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From Vco To Social Enterprise Web Version


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From Vco To Social Enterprise Web Version

  1. 1. Making the transition from VCO to social enterprise High Peak CVS & Digital Umbrella
  2. 2. Our heritage: High Peak CVS <ul><li>Digital Umbrella evolved from a range of IT services provided by High Peak CVS </li></ul><ul><li>Who are High Peak CVS? </li></ul><ul><ul><li>infrastructure organisation offering range of support to voluntary sector organisations in Derbyshire, including </li></ul></ul><ul><ul><ul><li>Funding advice </li></ul></ul></ul><ul><ul><ul><li>Training </li></ul></ul></ul><ul><ul><ul><li>Business planning and governance </li></ul></ul></ul><ul><ul><ul><li>Information </li></ul></ul></ul><ul><ul><ul><li>Liaison, representation </li></ul></ul></ul><ul><ul><ul><li>Practical services </li></ul></ul></ul>
  3. 3. So how did we get into IT provision? <ul><li>We’ve undertaken web design as High Peak CVS since 2003 </li></ul><ul><ul><li>people liked the CVS site, and wanted one! </li></ul></ul><ul><li>Research into IT and information needs in sector (2004) </li></ul><ul><ul><li>ChangeUp funded </li></ul></ul><ul><ul><li>Developed a range of projects and services in response </li></ul></ul><ul><li>Need for CVS to develop social enterprise activities to generate income </li></ul>
  4. 4. So how did we get into IT provision? <ul><li>2004 - early 2006 </li></ul><ul><ul><li>Range of IT services grew & developed </li></ul></ul><ul><li>2006 - Need for clear brand identity </li></ul><ul><ul><li>Names are always difficult - ask anyone with a newborn baby </li></ul></ul>
  5. 5. Digital Umbrella is born! <ul><li>The name came from the team, after much soul searching, brainstorming and sleepless nights…. </li></ul><ul><li>We think it reflects what we do </li></ul>Digital Umbrella is born!
  6. 6. Ethos & social objectives <ul><li>To encourage and develop the understanding and use of IT by the voluntary & community sector so they are able to use it in the delivery of their mission </li></ul><ul><ul><li>campaigning, collaborating, communicating, being more effective and efficient </li></ul></ul><ul><li>To encourage and support individuals to improve their IT skills and capacity </li></ul><ul><ul><li>thus increasing employability, confidence and adding to the local economy </li></ul></ul>
  7. 7. Ethos & social objectives <ul><li>To encourage and support communities to improve their IT skills, capacity and use </li></ul><ul><ul><li>to reduce rural isolation, marginalisation and to reduce the digital divide </li></ul></ul><ul><li>To generate a financial surplus to use in the delivery of the wider CVS social objectives </li></ul>
  8. 8. Ethos & social objectives <ul><li>We believe passionately that IT is not just a means to an end, it is a powerful tool that can have positive benefits. Our role is to help organisations, individuals and businesses harness it! </li></ul>
  9. 9. Digital Umbrella Services <ul><li>Web work </li></ul><ul><li>IT training </li></ul><ul><ul><li>UK Online Centre </li></ul></ul><ul><ul><li>ECDL </li></ul></ul><ul><ul><li>Net:gain </li></ul></ul><ul><ul><li>1-2-1 mentoring </li></ul></ul>
  10. 10. Digital Umbrella Services <ul><li>IT development work </li></ul><ul><ul><li>IT Champions </li></ul></ul><ul><ul><li>Project management and </li></ul></ul><ul><ul><li>consultancy </li></ul></ul><ul><li>Graphic design & print </li></ul><ul><li>Multimedia work </li></ul>logos a go go
  11. 11. About us <ul><li>Staff team of 5 </li></ul><ul><ul><li>All professionals and experts in their fields </li></ul></ul><ul><li>Part of CVS structure </li></ul><ul><li>Digital Umbrella turnover £170k this year </li></ul><ul><ul><li>Overall CVS turnover £500k </li></ul></ul><ul><li>National, regional and local work </li></ul>
