Taking Care of Business by Prophet Scotland

Taking Care of Business Analyse the key opportunities and challenges facing leaders of social enterprise (including both paid managers and voluntary directors) with detailed reference to two organizational case studies.

INTRODUCTION

DARING TO CARE

BACKUP

THE MELTING POT, EDINBURGH

THE GLASGOW WOMEN’S LIBRARY, GLASGOW

CHANGING THE WORLD & SAVING THE PLANET

BALANCING MULTIPLE BOTTOM LINES

LEADING THE WAY

WORKS CITED

Introduction We are living in the midst of all-encompassing world-wide social and political change, where many people and communities challenge, resist, and modify inherited ways of living. . . . Our fragmented institutions, each going their own ways- in the family, the economy, the government, or in world-wide society – are finding that existing patterns of governance, that is, ways to be part of a whole, no longer work, and that new forms of organisation must be found. (Leonard J. Duhl, 2000: 1) Some of these new forms of organisation can be found in the emerging social enterprise movement. As Antonia Swinson, Chief Executive of the Scottish Social Enterprise Coalition, writing in ‘Good Company’ - Scotland’s magazine for socially enterprising people – states, Social enterprises are engines of innovation, finding fascinating new solutions to meeting social need, and creating new markets, often where no one thought they could ever work. It just takes a different way of looking at opportunities and what people can achieve given half a chance. (Swinson, 2008)

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This essay aims to discover the critical openings and taxing circumstances involved in getting things done with and within social enterprises, as well as how best to support those at the helm on the journey to achieving their desired outcomes. The ability to get things done is a useful way to understand the role of leadership wherever it is found. According to Charles Handy, a globally recognised thinker on organisational development and management, ‘A leader, we can say in summary, is someone who is able to develop and communicate a vision which gives meaning to the work of others’, in his analysis ’The leadership of groups or divisions is a vital part of organizational effectiveness but results in role complexity, incompatibility, conflict, ambiguity, and therefore stress’ (Handy, 1993). To aid this process of discovery two case studies will be examined, The Melting Pot in Edinburgh and The Glasgow Women’s Library in Glasgow. Web based research, historical documents and direct experience of the organisations have been supplemented by conversations with the founding social entrepreneurs around the topic of this paper; issues considered during these exchanges are detailed in Box 1.

Box 1. Issues considered in conversation with founding social entrepreneurs. -

Key Leadership Opportunities & Challenges experienced by o You as a leader of a social enterprise o Your board as leaders of a social enterprise o The social enterprise over its lifetime and in relationship to the operating environment.

Experiences of Support Infrastructure o What support has worked o What is missing/needed

While quite different in genesis and trajectory both these social enterprises now have founding social entrepreneurs as paid managers supported by a volunteer board. It is also interesting to note that much of the promise and tribulations experienced in getting things done are of a similar nature. Initially considering the generic opportunities and challenges facing leaders of social enterprise and the current support offered to them in Scotland gives context to the detail emerging from the subsequent case studies and closing recommendations. MKTB540A2 Susan Pettie 21/05/2010 2/14 Pages

Daring to Care It ain't what you do it's the way that you do it It ain't what you do it's the time that you do it It ain't what you do it's the place that you do it And that's what gets results. (Bananarama) In their paper published in ‘Gender Place and Culture’ the founders of ‘The Community Economies Project’1 present a vision for opening up the economy to diversity and see it has the potential to be part of the project of social transformation. In all economic activities across the board we could promote the valuing and strengthening of traditionally coded ‘feminine’ qualities such as nurture, cooperation, sharing, giving, concern for the other, attentiveness to nature, and so on, as well as traditionally coded ‘masculine’ qualities such as independence, experimentation, leadership and adventurousness. (Cameron & Gibson-Graham, 2003) Interestingly research into the distinctiveness of social entrepreneurs compared to mainstream entrepreneurs shows females more often than males being in the process of setting up a new social enterprise or running one during its first four years, ‘This suggests that females may be more likely than males to become serial social entrepreneurs’ (Harding & Harding, 2006). Social entrepreneurs are to be found in all sectors of our society – in business, in the voluntary sector, in the public sector; on the high street and in the boardroom and in ordinary living rooms up and down the country. They are difficult to define precisely because they are being entrepreneurial – and the moment you define and categorize entrepreneurship, it will shift shape and render your definition obsolete. (Mawson, 2008) There is recognition that leadership in social enterprise is a qualitatively different process, compared to leadership in established organisational forms engaged in managing the business of living. In fact ‘a new kind of management is paramount to the success of social enterprises’(Solari & Borzaga, 2004), this new management is needed because of the unmapped landscape social enterprise is populating. Propelled by the explosive nature of their 1

