InTouch Issue 6

InTouch SOCIAL ENTERPRISE EAST OF ENGLAND

September/October 2004 • Issue 6

Inside: Investing in Communities

2

EEDA gives the low-down on how Investing in Communities will operate

Editorial

What is SEEE?

3

David Lloyd asks content editor Peter Durrant to review a year in the life of InTouch

All change at CCDA

4

Cambridge CDA appoints new management team

EEDA's economic benefit

4

EEDA puts in a good performance

Restructured lending

5

A Co-operative action loan could be just the tonic – if you’ve got the constitution

Supply teachers' co-op

5

Co-operative approach brings fair play for supply teachers

Planning ahead in Beds

6

Two support organisation managers explain how SSEER works in Bedfordshire

Publishing InTouch

7

Creative Touch and Business for People publish InTouch

Virtual offices with human interaction

8

If your disability is a barrier in getting to the office, Devices can bring the office to you

New building for village playgroup

8

Melton Under-5s benefit from Suffolk Regeneration Trust Grant

Cambridge University social enterprise conference

9

Report on the The Judge Institute and DTA conference to expand social enterprise horizons

Case studies

10

Little Bears is an innovative childcare project A charity is Speaking Up about a businesslike approach to income

Focus on …

12

Sarah Charters visits four social enterprises in Essex

Networks unlimited …

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News and upcoming events from the Region. Tell us what you’re doing

Signposting enterprise

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Herts based Incredit fills social enterprise support gaps

Internet: SEEE’s Web partner services are at: http://www.nearbuyou.co.uk http://www.socialenterprise-east.org.uk

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ocial Enterprise East of England, SEEE, is the new programme incorporating InTouch as one of the network’s key communication tools. But what is SEEE? SEEE, is a network of social enterprises, advice and support organisations, local authorities and other groups with interests in Social Enterprise – particularly in its promotion and development. It covers six counties: Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk.

T h e E a s t e r n Re g i o n h a s s o m e outstanding examples of social enterprise and innovative approaches to providing the sector with advice, support and funding. The SEEE network has been established to promote, celebrate and share these successes and assist in implementing best practice throughout the Region. What you read in the pages of InTouch is a taste of what is going on in the region and what is available.

SEEE is part of the dissemination phase of Supporting Social Enterprise in the Eastern Region (SSEER), an ESF EQUAL Round 1 project that has achieved developments such as: • Creation of a pan-regional partnership of organisations committed to the development of social enterprise • InTouch newsletter • Nearbuyou social enterprise trading site • assisted in the merger of four credit unions into Harlow Save

• developed training materials in the business aspects of running a social enterprise and completed a programme of awareness raising and training for business advisors working with the social sector.

Some exciting and promising developments are in the pipeline: a £3 million bid into ESF EQUAL Round 2; full membership of the Social Enterprise Coalition, a national policy think-tank will shortly be sought; EEDA has invited SEEE to advise on social enterprise policy; links are being built with Government Office for the East of England (GO East) and the East of England Regional Assembly (EERA).

What will it do?

SEEE’s objectives are: • To create and manage a sustainable social enterprise network • To promote the social enterprise sector • To lobby and influence policy relating to social enterprise • To represent the views of social enterprises • To share information and good practice • To be a point of access to social enterprises and social enterprise advisors • To improve the skills and knowledge of individuals working in social enterprises and social enterprise support agencies • To maximise the capacity of social enterprises to trade ➜ page 2

What is SEEE? • To maximise the social impact of social enterprises • To develop and implement a regional social enterprise strategy • To assist in the development of subregional social enterprise support networks within the East of England that are aligned to the SEEE network.

The overarching aim is to be the voice for social enterprise in the East of England, communicating both within the region and also to regional and national policy and funding bodies.

How will we achieve this?

SEEE’s objectives are delivered by its partners, through networks of social enterprises at sub-regional level; through special interest groups on topics such as access to funding; public sector procurement and the development of business advice and support.

Communication is established through working group meetings, a website, plus a bi-monthly newsletter, InTouch, with development of an on-line newsletter InTouch Express in the pipeline. As sub-regional networks attract more members, they will become a focus for more localised information, trading opportunities and meetings.

Is this for you?

