Wiltshire Council Social Enterprise Workshop


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  • Important for everyone in the workshop to get the most from it and so please ask questions and make comments as we go – it will help to make it more interesting too
  • Put course in context. Refer to other 3X1 day modules that provide more detail from the advisor’s perspective. Stop press! … RISE is now developing a new range of online learning resources in partnership with Learning Pool and will be releasing some early versions of those new resources to key partners in public sector – let us know if you’re interested in working with us in testing stages please.
  • Introduce the concept of the third sector. Point out the dynamics between the sectors and current directions of change. – govt ambition to reduce public sector and increase private sector; govt refers to social enterprises as part of the private sector more and more – and uses “Mututals” more often to include social enterprises, co-operatives and partnerships
  • Health warning on figures – the surveys from recent years have been based on basic data collected mainly online and with self-selection as a key way to identify social enterprises – the only current mechanisms for measuring the numbers of SEs against agreed criteria is the SEM – but that work is very early in development and numbers are low so far – so its better to go with the big figures which help to promote the collective scale and scope of SE
  • There will be more examples as we go through the workshop
  • TIM TO LEAD : Purpose here is to get participants to identify what might motivate them in developing or working in social enterprise, having seen a definition and some examples After a few minutes (5/10) ask individuals/groups to feed back what their social objectives might be It might be useful to write these up on flipchart so as to be able to refer to it later
  • The Mark is the only agreed SE accreditation so gives you something to aim at – the increase in numbers of SEs qualifying over the past year has demonstrated the demand for a clear and robust certification which identifies clearly what is good SE. New business plan now agreed – new offer, international development, campaigns
  • And to be robust – form an independent panel who represent customers interest – ensuring this is robust. Including the National Consumer Council, the South West RDA and Foot Anstey solicitors. But how to identify quickly and easily which are their products and services Proposal = a new ethical label could then distinguish these products and services.
  • Discuss in small groups and feedback to the class.
  • Refer also to the larger chart of the social economy at the back of the pack.
  • TIM TO LEAD: Purpose here is to further test and embed participants understanding of SE and their motivation, and to further illustrate social objectives. So having seen a bit more detail – lets see how this might apply to you. -
  • Add these if not already raised by the group
  • So lets look in a bit more detail at what SEs are and what they do using an example from my own experience – Cosmic Key figures and experience of setting up and running nationally recognised social enterprise over past 13 years
  • Digital inclusion – our key social objective – has led us to working with a wide range of people, ages, backgrounds and abilities – from complete novices and the fear factor – to highly talented young people keen to make the most of their technology skills in developing career opportunities.
  • Rural outreach and tackling rural isolation through campaigns and projects has featured highly in our work – back in 2001 when we launched the space shuttle we were campaigning hard on the issue of rural broadband provision at good speed and affordable prices – who would have thought we’d still be doing that 10 years on!
  • Keeping people up-to-speed with ICT development is an ongoing challenge – team of digital mentors working with groups and individuals – very focussed on skills development to improve business, organisation and individual capacity in economic terms
  • Key to Cosmic’s success has been the investment in people on the team – e.g. Becky
  • Diversification for Cosmic meant linking our experiences and success to a programme which we could offer to other social enterprises – which is the Leadership Development programme. Has run for 2 years now and will be developing further in the coming months to offer a wider range of services and support to social enterprises. After this offer opportunity for questions
  • What are the key challenges which you feel will be faced in moving from public sector provision into social enterprise?
  • Lets look briefly at where SEs fits into the wider picture
  • Introduce Case Study. Put Questions 1 and 2.
