Creating Community Enterprise by Action to Regenerate Community Trust

Creating Community Enterprise 2008 ‐ 2009  Evaluation Report for Wigan Economic Partnership      Action to RE:generate Community Trust  Registered Charity No 1078551  www.regeneratetrust.org  49 Abbey Foregate Shrewsbury SY2 6BQ

“'Subsidiarity' (is) an ugly word. Call it trust instead. Subsidiarity is a moral principle …. which says that you should put responsibility as low down as you can possibly find it and then educate people up to exercise that responsibility. I want to see trust and responsibility pushed right down in society because I think that gives people self-respect. " Charles Handy:

Creating Community Enterprise Project – Evaluation report June 2009

Wigan Economic Partnership PRG/WNF Evaluation “the return of millions of pounds spent on 'regeneration' in Wigan over many years has realistically resulted in the capacity development of a few individuals and some isolated pockets of community development witheven fewer successful projects that have actually become sustainable. “This has not been rolled out or replicated because everything is short term and time limited, so there is never enough time to work with people not already known. What has been different since introduced its work and engagement process – has been new people getting involved, moving away from grant dependency and taking on the idea of long term development supported by sustainable social enterprise.” Pam Stewart, Chair, Urban Forum

Target Project Outputs/Outcomes:  •

18 Social Enterprise Projects supported

•

8 new businesses supported;

•

PULSE established as a new registered not‐for‐profit business with

•

3‐5 year business plan

•

Funding strategy

•

Action Plan –to deliver an outreach programme (with ) that will (a) help  develop PULSE organisation’s capacity; (b) demonstrate in 3 targeted  communities how community engagement that builds trusting networks can  impact on worklessness;

•

Operating manual for delivering LM system for Effective Engagement;

•

Community teams and individuals prepared to engage effectively (ie  confident and capable) with other support programmes;

Beneficiaries will include:  •

Wigan Council and partnership agency staff who will develop capacity, skills  and insights that will enhance their effectiveness to engage with and  develop communities;

•

People residing in the 32 SOAs (specifically top 10% most deprived in  relation to worklessness) including individuals who are 2nd and 3rd  generation unemployed and IB claimants.

Creating Community Enterprise Project – Evaluation report June 2009

1. In relation to the targets/outcomes identified by the Economic Partnership what impact has your project had on these and in helping to reduce the gap between the most deprived areas of the Borough and the rest?   The project has primarily impacted on WEP targets/outcomes by:  o raising awareness of enterprising ways to generate income for individuals  and community groups and offering an alternative to benefit and grant  dependency;   o providing a supportive framework for people who have experienced  difficulties in gaining employment through conventional routes to develop  their ideas, skills and confidence to  explore self‐employment and community  enterprise;  o helping a number of individuals from target groups to increase their income,  access jobs, training and opportunities – either by assisting them directly, or  by assisting organisations to deliver services they need and want;    o helping people living in disadvantaged communities to start to take action  together to develop their communities and tackle conflicts and concerns that  hinder investment and development  Success is indicated by the activities undertaken by the project leaders ‐ and the  comments made by leaders of projects with whom we have had contact over the  past year.   `“You can lay the foundations but a successful social enterprise does not take 12 months. You've got to work at it. Build it up. 12 years is more realistic”. Pam Stewart    Each of 18 Social Enterprise projects and 10 new businesses received individual  inputs that have helped them move forward in their thinking and personal  development. These inputs have been both pro‐active and re‐active: they could be  described broadly as pre‐start up “hand‐holding” and mentoring support ‐ ranging  from telephone contact initiated by our team to check progress and inquire about  any further action or support needed to responding to calls and requests for advice  or assistance and facilitating group, team and community meetings. We have  generally been able to offer suggestions, encouragement – particularly when  “clients” encounter a new challenge or barrier; and practical assistance such as  signposting to information, sources of financial assistance etc.   From April until June 09 we had no confirmed arrangement for continuing support to  Wigan projects yet we continued to provide what assistance we could to help sustain  momentum during the transitional funding period.  © Action to RE:generate Community Trust 2009

