to capture data from social entrepreneurs. This has not been as successful as anticipated and a relaunch will take place on June 20th.
The University recently joined the Social Improvement Partnership scheme with SEWM, Aspire Group, VAST and Enterprising Futures. It should be noted that this is an important strategic partnership which should be maintained to guarantee influence and input at regional level.
13 | P a g e
Information needs of social entrepreneurs (small scale exploratory study) Overview
This small scale exploratory research project emerged from discussions with social enterprise support partners regarding how social entrepreneurs obtained information and advice for their activities. From these discussions the following research question was devised:
To what extent are existing social entrepreneurs in north Staffordshire experiencing an information gap?
Methodology
In order to investigate this question a mixed method approach was taken involving both qualitative and quantitative methods.
The qualitative approach involved opportunistic, quasi-participant observation, unstructured interviews, structured interviews, an online survey questionnaire
The quantitative data was gathered from responses to the closed questions from the online survey.
In total 10 social entrepreneurs were contacted. Two social entrepreneur participants from VAST were contacted and interviewed in depth either face-to-face or over the telephone, two were identified via ECD and interviewed in-depth via telephone, two were interviewed opportunistically and 4 completed the online survey questionnaire. Data was also gathered from the 14 social enterprise support partners.
Findings: social enterprise support
Colleagues in partner organisations reported that Information provision is recognised and perceived as ‘un-co-ordinated’. One partner remarked that there was a need to, ‘share what knowledge and skills we have as an arts charity and take part in peer-to-peer support’ and to create a ‘strategy group to define provision framework for social enterprise’.
Partner organisations perceived the information needs of entrepreneurs in terms of a general lack of awareness of what constitutes a social enterprise, stating that ‘businesses doing social enterprise but totally unaware that they are’. Support organisations characterised the Information needs of social entrepreneurs around the issues of: business planning, accountancy advice, marketing, human resources, mentoring and financial issues
Findings: social entrepreneurs
When asked if participants thought there was an information gap, one described it as a ’void’ in the areas of management, ‘being a manager of a social enterprise is challenging’, governance – especially how to upskill trustees who are ‘local people [...] generous in nature [...] but lacking in business expertise’, business planning – ‘a local housing association with a big social conscience willing to help me for free’. ‘Finance’ was described as ‘a major headache’. Another responded mentioned the idea of a ‘funding calendar’ to identify when certain funds become available? Another participant felt that there was a general lack of awareness of what social enterprise is and 14 | P a g e
that the concept is ‘cloudy’. A need for information in ‘mentoring’ and ‘training’ were also mentioned.
In terms of Information behaviour (that is, how participants went about finding information for themselves) all mentioned the importance of personal networks and that they are highly social in their approach, ‘we formed a union, if you like, of similar organisations’. It appears that these networks lead to third sector contacts – often initially signposted by friends, ‘I was told about X through a friend’, ‘Y has a finger on every pulse’, ‘I find I’m always picking people’s brains’. All the information participants wanted to find was for highly context specific tasks for example finding relevant funding bodies such as Esmee Fairbairn and the Lottery ‘Reaching Communities’ funding strand to ‘ensure sustainability’.
Regarding information literacy (the ability to find, judge and use information) the picture was a little more mixed.
In terms of finding information some reported that they did this largely for themselves dessrbing ‘self-help’ searches for information. Others mentioned services such as mediated searches , ‘X did a project search for me’ and ‘I like to speak to a knowledgeable person at the end of a ‘phone line’.
Regarding information judgement this seemed to be a largely tacit approach where participants could not articulate how judgements were made other than by ‘feeling that it was right’. Others sought verification in other ways e.g., from key contacts for found information, ‘X looked at it for me’.
With respect to using information most seemed to be used for a specific purpose linked to the task at hand such as, ‘creating executive summaries for reports’. There was no evidence that participants undertook speculative, casual or serendipitous engagement with information.
Analysis
Support organisations and social entrepreneurs showed similarities in perception of information needs in: increasing the awareness of social enterprise activity generally and what it is. Other similarities focused around the need for financial information (managing and securing investment), mentoring and business planning. Clear differences between perception of information needs between support organisations and social entrepreneurs emerged in the areas of accountancy, marketing, human resources and governance.
Conclusion
This small scale exploratory study clearly indicates that both support organisations and entrepreneurs perceive a need for information provision of some description, although there is a difference of view on what the coverage should be. It is also very apparent that social entrepreneurs gain their information through their network of contacts and have little time to carry out their own research. This is a very small sample, and caution should be exercised in making generalisations, however, what conclusion can be drawn is that there is an information gap and that further research is required to articulate how that gap can be addressed more fully.