www.communityeconomies.org A place where new visions of community and economy can be theorized, discussed, represented and enacted. Central to the project is the idea that economies are always diverse and always in the process of becoming. This project developed as a way of documenting the multiple ways in which people are making economies of difference and in the process building new forms of community. MKTB540A2 Susan Pettie 21/05/2010 3/14 Pages

materialisation and morphed by the multiplicity of the needs they address; the unique internal and external identities they present are ‘harder to bring into focus because of the hybrid and poorly defined nature of the social enterprise form’ (Solari & Borzaga, 2004). An article in the ‘Journal of Civil Society’ illustrates this concept of the ‘hybrid’ by identifying ‘four interrelated attributes’; a mission driven culture often at odds with the dominant values, offering services which express those values modelling their desired social change, expressing a collective identity for the needs of their stakeholders and focused on profiting on multiple bottom lines (Hasenfeld & Gidron, 2005). While the opportunities reside clearly, compellingly, in the potential to make the world a better place at a time when it is greatly needed, the challenges lie in the inherent complexity of achieving such a task or more specifically in morphing the historic strategies and frameworks previously used to manage the business of living into tools which are fit for their newly realised potential to meet multifarious needs.

Backup In response to the growth and potential for social enterprise in Scotland over the past decade, there has been a similar flourishing of support services reflecting the diversity of the movement with their variety and scope. Table 1 was complied in an attempt to get an understanding of the compendium of services currently available. In 2008 the Scottish Government Published its ‘Enterprising Third Sector Action Plan 20082011’, their seven objectives appeared timely and appropriate, and some of the support detailed in Table 1 has been brought to life or given a new lease of life as a result of that. 1. 2. 3. 4. 5. 6. 7.

Opening markets to an enterprising third sector Investing more intelligently Promoting social entrepreneurship Investing in skills, learning and leadership across the third sector Providing support for business growth Raising the profile of enterprise in the third sector Developing the evidence base (Scottish Government, 2008)

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X X X X

X X

X X X X X X X X X X X X X X X X X X X X X X X X X

X X X X X X X X X X

X X X X X X X X X X X X X X X

X X X X X

X X X X

X X X

X X

X X X

X X X X X X X X X

X X

X X X

Regional

Lobby

Of the Movemen tGovernm ent

X X

X X X

X X X X X X X X

X X

X X X X

X X X X X

X X X X X X X

Form Specific Legal

X X X

Mature

X X X X

National

X X X X X X

Develop

X X X

Start Up

Individual

Fife Schol for Social Entrepreneurs Firstport Social Entrepreneur’s Network Scotland Community Recycling Network Scotland Community Business Scotland Network Community Retailing Network Community Woodlands Association Council of Ethnic Minority Voluntary Sector Organisations (Scotland) Scottish Council for Voluntary Organisations Volunteer Development Scotland Development Trust Association Scotland Cultural Enterprise Office Social Firms Scotland Community Energy Scotland Cooperative Development Scotland Community Transport Association Scotland Community Enterprise In Strathclyde Forth Sector Development Community Enterprise Aspire to Enterprise Highlands & Islands Social Enterprise Zone Social Audit Network Evaluation Support Scotland Social Return On Investment Project Office of the Scottish Charities Regulator Community Interest Company Regulator Local People Leading Scottish Social Enterprise Coalition Co-operation & Mutuality Scotland Ready for Business Social Investment Scotland Scottish Investment Fund Scottish Community Foundation Scottish Social Enterprise Academy Caledonian University PGC in Social Enterprise Realise Mentoring

Orgs

Table 1. A List of some of the Support Services to the Social Enterprise Movement.

X X X X X

X X

X X X

X X X X X X X X X

X X X X X X X X X X X X X X

X X X X X X X X X X X

X X

The mainstream enterprise or business support services are not listed in Table 1, though often elements of their work may include or relate to social enterprise. Neither have the ‘networks of councils of voluntary service, the volunteer centres, the local social economy partnerships and the local social enterprise networks’ been listed. They are currently engaged in a contested (Demarco, 2009) Scottish Government initiated process to create a ‘single interface’ for support to the third sector, including social enterprise, at a local level(The Scottish Government). MKTB540A2 Susan Pettie 21/05/2010 5/14 Pages

The quality that all the social entrepreneurs have in abundance is leadership. They are very good at setting a mission for an organisation and mobilising people around it. (Leadbeater, 2001) Looking at Table 1 it’s interesting to note the amount of support services solely directed at the nurturing of individuals. Consider that McNeill reporting on her fellowship research ‘how the public sector can support growth and sustainability in social enterprise activity’ to The Winston Churchill Memorial Trust of Australia states, ‘social enterprises are generated in a number of ways. . . . In all cases it takes a person with sufficient passion, staying-power, adaptability and relationship management skills to move a concept into reality’ (McNeill, 2009).