Are you interested in the development of Social Enterprise in the East of England?

Would you like to know more about the services available? Would you like to get in touch with other social enterprises? Would you like the opportunity to influence policy in social enterprise?

Simply contact me for an informal discussion on how SEEE may be able to help you.

Peter See, Development Manager Social Enterprise East of England Tel: 01727 813401 Mob: 07810 561495 peters@exemplas.com www.socialenterprise-east.org.uk www.nearbuyou.co.uk

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Investing in Communities Update Investing in Communities (IiC) is EEDA’s innovative and exciting new ten year investment programme for tackling social exclusion and inequality in the Eastern Region.

IiC reflects EEDA’s new approach to investment and partnership working, which is essentially to focus more energy on being a catalyst for change within the region – out go the unseemly bidding rounds and the scattergun project-based approach of the past and in comes long-term strategic thinking and negotiation.

Development of the programme has been guided by both wide consultation with partners, and previous experience and research on the effectiveness of existing and past regeneration programmes. Regional partners wanted

EEDA funding to encourage more of a joined-up, long-term community and partnership-based approach to tackling inequality within the region, and also to take a long-term view to ensure that investment creates sustainable change.

IiC has necessitated a change of approach to regeneration activity by partnerships.

Sub-Regional Economic Partnerships have been tasked with drawing together locally identified needs in strategic plans, with a key emphasis being how EEDA’s funding can be used to engage some of the key public and private sector organisations to meet these needs in a long-term sustainable way.

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Allison Conder Development Manager, EEDA iic@eeda.org.uk www.eeda.org.uk

Social Enterprise Conference

2nd November 2004

The Corn Exchange, Bedford

Strength in Partnership The EQUAL group are holding the first ever conference for Social Enterprises and community orientated businesses.

Learn about:

Who should attend?

- Community groups - Voluntary groups - Individuals interested in helping the community

� Support and networks available for social businesses. � Accessing funding & financial support. � Understanding the needs of the people you want to help. � Maximising opportunities by partnering with other Social

Enterprises.

To book or for further information: T: E:

2 InTouch

0845 850 8822

sec@chamber-business.com

No 6 September/October 2004

Special guest speakers include: � Jeremy Nicholls - Cats Pyjamas

� Jo Ransom - SSEER (Support for Social Enterprises in the Eastern Region)

Editorial

In Touch and a Focus On…

InTouch

Social Enterprise East of England September/October 2004 Issue 6 The SEEE network is co-ordinated by Business Link Hertfordshire

InTouch is financed by SEEE (funded by the European Social Fund ) and published in its support by Business for People in partnership with Creative Touch, both of which are social enterprises

Tel. email:

4 Archers Court Stukeley Road Huntingdon PE29 6XG 01480 455200 intouch@businessforpeople.org.uk

SEEE Staff: Social sector manager: Jo Ransom Project manager: Elaine McCorriston Project executive: Kirsty Tanner Development manager: Peter See Web managers: Lin Evens Michael Waring Editorial Staff: Editor: David Lloyd Content editor: Peter Durrant Contributing editors: Sarah Charters Andrew Saul Advertising Sales: Joseph Law Layout: Emily Fleming Cara-Jane Hunter Lorraine Peacock Creative/production editor: Austin Bambrook Please send PR and other information items to: Peter Durrant, e-mail: humberstone@pop3.poptel.org.uk Tel. 01223 262759

David Lloyd is joint managing director of Business for People in Huntingdon. He is editor and contributor to various publications

With this, InTouch’s sixth issue, we complete our first year of publication.

I asked our content editor, Peter Durrant, to take a brief look back at the social enterprises we have talked about in our first five issues.

His review follows.

IA wealth of social enterprise activity

t should be encouraging for those of us involved in the SEEE project, because much is going on at the grass roots and that is the subject of this brief review.

Well over 50 social enterprises have been described in just five issues. Some of these have been mentioned just in passing, but the Focus on… section particularly provides our readership with an in-depth look at what’s happening throughout the six counties.

These stories illustrate great diversity and provide us with valuable examples for other would-be social enterprises, as well as providing something of a shop-window. A quick review includes successful shop-front trading initiatives such as Castle Print Finishers in Cambridge and Cambridge Daily Bread successfully providing whole, ethical foods.