15 | P a g e
Appendix 2
Useful websites (national organisations & well known social enterprises) National organisations which support social enterprise Social Enterprise UK- www.socialenterprise.org.uk
The national body for social enterprise. They represent their members to support and help grow the social enterprise movement. Social Enterprise Mark - www.socialenterprisemark.org.uk
The only independent UK and international body which helps businesses show they are putting people and planet alongside profit. Their research indicates that people would rather buy from a company that is giving back to society too. The Social Enterprise Mark makes is a recognised way to show this.
Cooperatives UK - http://www.uk.coop Co-operatives UK is the national trade body that campaigns for co-operation and works to promote, develop and unite co-operative enterprises. UnLtd www.unltd.org.uk
UnLtd is the leading provider of support to social entrepreneurs in the UK and offers the largest such network in the world. UnLtd resources hundreds of individuals each year through its core Awards programme.
Well known and successful social enterprises
The Big Issue - www.bigissue.com Café Direct - http://www.cafedirect.co.uk Divine Chocolate - http://www.divinechocolate.com Ethical Property Plc - http://www.ethicalproperty.co.uk The Eden Project - http://www.edenproject.com/ Fifteen - http://www.fifteen.net Green-works - http://www.green-works.co.uk Appendix 3 Social Enterprise Horizons event feedback
Summary
This document brings together the feedback from the questionnaire and also the outputs from the workshop activities.
16 | P a g e
Five key themes emerge from the data gathered which demonstrates a definite appetite to support the following:
1) Large event - annual convention (PH, DW, Students Union, TR, PT, TE, PBC) 2) Co-ordination of training – workshops/courses (PT, DW, KP, BES, JK, TE, LG, BW, Students Union, ELM) 3) Social finance and investment – sheep’s pen/dragon’s den? (TE, LG, BW, Students Union) 4) Mentoring for management and governance (PH, SM, AT, TE) 5) Supply chain and procurement (this came out of the workshop sessions) Participants
A total of 30 participants from a range of organisations took part:
Third sector 12
Staffordshire University X14
Keele University X1
Students Union X2
Other X1
Attendees
Name Organisation
John Adlen Staffordshire University
Liz Allen Staffordshire University
Jose Beech Staffordshire University
Phil Burton-Cartledge PA to Tristram Hunt MP
Tim Edwards Aspire
Catherine Fehily Staffordshire University
Len Gibbs EPIC
Nic Gratton Staffordshire University
Matthew Hocking Staffordshire University
Peter Hooper Keele University
Judith Kirkland Business Enterprise Support & LEP
Amanda Ledwards Students Union
17 | P a g e
Elaine LeMontais Business in the Community
Stephen Malone Staffordshire University
Melanie Mills Social Enterprise West Midland (SEWM)
Beth Moorley Students Union
Keith Puttick Staffordshire University
Cath Ralph Burslem School of Art
Anne Revell Staffordshire University
Paul Richards Staffordshire University
Steve Suckling Staffordshire University
Andrew Thompson VAST
Peter Twilley Staffordshire University
Gemma Walford Business Enterprise Support
Geoff Walton Staffordshire University
Bernie Webbe VAST
John Webbe Midland Heart
Mark Webster Staffordshire University
David Wellings Enterprising Futures
Trevelyan Wright B-Arts
Questionnaire feedback
Can I/my organisation contribute in the future to supporting the development of Social Enterprises?