The Melting Pot, Edinburgh The first of the two case studies looks at The Melting Pot (TMP), Edinburgh. A Google search will return the web address with this summary attached, ‘Shared office space and events, conference, workshop and meeting space in Edinburgh, Scotland’ (Google). That is the facts of what’s on offer at TMP though it is only the tip of the iceberg; the organisational slogan2 ‘Inspiration at Work’ nicely captures the intentional synergy behind this social enterprise. The Melting Pot is a unique place in the heart of Edinburgh. We provide spaces for individuals and organisations to work, connect, meet and hold events. The only facility of its type in Scotland, The Melting Pot is a not-for-profit social enterprise that aims to inspire and support people to realise their ideas for a better world. (The Melting Pot) Opened in October 2007 by founding director Claire Carpenter, TMP was born out of a personal need. Working from home on projects, she needed to get out the house and into offices with like-minded people before she lost hers. Looking around she found there was nothing like that available, so being an ‘eco-social entrepreneur’ and visionary she spotted an opportunity, realising it was up to her to create some such space in September 2005 Claire got things started (The Melting Pot). I saw the need for The Melting Pot all around me in the form of lots of talented dedicated individuals who are values orientated and entrepreneurial though they’re often working “under the radar” – on great projects, but without the support and resources they needed on a personal as well as professional level. (Greener View, 2009: 20)

‘Slogan’ defined as ‘a distinctive or topical phrase used in politics, advertising, etc.’ has its origins in the Scottish Gaelic sluagh-ghairm literally army-shout, a Highland war cry. Collins. (1992). Collins Concise English Dictionary Third Edition. Glasgow: HarperCollins Publishers. MKTB540A2 Susan Pettie 21/05/2010 6/14 Pages

May 2010, two and a half years on, TMP has now achieved the Social Enterprise Mark (SEM). The slogan of that quality assurance mark, ‘Trading for People and Planet’, directs us to the big picture impacts of this ‘bright, accessible, flexible and friendly work environment that encourages social innovation and helps your ideas take shape and flourish’ (The Melting Pot). While it is a condition of the SEM that the company earns at least 50% of its income from trading, TMP is still reliant at this stage on external funding to secure its continuing development (The Melting Pot, 2009). As Claire puts it, ‘What we started is something unique and brand new; that takes time for people to understand’ (Greener View, 2009). The social innovation that TMP encourages puts the social in this social enterprise and herein the intentional synergy lies. Their working definition: ‘Social Innovation refers to new ideas that resolve existing social, cultural, economic and environmental challenges for the benefit of people and planet.’ (The Melting Pot) Claire Carpenter, Founder of The Melting Pot, was also a recipient of Scotland UnLtd funding 3 years ago during the RnD stage of its development. Carpenter says “I know from first hand experience just what a difference this investment grant will make to the winners. It’s really hard to set up any business, let alone a socially or environmentally focused one, with no investment capital, with an asset lock, and clear expectations of delivering far more than the financial bottom line. (The Melting Pot, 2009) As founder, Claire rallied the support of a few key individuals around her initial idea and a formal structure was chosen to move the idea forward. On 13/10/2005 The Melting Pot a ‘not -for-profit company limited by guarantee’ was incorporated (Companies House), followed quickly by enlisting a volunteer project team who recognised the need and shared the necessary work to lift the project off the ground. In 2006 a Scotland Unltd Level 2 Award to cover her cost of living allowed Claire to step away from her business, ‘Creating Connections’, and focus full time on the project, 21 months later the doors were open. June 2009’s TMP E-Bulletin announced the news of three new members of staff, and the intention to recruit fresh blood to the board, a positive re-structuring of the organisation. The challenges now emerge around evolving the organisation from it’s initial collegiate volunteer focus with visionary leader at the helm to a sustainable structure with paid staff and a fully functioning board taking the lead on strategic development. These steps are essential succession planning moves, which guarantee the enterprises life beyond that of the founder’s involvement, and come with their own learning curves for everyone to ride.