Creating Community Enterprise Project – Evaluation report June 2009

In relation to the specific Project outputs and outcome we successfully delivered  support to:   18 Social Enterprise Projects   team members supported all the projects below until June/July 2008. Assistance  was given with implementing funding strategies developed during the Wigan  extreme 2 workshops, by assisting with applications to charitable trusts, signposting  to other support, strategies on engaging with customers (marketing) and supporters  (political).   15 projects were notified of and linked to the BBV  enterprise start‐up support project; though only 7  were eligible or ready to receive an investment  award.  One individual was pleased to be assisted  with benefits advice in relation to test marketing,  but when offered a place at University decided to  defer starting his business. Another was eligible  but decided not to complete her application for  an award.   Ongoing support continued to be on offer from  to  all projects post July 08, although the focus of our  direct support work shifted to PULSE – the  aspiring social enterprise support network. With  support from RE:generate staff, PULSE members  began to take on the role of contacting and  identifying those individuals and social enterprise  projects that were most interested in further  contact and/or support from the project.

PULSE

World in Wigan

WiW Sport

WiW Drop in Café (led to  NLCM café and shop)

WiW Events

WiW translation service

Lowton Community Garden

Crosroads Carers

Employment Helpline

Aldo Designs

T‐POT

Worsley mesnes CA

Some projects – most notably the World in Wigan  13  Abbey Lane Youth Action  group of projects ‐ were receiving inputs from  other agencies, however some individuals  maintained contact through PULSE and from time to time sought advice from our  team. A Kurdish community radio project was also explored, but did not, to our  knowledge, develop further.   1 2 3 4 5 6 7 8 9

Training 2 All BLINT gps Working Wonders The Hub Project Haigh WAVE Cygnusonline LASSARS One Vision Media

Another 9 social enterprise projects had  participated in Wigan Extreme events over the  previous year, and had developed further.   These project leaders were steadily developing on  their own – and when contacted were happy with  their progress. Some said they had developed  partnerships and won Lottery grants or  commissions.

PULSE members hope to engage some of these in participating in the social  enterprise support network – to share skills, knowledge and promotion and facilitate  inter‐trading.   © Action to RE:generate Community Trust 2009

Creating Community Enterprise Project – Evaluation report June 2009

One additional social enterprise project emerged later in the course of giving  assistance to Mezgeni Garage Services.  Assistance was given to help develop a  business plan for the project.     gave support to Abbey Lane Youth Action to develop community iinvolvement in for  delivering a summer programme of activities and trips for local young people.  The T‐pot project and Worsley Mesnes Action project went on hold when the  leaders of these projects had major changes in their personal circumstances  5 new projects emerged in the last 4 months of the project.    1  Lion Cubs Playgroup  2  Transplant Buddies  3  101 Gym  4  Lowton Youth Enterprise  5  WALTER

These were referred to us through PULSE  members, or the ERO. Each requested assistance  from  to help develop their ideas linked to their  passion, experience or interest in relation to  their communities. We met with leaders of each  project to help them to explore their ideas and  the options for developing them.

We provided four with a business planning template, introduced them to and  delivered basic training in the listening matters method to assist their market  research in their target communities/deprived areas and linked them to the ERO and  PULSE; we supported the Lion Cub Playgroup in meetings with the ERS support  agency. One decided that a social enterprise approach was not for them – they just  want someone to give them a grant to do what they were already doing for their  members.    8 (+4) New Businesses  3 business ideas which individuals had been developing  since Wigan Extreme 1 took shape in Wigan Extreme 2  and were launched in April/May 2008  o Abbey Lane Childcare    o Dogtastic

“I've got a job now – I’m off income support and I’m starting to develop other things too!” Mel (Abbey Lane Childcare)

Prescott

o Inside Out Access Consultancy    “I had a lot of help – never thought I could do it – but I am!” Mark (Dogtastic)

Both individuals received encouragement, signposting to  finance, advice and support and both were successfully trading  in March 2009 and involved with supporting other social  enterprise initiatives (Lion Cubs Playgroup and PULSE)

Creating Community Enterprise Project – Evaluation report June 2009

A further 6 new business ideas emerged during the Wigan Extreme 2 event held in  April 2008 and over the following months each started to implement their  completed business plans, with encouragement and support from the RE:generate  team   o o o o o o