Yes (DW Enterprising Futures)
Resources Survey students understanding of what SE is; campaign and raise awareness/understanding (AL Students Union)
Yes, know-how, legal expertise (KP Staffordshire University)
Survey existing clients to find out their understanding of social enterprise
18 | P a g e
and to find out how many class themselves as SE. (GW BES)
Yes (JK LEP)
Yes (TE Aspire)
Yes (LG EPIC)
Yes (BW VAST)
Physical space (SM Staffordshire University)
Business connector - recruit mentors (ELM BItC)
Staff, students, expertise, mentoring, venues (PH Keele University)
Range of students – engaged students want to help (BM Students Union)
Large venue, lecture theatres, seminar rooms (GW Staffordshire University)
Involvement in forum/ peer support (AT VAST)
Communication Yes (DW Enterprising Futures)
Yes, to some extent (KP Staffordshire University) Communicate through our network about potential events
Yes (JK LEP)
Yes (TE Aspire)
Yes (LG EPIC)
Yes (PBC Office of Tristram Hunt)
Yes (BW VAST)
Yes (SM Staffordshire University)
Push out communications to my contacts and local SMEs (ELM BItC)
Newsletters, mailings, events, marketing (PH Keele University)
Range of ideas we can share with the students and work with our volunteer scheme (BM Students Union)
Yes (DW Enterprising Futures)
Training Growing Your Own Social enterprise (subject to funding) (PT and GW Staffordshire University)
We provide short courses, workshops etc. Next event is 21st Century welfare and work (25th April) – on Law School’s website http://www.staffs.ac.uk/research/iils/welfare/index.jsp (KP Staffordshire 19 | P a g e
University)
Start up workshops (GW BES)
Yes (JK LEP)
Yes (TE Aspire)
Yes (LG EPIC)
Yes (BW VAST)
Planning, mentoring (SM Staffordshire University)
BItC presentation on responsible business (ELM BItC)
Business Connector – recruit businesses to deliver training (ELM BItC)
Yes, direct or via UnLtd (PH Keele University)
Once our own scheme is set up we can use case studies (BM Students Union)
Knowledge mapping of providers of support services (AT VAST)
Co-ordination Yes (DW Enterprising Futures)
Links with Creative People and Places Consortium, £2.9 million programme raising arts engagement in Stoke. (TR B-Arts)
Volunteer information about what we’re doing to move towards a joined up approach. (GW BES)
I am more than happy to be involved in as many aspects as I can to ensure social enterprise is placed firmly on the economic map/ strategies (JK LEP)
Any depending on particular activity (TE Aspire)
Yes (PBC Office of Tristram Hunt)
Yes (BW VAST)
Yes (SM Staffordshire University)
Yes, staff resource available (PH Keele University)
Network organisation (GW Staffordshire University)
Can I/my organisation contribute in the future to organising or supporting future events?
20 | P a g e
All (AT VAST)
What event(s) could Yes (DW Enterprising Futures) you support ? Student campaigns. Host SEWM “mentor on the move sessions” (AL Students Union) We can share what knowledge and skills we have as an arts charity and take part in peer-to-peer support, offer CSR advice to business, knowledge exchange etc (TR B-Arts)
Sell your social enterprise (PT Staffordshire University)
Training co-ordination (PT Staffordshire University)
Workshops (KP Staffordshire University)
Strategy group to define provision framework for SE that LEP could support (Staffordshire University)
Any discussed today, promotion at events to clients (GW BES)
Social Finance (TE Aspire)
Meet the buyer (TE Aspire)
Crowd market funding (LG EPIC)
Financing enterprise (LG EPIC)
Office will be happy to endorse any event Yes (PBC Office of Tristram Hunt)
Support SEs to be tender/commission ready (BW VAST)
Annual convention (BW VAST)
Yes (SM Staffordshire University)
Any where commercial businesses provide mentors/training (ELM BItC)
We will be running SE events, very happy to involve network and/or contribute to other events (PH Keele University)
Anything students can get involved in (BM Students Union)
We would attempt to support any event as part of a co-ordinated approach (GW Staffordshire University)
Contribute to LEP strategy (AT VAST)
What can you/your Yes (DW Enterprising Futures) organisation offer? Speakers/ workshop facilitators? (KP Staffordshire University)
Independent trusted third party status to maintain inclusive forum for SE strategy development (Staffordshire University)
21 | P a g e
A business perspective to panel approaches (GW BES)
To get to the LEP Board to ensure SE is built into their strategy (JK LEP)
Strategic support (TE Aspire)
Mentoring (TE Aspire)
Capacity and knowledge hub – SEWM (TE Aspire)
Access to our contracts by social enterprises
Covering letters/endorsements, assistance with publicity, sourcing high profile speakers Yes (PBC Office of Tristram Hunt)
Training (BW VAST)
Intensive business support (BW VAST)
Finance/accounting services for SEs (BW VAST)
Yes (SM Staffordshire University)
BItC can attend events to promote responsible business/CSR (ELM BItC)
Staff and student support, resources (including venues) possibly funding or other sponsorship (PH Keele University)
Support for publicising events for students to attend (BM Students Union)
Collaboration (GW Staffordshire University)
Workshop outputs
Communication
Capability mapping Supply chain mapping Re-define term Talking to business and CSR Peer support - learning lessons from each other Regular social enterprise themed events Resources
Creation of social enterprise hub and directory 5% of procurement to go to small business Draw on business for mentoring support Gather baseline data – leading to database Social enterprise champion BIC use of £1million 22 | P a g e
1% club – revolving fund for loans Training
Mechanisms for knowledge sharing Need for basic training Sharing best practice Peer support Mentoring – taking skills from other sectors Contract readiness Events
Inspirational events for organisations Market making event Social enterprise bus Crowd funding event Do you know what it is yet Meet the buyer event 1% club Social enterprise clinic Investor panel – ‘sheep’s pen’ Social event – mentor on the move Learning event Rationalise support offer Opportunities market Board exchanges Social finance and investment to inform social enterprises Annual convention Presentation of information/data Kite marking for quality Identify/co-ordinated t/g Event with LEP Strategy of LEP Other
Need for lead role
23 | P a g e
Appendix 4
Growing Your Social Enterprise Evaluation 1. Introduction
This short evaluation has been put together through talking to people who have been on the pilot programme and by reflecting on the experiences of delivering the programme over the last five months.