  • What other challenges do you feel should be included in the list? Pause for discussions here - whole group to air views about how they see the changes and issues which they have discussed
  • Lets look briefly at how Ses might be set up We can provide a lot more support and information on this area but just want to give you some idea at this stage
  • TIM TO LEAD: Discuss in small groups and feedback using a basic SWOT format Discuss in whole group and refer to support slides coming up where appropriate
  • Just a bit more on how they can be set up
  • Discuss commercial risk, trade, and charity
  • Critical to remember that Ses must make money
  • Discuss this and feedback
  • Case Scenarios Question 4
  • Wiltshire Council Social Enterprise Workshop

    1. 1. Social Enterprise Workshop Wiltshire Council Julie Harris RISE 31 st January, 2011
    2. 2. Overview <ul><li>RISE – what we are and what we do </li></ul><ul><li>What is social enterprise </li></ul><ul><li>Social enterprise in the public sector </li></ul><ul><li>Social objectives and standards </li></ul><ul><li>Examples of social enterprises </li></ul><ul><li>Governance </li></ul><ul><li>Opportunities and further support </li></ul>
    3. 3. RISE <ul><li>RISE supports the development of sustainable social enterprise </li></ul><ul><li>Membership </li></ul><ul><li>BAN </li></ul><ul><li>Newsletter </li></ul><ul><li>Projects – marketing, leadership, food, housing, health and social care </li></ul><ul><li>Business support and Training </li></ul>
    4. 4. The Big Picture <ul><li>Private Sector </li></ul><ul><li>Third Sector/Civil Sector Social Economy Mutuals/Co-operatives/Charities </li></ul><ul><li>Public Sector </li></ul>
    5. 5. Social enterprise in the UK <ul><li>At least 62,000 social enterprises in the UK (SEC, Summer 2009) </li></ul><ul><li>Represents 5% of all businesses with employees </li></ul><ul><li>Combined turnover of about £27 billion </li></ul><ul><li>Previous research (SEU, July 05) found that the South West was the 3 rd largest region for social enterprise in the UK </li></ul>
    6. 6. Social Enterprise SW <ul><li>Around 6,000 social enterprises and growing </li></ul><ul><li>Social Enterprise Mark </li></ul><ul><li>Examples from local authorities – </li></ul><ul><ul><li>Sandwell Community Caring Trust </li></ul></ul><ul><ul><li>Tone Leisure </li></ul></ul><ul><ul><li>Pluss </li></ul></ul><ul><ul><li>Selwood Housing </li></ul></ul><ul><ul><li>Community Foster Care </li></ul></ul>
    7. 7. What do they do? There are social enterprises working across all sectors of the economy, from healthcare to hospitality, retail to recycling. Some of the most high profile include Fifteen (pictured), Divine Chocolate, The Big Issue and more locally Eden Project If you want to change the world and make a profit while you’re at it, then social enterprise is the smart choice.
    8. 8. Social enterprises – the driving force! <ul><li>Local needs </li></ul><ul><ul><li>Village shop </li></ul></ul><ul><ul><li>Nursery </li></ul></ul><ul><ul><li>Business units </li></ul></ul><ul><li>Local opportunities </li></ul><ul><ul><li>Regeneration programmes </li></ul></ul><ul><ul><li>Community-owned assets – the community centre </li></ul></ul><ul><ul><li>Recycling </li></ul></ul><ul><li>Voluntary sector </li></ul><ul><ul><li>Sustainability issues </li></ul></ul>
    9. 9. <ul><li>Social enterprises have 2 primary aims: </li></ul><ul><ul><li>They trade </li></ul></ul><ul><ul><li>They apply profits to social purpose </li></ul></ul>
    10. 10. What are they? <ul><li>Some definitions: </li></ul><ul><ul><li>A business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners (BIS) </li></ul></ul><ul><ul><li>Businesses that aim not only to make money, but also to have a positive effect on the communities they serve, the people with whom they work and their own employees </li></ul></ul><ul><ul><li>(Co-active) </li></ul></ul><ul><ul><li>Social enterprises are businesses that trade in order to pursue a social aim (Business Link) </li></ul></ul>
    11. 11. Social objectives <ul><ul><li>Explicit social ethical values including a commitment to local capacity building. They are accountable to their members/stakeholders and the wider community for their social, environmental and economic impact </li></ul></ul>
    12. 12. Values <ul><ul><li>Not just to make a profit – having social purpose </li></ul></ul><ul><ul><li>To make a difference: </li></ul></ul><ul><ul><ul><li>In the way they are managed, owned and accountable </li></ul></ul></ul><ul><ul><ul><li>In the way they deliver goods and services </li></ul></ul></ul><ul><ul><ul><li>In the way they work with their community and stakeholders </li></ul></ul></ul><ul><ul><ul><li>In the way they do business </li></ul></ul></ul>