Just Imagine designs   NCLM Centre and Shop  Peter’s Field   Social Network (for people with learning disabilities)  The Over Fifties Forum  VSM Exchanges

We maintained contact with all these projects through the PULSE Directors who  were keen to develop their role in supporting local social enterprise and by following  up with practical assistance when they indicated it was needed. By March 2009 all  indicated that they had completed their business plans ‐ one had taken further  training, another had transformed her committee, another had won a small start‐up  grant, another a project grant – and all said they were “in business” or still working  to find some initial capital.    Additionally, 2 individual entrepreneurs with established business ideas who were  seeking advice on how they could develop a social enterprise also approached us in  late 2008. Both were local people who originated from the Borough and who were  keen to explore a social enterprise approach that would enable local people from  deprived communities to develop their skills and opportunities. These were:  o B2B Business Mule  o Isanyonegoingto.com  We met with these individuals and explored their ideas and aspirations and what  steps they and we could/would take. Both had business experience and both  expressed frustration with previous contact with enterprise advisers and both were  also occupied with other concerns.  One was expecting a new baby and could not  afford sufficient time to invest in a new venture which would not generate  immediate income. The other was already a successful entrepreneur who hoped to  develop his voluntary hobby into an enterprise that would impact on travel and  carbon emissions. He needed significant political buy in and investment and we  agreed a strategy to try and achieve these over the coming months.      We also approached Mezgeni Garage Services at the request of PULSE members  who advised us that a former Wigan Extreme participant who had decided that he  would try the enterprise route to employment and they though he might appreciate  some assistance. This newly established business needed help to replace stolen tools  and equipment and this individual was also interested in developing a training  workshop as an associated social enterprise. We provided assistance in developing  the new business plan and offered advice on media relations and marketing.  © Action to RE:generate Community Trust 2009

Creating Community Enterprise Project – Evaluation report June 2009

“If someone had said to me a year ago I would be running two of my own social enterprises and supporting many others I wouldn't have believed them. have supported all this”.

PULSE – people united in local social enterprise  was supported to complete and start to  implement their business plan and by March 2009  had applied for registration as a consortium co‐ operative.

Carol (WALTER, PULSE)

“I believe RE:generate works well, incredibly well with people that actually engage with the process, [who] take the time to listen and to become listeners. I think it’s galvanised people who were on the periphery of engagement. They’ve developed a ‘can do’ attitude which has replaced the ‘it’s pointless because nothing ever happens’ attitude.” Pam Stewart WEP,

PULSE is keen to develop its  capacity to support local social  entrepreneurs through peer  mentoring and delivering  services. Its Directors want to  work with us to build their own  capacity to deliver effective  engagement services across the  region using the Listening Matters system.

PULSE has completed a tender application and application to the Coalfields  Regeneration Board.  Examples of “People residing in the 32 SOAs (specifically top 10% most deprived in relation to worklessness) including individuals who are 2nd and 3rd generation unemployed and IB claimants” who benefited in these ways: IB claimant living in Marsh Green started a dog training business that is  generating income and growing steadily.   IB claimant started a small gardening project that is generating a small  therapeutic income, putting a little more money in his pocket and providing a  local service.   A previously unemployed lone parent started a childcare business in West  Leigh. This is generating income for her, and providing a local  service that  enables women from the neighbourhood to take up training and  employment.  She is also leading action in the community to support children and young  people and develop provision for them. This is starting to bring people

Creating Community Enterprise Project – Evaluation report June 2009

together in the community – although many conflicts and issues have yet to  be resolved.  BME member has started a social centre, recycled clothing & bric a brac shop  and café in Atherton. This is providing volunteering opportunities, a drop‐in  meeting place for poor local residents, internet access, workshops and  activities for young people, access to low cost clothes and household items. It  is partly funded by shop sales.   BME member has started a car valetting and garage service. This is providing  jobs for 4 people from BME communities and a base from which to pilot a  training programme and develop apprenticeships  A woman with a chronic health condition is developing a project to support  people who have organ transplants, and their families. She hoped to create a  job for herself that will fit with her condition and develop an income stream –  and develop new volunteering opportunities for people in the region.    “Wigan Council and partnership agency staff will develop capacity, skills and insights that will enhance their effectiveness to engage with and develop communities”:

“there is now a recognition within the authority that the traditional way of doing things has not worked. So we do have to look at different approaches, different ways of doing things. RE:generate, I think, have informed our thinking” KW,ERO

“the other thing that has come out of it is a recognition [that] some of the approaches that have been taken do have value in other areas. We’re looking to think about how we could use some of those approaches in other areas.”