2. Achievements – Overview
The following are the aspects of the pilot that are achievements made by the pilot project. It has:
1. developed a solid programme which can be further developed to support people developing social enterprises; 2. established the start of a network that can support people developing social enterprises; 3. stimulated demand for a programme of this nature; 4. supported 9 enterprises through the delivery of the programme.
Enterprise Projects and Businesses Supported
This section provides an overview of some of the people who attended the programme and the sorts of enterprises that were supported through it. Due to the current stage of development of some of the businesses and the need to maintain confidentiality no individuals or enterprises have been specifically named.
Two people from a medium sized voluntary organisation were supported in the development of two enterprises that not only generate income but also support the training and development of volunteers. A self employed musician was supported in developing his ideas as to how he could develop the work he does and turn it into a more efficient business. Two people attended the programme from Business Enterprise Support – they have been able to use the programme to help develop their understanding of social enterprise and have used some of the tools and content to support the business ideas of their clients. Support was given to the manager of a community cafe based in a church. One person is developing a project around bringing together local people together to make things to be sold in parallel to providing a social venue where people receive training and advice on healthy eating. One person attended who is developing an on-line business relating to adult social care.
3. Further steps to take - Overview
24 | P a g e
The following are future steps that can be taken to build on the achievements made by the pilot project in a way that will build on the initial success, embed it and move it to a position where it is sustainable.
1. Review the programme in the light of the comments that have been made by the pilot programme participants. 2. Develop a resource pack for those undertaking the programme 3. Identify improved resources to use on the programme around the legal entities of social enterprise organisations. 4. Establish a greater clarity of the niche in the market that this programme can fill. 5. Create a closer link between this programme and the Business School. 6. Create a closer link between this programme and the University curriculum 7. Consider the possibility and potential for this programme to be offered as an accredited award. 8. Link in to other work that the CCU is doing.
4. Evaluation and Discussion With Participants
At the end of the programme the participants were asked to identify the aspects of the programme that they had found most and helpful and key aspects for improvement.
4.1 Things that I will take away from the programme
Understanding of what a social enterprise is Marketing ideas and how to use social networks Support available from a network Helen’s (visiting speaker) experience and enthusiasm Market analysis tool PEST analysis tool
4.2 Improvements
The session on funding had come earlier in the programme More information to take away on the legal entities of organisations
A number of aspects of the programme were discussed with the participants in order to establish ways it could be developed and improved.
4.3 Timing of the Sessions
With regard to the timing of the programme the following ideas were expressed:
The timing of the programme days would be better if there was an earlier start and earlier finish times – 9.30am – 3.30pm was the time that suited people most. Scheduling of the days – it was suggested that having the days closer together may have been better
25 | P a g e
4.4 Cost of the Programme
This programme was offered free and the possibility of charging for it was discussed. It was recognised that the true value of this course was high and in a purely commercial environment people would be charged a considerable amount for an equivalent course. However, it was recognised that of the people who had attended this programme very few would have been in a position to pay for it as they were either working or volunteering for voluntary organisations or were unemployed/self employed and just starting out in developing their idea for a social enterprise.
A three tier model was proposed as a way of introducing a charge whilst at the same time not excluding people who had good ideas for potential projects. This tiered approach would include:
1. Business Rate - (for commercial or large scale enterprises) – Suggested rate £350 2. Charitable Rate – (for charities and community organisations) – Suggested rate £200 3. Bursary Places – (for people with a clear social enterprise idea but with no access to funding) - Suggested rate FREE provided they attend the programme
4.5 Style of Delivery
The delivery style was recognised as being very helpful. Sufficient time was given for people in the group to get to know each other and to start to build a supportive network. The pace of the sessions was considered also to be appropriate.