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The Glasgow Women’s Library, Glasgow While TMP is a rather youthful organisation, this second case study has been around for a little longer and hails from before the last decade’s quantification, contextualising and expansion of the notion of social enterprise. Incorporated on 03/09/97 as a private company limited by guarantee (Companies House) and achieving charitable status on 14/10/1999 (OSCR) the Glasgow Women’s Library (GWL) has its genesis in 1987 in an entirely different form. GWL emerged out of a collective need, compared to TMP’s loan visionary conception. At the outset, the work of Women in Profile was a productive, heterogeneous grouping of women from non/academic settings, culturally diverse and of all ages. (Working in Public) In 1987 concern for the representation of women’s culture, during Glasgow’s designation as European City of Culture, galvanised a diverse grouping of culture workers into action under the banner of ‘Women In Profile.’ Having collectively planned and produced a year-long programme of activities during 1990 the group realised they had gathered valuable materials relating to the lives and cultures of women. These materials and the notions around their importance required a home therefore in 1991 with the good will of women’s groups and the local community GWL was established. (Glasgow Women's Library, 2010: 7) Since 1991 thousands of women have contributed to the growth and success of the Library. The collection has been largely donated and there have been scores of women involved in managing its projects, volunteering and contributing their time, expertise, visions and energies. (Glasgow Women's Library) GWL, compared to TMP, spent considerably more of its early development dependant on both the sweat equity of volunteers and the ingenuity of its leaders, with the first project funding achieved in 2000. Adele Patrick now the Lifelong Learning Coordinator and Creative Development Manager was one of the founding group; it is clear that her passion, values, and vision is constitutive to the Library’s existence. Sue John now Strategic Development Manager, engaged with the resource as a volunteer in 1993; the complimentary skills and collaborative working partnership of these two social entrepreneurs has been paramount to the Library’s progress. . . . some current and recent past examples of relationships, networks and partnerships that help to illustrate the depth and breadth of GWL’s collaborative working across MKTB540A2 Susan Pettie 21/05/2010 8/14 Pages

sectors. The list ranges from large national agencies to small grass-roots groups, from cultural organisations to those focusing on human rights. (Glasgow Women's Library, 2010) That focus on collaborative working partnerships permeates within and out with GWL’s operation and is infused with the organisations core values: empowerment, addressing inequalities, valuing all women, development and growth, diversity and inclusivity, openness and respect (Glasgow Women's Library, 2010). The list of acknowledgements at the back of any annual report, project report or newsletter is testimony to this modus operandi, as is the impact GWL manages to have compared to its resourcing; always working with others to become more than the sum of their collective parts. As the organisation has expanded its operations effectively maintaining and transmitting this approach, which is openly positively challenging the dominant culture, to the extending range of relationships, the expanding staff team (now 12 paid members of staff and numerous volunteers), and the evolving board (currently 6 members3), has been one of the rudimentary challenges. Glasgow Women’s Library is a vibrant information hub housing a lending library, archive collections and contemporary and historical artefacts relating to women’s lives, histories and achievements. (Glasgow Women's Library) But the Library is so much more than just books; it being a social enterprise this will come as no surprise. There is a pallet of learning opportunities based on the collections, local, national, literacy and BME focused and developed out of the mutually identified needs of users. Current plans include raising around £1.5 million to refurbish part of the Mitchell Library in Glasgow and move in there as a fitting home for the ambitions to become the Women’s Library and Archive of Scotland as well as developing the potential for independent income generation through increased trading. With a turnover of £300,000 recorded in 2009, GWL is a far cry from its beginnings as a bunch of box’s looking for storage (Glasgow Women's Library, 2010) and again all these developments, bringing added complexity, require the leaders to reach out for new skills, to engage in a continuing process of action learning.

Changing the World & Saving the Planet

I must declare an interest here, having joined the board in 2004 and since December 2009 taken over the role of Chair. MKTB540A2 Susan Pettie 21/05/2010 9/14 Pages