“Speaking for myself, I think the work is very interesting and I’m particularly interested in the listening technique. I think it’s something we could all do with more of here.” Sian Jay,WBC

2. How effective has the project delivery been? We have delivered (exceeded) the outcomes we specified with minimal resource in a  difficult environment and on time. The delivery would have been more effective if  we had been better prepared for any audit process from the start, and if we had  established an administrator to focus on collating and compiling data. This would  have reduced the pressure on the project field staff who would not then have been  drawn away from working on key development tasks, such as drafting the PULSE  training and operations manual and facilitating the company registration.     © Action to RE:generate Community Trust 2009

Creating Community Enterprise Project – Evaluation report June 2009

Effective delivery has been hampered throughout the year by events, systems and  individuals that have impacted on the work we have been able to do in ways beyond  our control.  We have had to be flexible and adaptive, rather than pursue a single  strategy. Nevertheless, we achieved our basic outputs and outcomes within the time  frame.   From the start we faced a transitional period of uncertainty, which affected the  momentum developed in the previous year that was gearing towards the  worklessness strategy, and working neighbourhoods fund. The transition from NRF  to WNF needed to be as seamless – and though intentions were good, this was not  the case in reality.   People in disadvantaged communities all over the UK have had their hopes and  expectations raised and dashed many times over the years, and Wigan is no  exception. RE:generate’s work and process focuses on re‐building trust within and  between communities and our Listening Matters process is an effective tool to find  leaders, social entrepreneurs and identify markets, customers clients and supporters  – but it needs concentrated effort by a committed and trained team, and a  supportive policy and resource framework.     We aimed to develop just such a team over the course of delivering a listening  matters training programme with local agencies, but by the start of the PRG period  we had not developed this in Wigan (see previous reports) in the preceding years. As  a result of amending the NRF programme, we ended up working with potential social  entrepreneurs who were referred to us and Wigan Extreme events, rather than  being found though the listening matters process.   To help ensure a legacy from our work in 07/08, we proposed to focus on developing  a local social enterprise support group (PULSE) that could gradually build its capacity  and confidence to start to fulfil the role and functions of RE:generate.   To achieve this we needed to develop a programme of work that we could co‐deliver  with members of PULSE ‐ so that the PULSE team could learn on the job how to use  the RE:generate listening system, how to develop the skills needed deliver it most  effectively in the local context, and how to use and evolve an operating manual for  their work.    A key to this programme is to be able to develop the communities’ capacities was  clarity about the level and availability of (a) people prepared to train and deliver the  LM system and of (b) scale and range of resource to support them.     In Spring 08 the process for commissioning services under the worklessness  programme was not finalised, and plans to develop the working neighbourhoods  strategy were not yet ready for applications. We had been given and indication that  £30000 could be available as a transitional grant, and that major commissions were  likely be on stream by Autumn 2008.  We had no firm indication of when this would  be available, or how to access it.   © Action to RE:generate Community Trust 2009

Creating Community Enterprise Project – Evaluation report June 2009

Consequently we were drawn into other areas of work and were initially able to  make only limited interventions in Wigan over that period. We followed up those  who were most pro‐active and we facilitated PULSE meetings and worked with  individuals and projects at the pace they were able to manage and fit with their  other commitments (to family, study, other employment etc.).   This pace did not suit some people who were involved with developing PULSE and  conflicts arose that resulted in four individuals being challenged about their tactics  and excluded from holding office by other members of the steering group. This  impacted on the ability of the embryonic group of PULSE directors to develop their  network: especially when they discovered that they – and RE:generate were being  undermined and attacked by certain individuals.  Nevertheless, a Business Plan was drafted with the assistance of a Teach First  placement sponsored by RE:generate, and the PULSE core team continued to work  on building and structuring their organisation.   It was not until June that we were asked to submit a proposal for delivering ongoing  support (under the Performance Review Grant). Clearly this would allow us to  continue the work on creating a more favourable environment for social enterprises  and community businesses, but the delay and uncertainty affected our actions in  relation to taking on other work. It felt disconnected. We aspired to a planned and  strategic withdrawal and handover to a local team to continue what we had started,  but the political and funding regime crested a stop start and uncertain environment.  In October 08 we were asked to submit a further application as an interim piece of  work prior to full commissioning under WNF. There was some initial confusion over  the total budget available which delayed the process for submission and approval.  We indicated in the final correspondance to the ERO commissioner that :  •