4.6 Other Contributors
A number of suggestions were made as to other contributions that would have been helpful. These included:
Further input on Business Planning Cash flow forecasting Additional input from people running social enterprises eg Community Scrap Shack
4.7 Mentoring
The offer of mentoring was discussed and it was agreed that the mentoring should come at the end of the formal sessions. It was also agreed that having mentoring offered at the end of the days on a 1-1 basis would also be helpful particularly if the timing of the days was changed.
5. Future Demand and Recruitment
It is clear that there is a need for this type of programme as since it has started a number of people have enquired about it, the Business Coaches who attended the pilot have clients for whom it would be of value and who they would recommend it to. Also, as a result of the programme a network of people who could support its future recruitment, delivery and networking has started to develop. A number of organisations have been identified who it would be valuable to liaise with when planning and recruiting to a further programme. These include: 26 | P a g e
100 Lives Network Colleges Adult and Community Learning Princes Regeneration Trust Community First Community Organisers B to B University Business Club VAST Business Coaches Local Matters
The current position in Stoke clearly indicates that there is a need for this kind of programme and support network.
Stoke on Trent has some successful well established SEs but generally as a City it is far behind the rest of the West Midlands and the UK. Local Matters are community development workers working in Stoke on Trent who have identified that they often get asked about social enterprise or can see where there may be an opportunity for a social enterprise to develop. VAST employs a Social Enterprise Coach however, this is just one person to cover the whole of Staffordshire. It would be good for new social enterprises to have a network to tap into so it saves new groups having to make the same 'mistakes' and waste time or resources.
All these factors, alongside the experience of the pilot project, lead to the conclusion that a programme that provides support and access to a network is vital to support the development of social enterprises in Stoke on Trent and North Staffordshire.
Peter Twilley - June 2013
27 | P a g e
Appendix 5 Social Agent
Pilot Project: July 2012 – 2013
Summary of Evaluation
Project Summary
This project focused on engaging students in the production of social benefits by creating a sustainable arts/cultural agency that links public/civic aspiration with student skill sets and creativity. The aim of the project was to:
‘set up a range of participatory arts projects with local community organisations; students will be able to specifically apply their individual arts and creative skills to civic and community engagement. Each project aims to further enhance the student experience; providing real life work experience in addition to a direct service to local communities.’
Project Description
This project was designed around a three year time scale. In year one the University would work with our external partners – ‘B-Arts’ – to recruit a cohort of students across the Faculty to participate in the project. Each student would participate in a training day and would be matched to a placement of their choice. After undertaking the placement, shadowing an artist working in a socially engaged setting; the student would then propose and implement their own project in relation to community based work.
As part of the Social Enterprise HEIF funded scheme; the Faculty received funding for a pilot year to test out the idea and to identify a strategy to take the project forward.
Project Delivery
In total, 12 students participated in the programme including students from Fine Art, Music Technology, Creative Writing and Drama backgrounds. Placements and artist mentoring were offered mainly through ‘B-Arts’ own projects and final implementation of student projects took place through the University’s own Fringe Festival in May and June 2013.
Project Achievements
The project achieved the following:
a range of social engaged placements; the idea of social enterprise as part of the portfolio of participating student attributes was developed;
28 | P a g e
there was curriculum enhancement for the students engaged through the scheme; students gained practical skills in participatory arts; a Partnership was developed between ‘B-Arts’ and the University to deliver industry standard opportunities for undergraduates.
What worked well?
Working with an external, sector based agency to provide placement and mentoring opportunities. Training offered off-site in relevant contexts. Practical placements in ‘real life’ projects. The opportunity for students to implement their own project ideas in real world settings and situations.
Considerations for Future Development:
1) Students found it hard to prioritise the time to devote to the scheme as the scheme was not embedded into course work.
Future projects need to be built into course work which is supported by course leaders.
2) Short term funding meant it was difficult to build in sustainability to the model.
Need to build the model into the infrastructure of the Faculty delivery and align outcomes directly to the Staffordshire Graduate for a long term sustainable model.
3) Difficult for project artists to provide mentoring at the same time as delivering the projects.
Where possible, it is important to build funding into placements to allow artists to have adequate time to mentor students.
Future Developments
This pilot year has been important for identifying key aspects of a way forward for Social Agent. Based on the experiences of undertaking Social Agent for one year, it appears that the best model for development would be to focus on the provision of a curriculum based approach that gives Art and Design students the opportunity to undertake socially engaged projects with external agencies that is linked to their course work. This will enable them to prioritise the time to work on the project and to properly reflect on their experiences, embedding their learning through reflective assessment activities.
29 | P a g e