Entrepreneurial social organisations are driven to grow. But as they grow they often run into a range of management obstacles that can thwart their growth or lead to their failure. If social entrepreneurs and their partners were better able to understand these pressures they would be in a better position to overcome them or avoid them. (Leadbeater, 2001) H. Thomas Johnson, whom Jim Mather refers to in the quote below, teaches at the Portland State University, School of Business Administration. One of his courses ‘Sustainability and Business: Managing in a Life-Focused Economy’ (Johnson, 2010), has as its required reading a book entitled the ‘The Empathic Civilization: The Race to Global Consciousness in a World in Crisis’; this approach certainly seems a far cry from the stereotype of the successful hard nosed business man. What Johnson and Broms advocate is something I think is more intrinsically at the core of social enterprise, which they call managing by means. This is about working in a more moral way with suppliers and communities; working with staff so they feel a sense of ownership and are able to release their ingenuity into the business. Their basic premise is that you need to see organisations, whether a government department or a business, not as a machine but as a living system. You need to free up individual ingenuity and revel in diversity. (McGeoch, 2008) The greatest opportunity for leaders in social enterprise is in the realisation of their ambitions for changing the world and saving the planet through qualitatively better management of the business of living. Making manifest in their organisations the awareness that we are all interconnected and, in embracing that interconnection, finding ways to reconcile the reality that the value of the other is equal to the value of the self: quintessentially this is a consciousness raising project. The acclaimed Andrew Mawson who, at the age of 30 and as pastor for a United Reformed Church in Bromley-by-Bow, London; from the luxury of a salary, a venue and little external expectation of outcomes, set out on a very socially enterprising route to practising his faith and Ministering to his congregation says, ‘Turning passion into practice may take many forms. If an enterprise culture demands that we become more honest about the potential of the individual in their relationship to other individuals, then variety will be the spice of life’ (Mawson, 2008: 145).

Balancing Multiple Bottom Lines While Mawson’s (Mawson, 2008:168) tenth step ‘Towards an Entrepreneurial Future’ demands that we ‘Don’t buy process: buy results’, the measurement of multiple bottom line outcomes is itself an emerging field. Recognising that relevant feedback is essential to development it becomes clear that it is necessary to broaden the scope of the narrow accounting on financial MKTB540A2 Susan Pettie 21/05/2010 10/14 Pages

indicators, which has been a feature of the capitalist business model, in order to truly reflect the benefits of a social enterprise. With a far broader range of stakeholders than the original concept of shareholder, the complex challenge of capturing, assessing and expressing value on a social, environmental, sometimes cultural, and economic axis is very alive for social enterprise leaders. The development of a comprehensive set of indicators that capture the performance and social, economic and environmental value of SEs, represents an opportunity to communicate the added value of SEs with internal and external stakeholders. (Doherty, et al., 2009) The New Economics Foundation ‘economics as if people and the planet mattered’, recognised this taxing circumstance and set up their ‘proving and improving’ project in response. This webbased resource lists 21 potential tools, which can help leaders in charities, voluntary organisations and social enterprises to ‘prove and improve your organisation’s quality and impact’ (New Economics Foundation) Not only is it a test of creativity and ingenuity to measure outcomes, but there is also the challenge of relaying those findings to this broad array of stakeholders, often with a wide variety of communication preferences.

Leading the Way As Leadbeater concludes in his ‘Thriving on complexity’ chapter, ‘Voluntary organisations are entrepreneurial and innovative when they combine; a dynamic, social entrepreneur to lead the organisation, a flat, open management structure with a culture of trust and creativity, a complex, changing environment, which the organisation embraces’(Leadbeater, 2001). The ambitions of leaders in social enterprise to demonstrate the potential for a qualitatively better world inherently pushes them deeper than leaders in mainstream enterprise into complexity. Both within and out with their organisations there is a desire to balance an increasing diversity of needs, while endeavouring to maintain a role modelling approach to demonstrating a world thriving on equality. The leaders and their organisations are breaking trail in uncharted territory, in a world that demands they define, measure and express the identities of these hybrid forms even as they are emerging.

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The majority of the current support to social entrepreneurs is operating from a dominant focus on the value of structures over the value of people, conformity over individuality, objectivity over subjectivity. Support that does trust in and nurture the individual has been proven to have a dramatic effect on progress (Mawson, 2008), though by its very nature this approach needs to embrace and effectively negotiate the diverse needs of these leaders. It must be tailor made, just in time, flexible & reflective, grounded in practice, and mutually respectful; essentially to have its greatest impact, support needs to be an ongoing, person centred, generative dialogue. To create new realities, we have to listen reflectively. It is not enough to be able to hear clearly the chorus of other voices; we must also hear the contribution of our own voice. It is not enough to be able to see others in the picture of what is going on; we must also see what we ourselves are doing. It is not enough to be observers of the problem situation; we must also recognize ourselves as actors who influence the outcome. (Kahane, 2007)