  12. 12. What next? <ul><li>Separate trading arm </li></ul><ul><ul><li>April 2008? </li></ul></ul><ul><ul><li>Legal status, unpicking shared functions, governance </li></ul></ul><ul><li>Growth </li></ul><ul><ul><li>£300k-500k to be truly sustainable </li></ul></ul>
  13. 13. What we’ve learnt along the way
  14. 14. <ul><li>Text here </li></ul><ul><li>Avoid mission drift </li></ul>Vision organic growth vs
  15. 15. Vision vs organic growth <ul><li>We didn’t start “selling” web design with a long term vision </li></ul><ul><ul><li>Both blessing and a curse </li></ul></ul><ul><ul><li>Always sustainable: no grant funding </li></ul></ul>
  16. 16. Vision vs organic growth <ul><li>Lower risk </li></ul><ul><li>Can grow the market as you go </li></ul><ul><li>More sustainable? </li></ul><ul><li>Better long term planning </li></ul><ul><li>Clearer operating parameters – the “what ifs…” </li></ul>Pros  <ul><li>Slower growth </li></ul><ul><li>Less likely to be taken seriously? </li></ul><ul><li>How do you judge success? </li></ul><ul><li>Scary! </li></ul><ul><li>Higher initial investment needed </li></ul><ul><li>Higher risk </li></ul>Cons  Organic growth Vision
  17. 17. <ul><li>Look after them! </li></ul><ul><li>Skill set </li></ul>It’s all about people
  18. 18. It’s all about people <ul><li>Staff are great assets </li></ul><ul><ul><li>Look after them! </li></ul></ul><ul><ul><li>Involve them and bring them with you </li></ul></ul><ul><li>There is pressure / stress in any growing business </li></ul><ul><li>You may need different staff skill sets from your organisations norm </li></ul>
  19. 19. It’s all about people <ul><li>Find mentors and others providing similar services </li></ul><ul><ul><li>We’ve had great support from COSMIC, SCIP, AFL, Electroville and others </li></ul></ul><ul><li>Don’t forget relationships with stakeholders </li></ul><ul><ul><li>They could be prospective clients </li></ul></ul>
  20. 20. Clashing cultures?
  21. 21. Clashing cultures? <ul><li>Financial profits vs meeting social goals </li></ul><ul><ul><li>What is success? </li></ul></ul><ul><li>Managing CVS and DU roles and objectives has proved tricky </li></ul><ul><ul><li>Difficult to avoid “them and us” </li></ul></ul>
  22. 22. Clashing cultures? <ul><li>Trustee board </li></ul><ul><ul><li>Profit to underpin CVS services or reinvest in DU growth? </li></ul></ul><ul><li>Avoiding mission drift </li></ul><ul><ul><li>DU clearly fits into infrastructure services that we provide </li></ul></ul>
  23. 24. Selling and marketing <ul><li>Is there a market? Who are you selling to? </li></ul><ul><li>Make it clear, and easy, for people to buy from you </li></ul><ul><li>Using “social enterprise” will help </li></ul><ul><ul><li>but won’t overcome questions about quality or price </li></ul></ul><ul><li>You are selling </li></ul>
  24. 25. Money, money, money
  25. 26. Money, money, money <ul><li>We map all work against social objectives </li></ul><ul><ul><li>“ Robin Hood” charging, sliding scale </li></ul></ul><ul><ul><li>Not most financially profitable </li></ul></ul><ul><li>Cash flow is king! </li></ul><ul><li>Pressure on finance systems </li></ul><ul><ul><li>Lots of smaller transactions, compared to grant funding </li></ul></ul>
  26. 27. Money, money, money <ul><li>Profit vs reinvestment </li></ul><ul><li>VAT </li></ul><ul><li>Financial risk </li></ul><ul><ul><li>How do trustees view risk? </li></ul></ul>
  27. 28. <ul><li>Text here </li></ul>Time and perseverance and you need….
  28. 29. Licensed images used in these slides From flickr - by kiki99 From flickr - by Andy Hay From flickr - by webmink From flickr - by takkaria From flickr - by gwen
  29. 30. Licensed images used in these slides From flickr - by miss_kitchens From flickr - by jeverwolf
  30. 31. More information <ul><li>Tony Okotie </li></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>01663 735 350 </li></ul></ul><ul><ul><li> </li></ul></ul>