8 Social Enterprise Businesses will be supported (to include current  community enterprise projects we are continuing to assist)

We explained that   •

in the few months left to March 09, we do not want to be over ambitious  about the numbers of  business  that we can support ‐  some may not want  our support! 8 is a modest and realistic target.

Also that   •

PULSE is a potential new social business. It a social enterprise that aims to  support a network of social enterprises but it may not be fully trading by  March 09.  There are 4 Social Enterprise networks that we are aiming to  provide support to: 2 area based networks of community projects and ideas  that are trying to identify their market, develop their customer and  supporter base and need support to do this, and 2 that link around  disability and health related projects. PULSE and  aim to develop the links  between these networks and engage more actively with others ‐ depending  on their readiness, willingness and capacity to engage, and the  resourcing  for this work longer term .

Creating Community Enterprise Project – Evaluation report June 2009

We were only able to properly deliver support to one area based community project  network (NLCM in Atherton), as the key protagonists (in Worsley Mesnes)  were not   able to generate enough local support and interest in working with the Listening  Matters system, and the potential work with Groundwork in other locations  (Shackerley, Lowton) did not materialise when the tenders for outreach engagement  went on hold.  The Atherton group of projects is developing well. Its leader has grasped and  embraced the concept of social enterprise, and the benefit of Listening Matters  system. The group is growing steadily, developing a base for local activities and  projects to support local people. The Social Place is emerging as a potential hub for  local social enterprise activity. Other social entrepreneurs are supporting with ideas  and inputs – including interior design and remodelling of the premises.  The grouping of health related projects has not connected to PULSE in any significant  way – largely because PULSE was not in a position to offer immediate practical  support.  However a number of projects linked to supporting people with disabilities  are being connected through exchanges between PULSE members – Dogtastic ,  WALTER,  Peter’s Fields, Vision One Media, Cygnus. This is underdeveloped area of  work – but is an indication of how the PULSE vision of supporting and empowering  people involved in developing local social enterprise can be built.     Another factor that impacted on effective delivery was the time demands made on  the RE:generate and PULSE teams following the appointment of consultants in Social  Enterprise Strategy and Evaluation. Explaining the names and roles of EKOS and  EKOSgen to confused project leaders added and extra, unplanned, work.  Nevertheless, we met with both EKOS – to inform the strategy for the future, and  explain how the RE:generate engagement process can add value to and enhance  traditional approaches to social enterprise development support – and with  EKOSgen. We also actively encouraged and supported social entrepreneurs we had  had contact with to participate in the workshops and interviews.  Working with EKOSgen created a massive pressure on time, energy and resources at  a critical time – when tenders were being called for (for outreach engagement) and  when PULSE was at a critical stage of developing its structure, financial plans and its  own bids.   We were quite confused over the purpose of EKOSgen’s work and frustrated by the  demands being made which seemed disproportionate in relation to establishing the  framework for the future.  This impacted on our scheduled work, and on the positive  energy and focus that we were trying to maintain to deliver our outcomes. We were  also faced with delays in the tendering process – and the growing realisation that  RE:generate’s work appeared to be under attack from a disgruntled individual .  Consistent with our exit and sustainability we persisted in our work with PULSE and  towards a longer term plan to co‐deliver engagement work the region, but it has  been a difficult time, and the strain has impacted on our efficiency.