    13. 13. Characteristics of a successful social enterprise <ul><ul><li>Gaining independence and autonomy through trading </li></ul></ul><ul><ul><li>Entrepreneurial, innovative, risk-taking behaviour </li></ul></ul><ul><ul><li>Flexible and adaptable practices </li></ul></ul><ul><ul><li>Customer and community focus </li></ul></ul><ul><ul><li>Stakeholder engagement </li></ul></ul>
    14. 14. What do they do? <ul><ul><li>Offer social or environmental goods and services </li></ul></ul><ul><ul><ul><li>e.g. recycling or childcare </li></ul></ul></ul><ul><ul><li>Trading to provide (or cross-subsidise) social or environmental goods or services </li></ul></ul><ul><ul><ul><li>Trading arms of some charities </li></ul></ul></ul><ul><ul><li>Use processes or ways of working that have significant social benefit </li></ul></ul><ul><ul><ul><li>Care workers organise themselves as a co-operative in order to take control of their work environment </li></ul></ul></ul>
    15. 15. Example 1 Carfax Health Enterprise <ul><li>Formed in 2009 through the merger of the Daniel Gooch Practice and Swindon Walk In Centre </li></ul><ul><li>is a Community Interest Company run by the staff, for the benefit of the patients </li></ul><ul><li>reinvests profits for the benefit of patients and improving services </li></ul><ul><li>Works out of the Swindon Health Centre </li></ul>
    16. 16. Example 2 Selwood Housing, Trowbridge <ul><li>Founded in 1989 by West Wiltshire District </li></ul><ul><li>An independent housing association & registered social landlord </li></ul><ul><li>5200 properties across Wiltshire & Somerset & 150 staff </li></ul><ul><li>Selwood was the first housing association in UK to get the SE Mark </li></ul>
    17. 17. Social objectives <ul><li>What would your social objectives be? </li></ul><ul><li>Share and discuss </li></ul>
    18. 18. Social Enterprise Mark <ul><li>National programme </li></ul><ul><li>352 holders (and growing) </li></ul><ul><li>Marketing </li></ul><ul><li>www.socialenterprisemark.org.uk </li></ul>
    19. 19. <ul><li>Consumers Demand New Ethical Logo – Research carried out by RISE in 2009 </li></ul><ul><li>75% would prefer to buy from firms who put their profits back into the community </li></ul><ul><li>81% believe a lot of companies pretend to be ethical to sell more products </li></ul><ul><li>86% perceive some benefit from the Social Enterprise Mark </li></ul><ul><li>74% would rather buy from a company that makes decisions based on concern for society and the environment </li></ul>
    20. 20. Social Enterprise Mark
    21. 21. How are they different? <ul><ul><li>How are social enterprises different from </li></ul></ul><ul><ul><li>‘ traditional business’? </li></ul></ul><ul><ul><li>voluntary and community organisations? </li></ul></ul><ul><ul><li>p ublic sector? </li></ul></ul><ul><ul><li>Clear focus on social objectives </li></ul></ul><ul><ul><li>Trading and generating profits – financial, social, environmental </li></ul></ul>
    22. 22. How are they different? <ul><li>Measures of success </li></ul><ul><ul><li>Traditional business </li></ul></ul><ul><ul><ul><li>Operates in the interest of the owner or shareholders </li></ul></ul></ul><ul><ul><ul><li>To make profit </li></ul></ul></ul><ul><ul><li>A social enterprise has broader measures </li></ul></ul><ul><ul><ul><li>Profits are invested in social purpose </li></ul></ul></ul><ul><ul><ul><li>Local good-quality employment </li></ul></ul></ul><ul><ul><ul><li>Spending money in the local economy </li></ul></ul></ul><ul><ul><ul><li>Providing an alternative business model </li></ul></ul></ul>
    23. 23. How are they different? <ul><li>Social Enterprise / VCOs & Charities </li></ul>Profit-driven trading Public service, non-trading
    24. 24. Discussion & feedback <ul><li>In small groups discuss these questions </li></ul><ul><li>Why might you chose social enterprise? </li></ul><ul><li>What might be the social objectives for your community (however you define it)? </li></ul>
    25. 25. Why choose social enterprise? <ul><li>Founders of social enterprises are motivated by </li></ul><ul><ul><li>A desire to improve their community </li></ul></ul><ul><ul><li>Values that motivate partnership working </li></ul></ul><ul><ul><li>Member involvement </li></ul></ul><ul><ul><li>Concern for local services </li></ul></ul>