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Harding, D., & Harding, R. (2006). Profiling Social Entrepreneurs: The attitudes and aspirations of social entrepreneurs and their distinctiveness from mainstream entrepreneurs. Plymouth: Coactive Ltd. Hasenfeld, Y., & Gidron, B. (2005). Understanding Multi-purpose Hybrid Voluntary Organizations: The Contributions of Theories on Civil Society, Social Movements and Non-profit Organizations. Journal of Civil Society , 1 (2), 97-112. Johnson, H. T. (2010, Spring). MGMT 410/510: Syllabus. Retrieved 05 30, 2010 from Portland State University: School of Buiness Administration: http://www.sba.pdx.edu/faculty/tomj/course410510.html Kahane, A. (2007). Solving Tough Problems: An open way of talking, listening, and creating new realities. San Francisco: Berrett-Koehler Publishers Inc. Leadbeater, C. (2001). The rise of the sociall entrepreneur. Retrieved 05 24, 2010 from Demos: http://www.demos.co.uk/publications/socialentrepreneur Leonard J. Duhl, M. (2000). The Social Entrepreneurship of Change. Putnam Valley: Cogent Publishing. Mawson, A. (2008). The Social Entrepreneurs: Making Communities Work. London: Atlantic Books. McGeoch, A.-M. (2008, Winter). The Value of Good Ideas. Good Company (6), p. 22. McGrother, K., Pendry, M., & McGeoch, A. M. (2009). Enterprise with Ethics. Glasgow: Cooperative Education Trust Scotland. McNeill, J. (2009). To study how the public sector can support growth and sustainability in social enterprise activity. The Winston Churchill Memorial Trust of Australia. New Economics Foundation. (n.d.). Tools. Retrieved 05 30, 2010 from Proving and Improving: http://www.proveandimprove.org/new/tools/index.php OSCR. (n.d.). Charity Search: Glasgow Womens Library. Retrieved 05 28, 2010 from Office of the Scottish Charity Regulator: http://www.oscr.org.uk/CharityIndexDetails.aspx?id=SC029881 Scottish Enterprise. (n.d.). Search: social enteprise. Retrieved 05 24, 2010 from Business Gateway: http://www.bgateway.com/bdotg/action/search?resultPage=1&expression=%22social+enterpris e%22&go.x=0&go.y=0&go=Go&r.l1=1073858805&site=202 Scottish Government. (2008, 06 19). Enterprising Third Sector Action Plan 2008-2011. Retrieved 05 24, 2010 from The Scottish Government: http://www.scotland.gov.uk/Publications/2008/06/19085003/0 Solari, L., & Borzaga, C. (2004). Management challenges for social enterprises. In C. Borzaga, & J. Defourny, The Emergence of Social Enterprise (pp. 333-347). London: Routledge. Swinson, A. (2008, Spring). Opinion. Good Company (4), p. 19. The Melting Pot. (n.d.). About The Melting Pot. Retrieved 05 23, 2010 from The Melting Pot: http://www.themeltingpotedinburgh.org.uk/AboutTheMeltingPot/tabid/131/Default.aspx The Melting Pot. (2009). E-Bulletin Autumn 2009. Retrieved 05 28, 2010 from The Melting Pot: http://www.themeltingpotedinburgh.org.uk/EBulletin/AutumnEBulletin2009/tabid/179/Default.asp x The Melting Pot. (2009, 03). E-Bulletin March 2009. Retrieved 05 28, 2010 from The Melting Pot: http://www.themeltingpotedinburgh.org.uk/EBulletin/TheMeltingPotEBulletin0903/tabid/157/Defa ult.aspx The Melting Pot. (n.d.). Home Page. Retrieved 05 23, 2010 from The Melting Pot: http://www.themeltingpotedinburgh.org.uk/ The Melting Pot. (n.d.). Social Innovation. Retrieved 05 23, 2010 from The Melting Pot: http://www.themeltingpotedinburgh.org.uk/Portals/0/downloads/Social Innovation.pdf The Scottish Government. (n.d.). Localism. Retrieved 05 24, 2010 from The Scottish Government: http://www.scotland.gov.uk/Topics/People/15300/Localism MKTB540A2 Susan Pettie 21/05/2010 13/14 Pages

Working in Public. (n.d.). Core Participants: Adele Patrick. Retrieved 05 30, 2010 from Working in Public Seminar Series: Art, Practice and Policy: http://www2.rgu.ac.uk/subj/ats/ontheedge2/workinginpublicseminars/profile_adelePatrick.html

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