Creating Community Enterprise Project – Evaluation report June 2009

3. To what extent does the project offer value for money in relation to the  outputs and outcomes achieved by the end of March 2008   The total cost of the project during this final phase was £60,000.   The project supported a total of 40 enterprise projects (whose development was  influenced by the work done in the previous year, supported directly  by  RE:generate, supported indirectly by PULSE members ); this represents an average  cost of £1500 per social enterprise project or business supported   Aggregating the 19 developing social enterprises that were directly supported in the  year in question, and the 10 new businesses that were supported to pre‐start level;  this represents an average cost of £2,068 per social enterprise project or business  supported.   It is impossible for us to put a financial value on the “soft” outcomes achieved or  contributed to by this project. The learning from the process has been significant at  every level. In future we would want to cost in an independent evaluation and  monitoring support to help capture and assess the evidence of personal, local and  wider impacts of this work – though this would have a significant cost implication  and may not deliver any real additional value for money at the grass roots.     4. What lessons have been learned that can be shared with others?  4a Project Please highlight the key lessons you have learned in delivering this project  that have not been covered elsewhere in your answers to the evaluation questions. The greatest learning for our team has been in relation to the monitoring and audit  requirements. The guidance information was thorough but we were not made fully  aware of its significance until after the project started so we did not appreciate how  it would impact on our work ‐ and it proved impossible to back track. Some of the  evidencing requirements do not fit easily with our scale of organisation and process ‐  which is designed to build trust and relationships ‐ but we appreciate the necessity  for funders. Our main struggle has been as a result of needing to (a) introduce a new  system part way through the project; (b) attempt to backfill and get consents and  sign off from “clients” after the event; (c) fit what we do to build trust, motivate and  engage, with the  capturing of specified proofs and sign offs.  We have learnt about the Importance of attending to detail in defining and agreeing    targets and reporting with the commissioning body. We are now much clearer about   o required outputs and outcomes,  o essential evidence expected and required to substantiate claims  o additional desirable outcomes and evidence  The stories people tell of how work has impacted on their lives are as valuable and  significant as the quantifiable data – and do more to motivate and inspire action, but  in any future contracts we will cost in the appointment of an internal monitoring  officer specifically to administer the collection and collation of monitoring and  evaluation records. This burden of proof could be a potential barrier to community  enterprises delivering commissioned services and may tend to stifle innovation.   © Action to RE:generate Community Trust 2009

Creating Community Enterprise Project – Evaluation report June 2009

We also want to highlight the importance of communication in relation to strategy  as well as delivery – especially when difficulties emerge.   Lack of trust is damaging communities and relationships between people and people  in public office. Trust is not built through control – but through a process of dialogue  which develops understanding. Individuals who seek to control others and  undermine their creative effort can do great damage – and cause public money to be  wasted. The unaccountable or irresponsible use of freedom of information notices is  tantamount to the criminal offence of “wasting police time” where no public interest  is served. This is a serious problem that needs attention.    4b Programme From your experience of the bidding process (tendering) and  contract management processes (use of Service Level Agreements, Contracts and  monitoring processes) what could the LSP consider doing differently to improve the  process?   Despite the difficulties over the last year, we feel the process has been reasonable in  the transitional circumstances. We note the increased resource available to monitor  projects and communicate with contractors and we value the friendliness and  efficiency of the ERO staff in responding to questions and seeking information.   The web‐based material is clear and easy to navigate.  The information provided by the allocated monitoring officer was helpful, and the  meeting prior to start is a good idea. It didn’t quite work in the midway situation we  found ourselves in, because it was a new relationship that seemed disjointed from  the strategy and people with whom we had been previously working.   As well as the pack of start‐up documents, a community organisation/social  enterprise that is new to contracts and commissions might find it helpful to receive a  standard issue ring folder with the key headings and sections for recording,  monitoring, reporting, evaluating ‐ and a disc of reporting templates, logos, useful  data.     5. One of the fundamental requirements for NRF grant support was that the  projects would need to be sustainable by the end of March 2009. Please  confirm your plans to continue the project beyond March 2009 and how this  will be funded  We await the outcome of tenders and funding applications submitted by  RE:generate and by PULSE.  As well as the tender for outreach engagement (client  delivery) we have submitted a stage 1 application to the Equalities and Human  Rights Commission strategic fund to support engagement and capacity building in  Wigan/Leigh working PULSE and NLCM. If these are unsuccessful, we will endeavour  to assist PULSE for as long as needed with the limited resources available to us.     Julia Olsen,    30/06/2009  © Action to RE:generate Community Trust 2009