    26. 26. Where do they come from? <ul><li>Local residents are offered a community facility if a sustainable business plan can be written </li></ul><ul><li>A crèche is becoming large and parents would like to develop to a full-time nursery </li></ul><ul><li>Local residents in partnership with the local council develop a disused site as business units to improve employment opportunities </li></ul><ul><li>Community recycling project develops into sustainable business with local employment </li></ul><ul><li>Voluntary group wishes to expand its activities and become more commercial </li></ul><ul><li>A group of workers buys a business from their retiring manager </li></ul>
    27. 27. Where do they come from? <ul><li>A community centre offers training and skills development through accredited courses </li></ul><ul><li>A group of workers creates a co-operative catering business </li></ul><ul><li>A funded project coming to the end of its funding package wants to continue by charging for services and delivering under contract </li></ul><ul><li>Regeneration activity has inspired a community to set up a development trust to continue managing community assets </li></ul><ul><li>Community composting through volunteers has grown and needs to become a community business </li></ul>
    28. 28. Example - COSMIC <ul><li>Providing ICT support and services </li></ul><ul><li>Turnover £500k, 16 employees </li></ul><ul><li>> 50% income from trading </li></ul><ul><li>Membership </li></ul><ul><li>Focus on rural ICT, skills, employment </li></ul><ul><li>Digital Inclusion …and now .. leadership </li></ul>
    29. 30. Rural ICT
    30. 31. Digital Inclusion
    31. 32. Employment and Skills
    32. 33. Leadership Development
    33. 34. <ul><li>Public Sector to Social Enterprise </li></ul>
    34. 35. Where do Social Enterprises fit? <ul><li>Public services – changes to their delivery and support </li></ul><ul><ul><li>Health and social care </li></ul></ul><ul><ul><li>Local authority business units </li></ul></ul><ul><ul><li>Community Land Trusts </li></ul></ul><ul><ul><li>Probation and offender schemes </li></ul></ul><ul><ul><li>Free schools </li></ul></ul><ul><ul><li>Supply chains </li></ul></ul>
    35. 36. Public sector to social enterprise <ul><li>The big issues include: </li></ul><ul><ul><ul><li>Culture change </li></ul></ul></ul><ul><ul><ul><li>Business structures </li></ul></ul></ul><ul><ul><ul><li>Business planning </li></ul></ul></ul><ul><ul><ul><li>Staff engagement (including trade unions) </li></ul></ul></ul><ul><ul><ul><li>Accountability (funding bodies - stakeholders) </li></ul></ul></ul><ul><ul><ul><li>The workforce can be a mix of staff and volunteers </li></ul></ul></ul>
    36. 37. What are barriers for social enterprises working with local authorities? <ul><li>New, small and less experience </li></ul><ul><li>Higher costs – not cheap alternative (triple bottom line) </li></ul><ul><li>Lack of understanding of social enterprise model </li></ul><ul><li>Possible changes to staff contracts </li></ul><ul><li>Lack of time and resource </li></ul><ul><li>Size of contract </li></ul><ul><li>Time investment and opportunity costs - capacity </li></ul><ul><li>Lack of relationships and ‘dialogue mechanisms’ </li></ul><ul><li>Mission drift? </li></ul><ul><li>Protection of intellectual property rights </li></ul>
    37. 38. Forms of social enterprise <ul><li>Community Interest Companies (run by and for a particular community) </li></ul><ul><ul><li>www.cicregulator.gov.uk </li></ul></ul><ul><li>Co-operatives (businesses owned and run by a group of people for the benefit of their members) </li></ul><ul><ul><li>www.coop.co.uk </li></ul></ul><ul><li>Development Trusts (community based and owned regeneration enterprises) </li></ul><ul><ul><li>www.dta.org.uk </li></ul></ul>
    38. 39. Forms of social enterprise <ul><li>Social Firms (businesses that have a significant number of employees with a disability) </li></ul><ul><ul><li>www.socialfirms.co.uk </li></ul></ul><ul><li>Trading arms of some charities </li></ul><ul><ul><li>Charitable company with a community business that transfers surplus to the charity </li></ul></ul><ul><li>Industrial and Provident Societies </li></ul><ul><ul><li>Credit Unions, community owns shares in a shop or centre </li></ul></ul>
    39. 40. Setting up a social enterprise – the issues <ul><li>Defining your mission and attracting others </li></ul><ul><li>Agreeing business and social purpose </li></ul><ul><li>Planning business viability </li></ul><ul><li>How to handle profits and assets </li></ul><ul><li>Democracy and accountability </li></ul>
    40. 41. Opportunities and risks <ul><li>What social enterprise opportunities are there for you? </li></ul><ul><li>What are the risks? </li></ul>
    41. 42. Incorporation <ul><li>A social enterprise is usually an incorporated body (a company) </li></ul><ul><ul><li>Protects individuals from personal liability </li></ul></ul><ul><ul><li>Winding up – debt </li></ul></ul><ul><ul><li>Something going wrong </li></ul></ul><ul><ul><li>Needs to be seen to be accountable and open </li></ul></ul><ul><ul><li>Difficulties of engaging people if no safeguards </li></ul></ul><ul><ul><li>Own legal identity </li></ul></ul><ul><ul><li>Limits of protection </li></ul></ul>
    42. 43. Forms of Incorporation <ul><li>Private sector company options </li></ul><ul><ul><li>Company limited by guarantee </li></ul></ul><ul><ul><li>Company limited by shares (private or public) </li></ul></ul><ul><li>Social enterprise sector company options </li></ul><ul><ul><li>Company limited by guarantee </li></ul></ul><ul><ul><li>Community Interest Company </li></ul></ul><ul><ul><li>Industrial and Provident Society (IPS) </li></ul></ul><ul><ul><li>Charitable or not charitable? </li></ul></ul>
    43. 44. Forms of Incorporation <ul><ul><li>One member one vote </li></ul></ul><ul><ul><li>Clear membership terms supporting the objectives </li></ul></ul><ul><ul><li>Surplus distribution for social purpose </li></ul></ul><ul><ul><li>Community assets to be safeguarded (asset lock) </li></ul></ul><ul><ul><li>Distribution of assets or bonuses evenly among the members (in a co-operative) </li></ul></ul>
    44. 45. Models of social enterprise <ul><li>Co-operatives – IPS </li></ul><ul><ul><li>Workers own the business – worker co-operatives </li></ul></ul><ul><ul><li>Co-operative Consortium – self-employed people or other businesses combining in marketing etc </li></ul></ul><ul><li>Community Business – CIC, Company Ltd by Guarantee </li></ul><ul><ul><li>Owned and run by a community </li></ul></ul><ul><ul><li>Representation from the workforce, the locality, other organisations </li></ul></ul><ul><li>Development Trusts </li></ul><ul><ul><li>Asset-based development with community ownership </li></ul></ul><ul><ul><li>Often a range of projects under one umbrella organisation </li></ul></ul>
    45. 46. Sources of start-up capital <ul><li>Membership subscriptions or share capital </li></ul><ul><li>Start-up grants and loans </li></ul><ul><li>Borrowing from financial institutions </li></ul><ul><li>Community Development Finance </li></ul><ul><li>Leasing and hire purchase </li></ul><ul><li>Personal funds </li></ul><ul><li>Fundraising </li></ul><ul><li>Volunteer labour </li></ul><ul><li>Asset transfer </li></ul>
    46. 47. Sources of start-up capital <ul><li>Commercial Loan </li></ul><ul><li>Community Development Finance Institutions: </li></ul><ul><li>www.cdfa.org.uk </li></ul><ul><ul><li>Bridges Community Ventures Ltd </li></ul></ul><ul><ul><li>Charity Bank </li></ul></ul><ul><ul><li>Cooperative and Community Finance </li></ul></ul><ul><ul><li>South West Investment Group </li></ul></ul><ul><ul><li>Triodos Bank </li></ul></ul><ul><ul><li>Wessex Reinvestment Trust Group </li></ul></ul>
    47. 48. Trading Income <ul><li>Consider: </li></ul><ul><ul><li>Reinvestment in the social enterprise </li></ul></ul><ul><ul><li>Keeping adequate reserves </li></ul></ul><ul><ul><li>Looking beyond grants </li></ul></ul><ul><ul><li>Making use of tax incentives </li></ul></ul>
    48. 49. Trading income <ul><li>Robust financial management is needed </li></ul><ul><li>Why? </li></ul><ul><ul><li>Accountability </li></ul></ul><ul><ul><li>Communication between board and operational management </li></ul></ul><ul><ul><li>Trading income, managing cash flows, reporting on grant targets </li></ul></ul><ul><ul><li>A mix of trading income and other income </li></ul></ul><ul><ul><ul><li>Impacts on profit/loss, health of the business </li></ul></ul></ul>
    49. 50. Support for social enterprise <ul><li>What support and other resources are already available to you </li></ul><ul><li>What other support might you need? </li></ul>
    50. 51. Support systems <ul><li>National </li></ul><ul><li>Mutuals Information – www.mutuals.org.uk </li></ul><ul><li>Co-operatives UK www.cooperatives-uk.coop </li></ul><ul><li>Social Firms UK www.socialfirms.co.uk </li></ul><ul><li>Social Enterprise Coalition www.socialenterprise.org.uk </li></ul><ul><li>Development Trust Association www.dta.org.uk </li></ul>
    51. 52. Support systems <ul><li>RISE – Business Advisors Network (BAN) </li></ul><ul><ul><li>Newsletter </li></ul></ul><ul><li>Business Link </li></ul><ul><li>Look up your local support organisations. The RISE website gives a list of these in the South West. www.rise-sw.co.uk </li></ul>
    52. 53. Questions and Discussions <ul><li>Contact details – </li></ul><ul><li>Julie Harris </li></ul><ul><li>01392 435775 </li></ul><ul><li>[email_address] </li></ul><ul><li>www.rise-sw.co.uk </li></ul>