Both organisations give real employment opportunity to disadvantaged people.

Creative solutions and finding common ground are illustrated in how the Eostre Organisation in Norfolk links its market sales with Farmers Markets. And in how service-based initiatives such as Working Herts succeed with unemployed youth in Borehamwood in working for a greener future through much-needed house insulation in low-income estates.

Cambridge University research on Emmaus demonstrated that its work with previously homeless people is saving the tax-payer over £600 million a year. Community shopping for people in Monks Eleigh has survived following the closure of the village shop and post office.

One useful future area of analysis here will be to consider the rites de passage from start-up to self-sufficiency. We know that social enterprise survival rates appear to be better than ordinary SME figures. Perhaps there is a future research project here.

Common ground

Even with this brief sample, it’s not too hard to notice that other long-established groups, such as the Richmond Fellowship, the YMCA, church and international influences bring a sense of historical perspective. Social enterprises don’t appear from nowhere; they always have origins which we need to understand if we are going to move the sector on. They also, of course, usually begin with individuals determined to achieve reform through the voluntary and community sector. We make a grave mistake if we think that the social economy stands alone. That’s why combinations of charities and non-shareholding companies limited by guarantee exist side-by-side and often comfortably co-operate and work together.

Support Organisations

Another key factor is how support organisations such as Business Links, Co-operative Development Agencies, COVER, The Development Trust Associations, Suffolk ACRE, The Guild, APU and others are developing a strong support and enabling structure in the Eastern Region. Some of their work we have highlighted has included: understanding legal structures, access to finance and financial viability, and effective marketing and trading.

Some interesting examples of partnership working

The opinions expressed in this publication are not necessarily those of the publishers or of Business Link Hertfordshire, Business for People Ltd or Creative Touch.

All rights reserved. No part of this publication may be reproduced, stored in an information retrieval system or transmitted in any form without the written permission of the publishers. This publication has been prepared using information provided by contributors and, while we make every effort, accuracy cannot be guaranteed. SSEER is unable to accept any liability for the consequences of any inaccuracies, errors or omissions in this publication. No representations, warranties or endorsements of any kind are intended.

There has been some encouraging work by some housing associations, building societies and credit unions to work in greater co-operation, and there are some good examples of local authorities and social enterprises working positively together, e.g. in Harlow and Lowestoft. The much admired Women’s Employment Training Unit in Norwich (WEETU) is poised to extend its activities to neighbouring counties.

Hertsmere’s Community Development Service has trail-blazed in setting up and supporting ten social enterprises in the most deprived areas of the county.

Developments within SEEE itself include the recent appointment of a development manager, its new action plan is in at the final review stage, and a new web-site will soon be launched (See What is SEEE on page one).

We would welcome information about other work going on in the social enterprise sector in the region and some of the success stories – and the problems and needs – yet to be covered.

Thank you, Peter.

© SEEE 2004

InTouch

No 6 September/October 2004

3

Initiatives

Cambridge CDA appoints new management team C

ambridge Co-operative Development Agency (CCDA) has recently appointed Zoe Wallis and Steven Emerson to head up its operations and deliver its range of highly acclaimed services to local co-ops and social enterprises.

Both officers will share the post of Director, but take responsibility for distinct separate parts of the role. Zoe Wallis will lead on the delivery of core services and networking, while Steven Emerson will be principally responsible for project development, management and delivery.

Zoe Wallis is soon to complete a research project into the role of faith groups in deliver ing community work in London, conducted during a three-month break from her post as a manager for Oxfam, and Steven Emerson is currently finishing his thesis on cooperative solutions to rural agricultural issues. They will be building on the successes of the previous Director, Adrian Ashton, although they do not intend to ‘fill his shoes’:

Zoe Wallis and Steven Emerson, the new Directors of CCDA

“Adrian has done amazing things during his time with the CCDA” says Zoe Wallis, the new co-Director, “Steven and I recognise that we haven’t been appointed to replace him but rather build on the work he has done in order to continue to support and develop the local co-

operative and social enterprise sector.”

Adrian Ashton has left CCDA to pursue opportunities in the co-operative sector in the North West of England.

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Cambridge CDA – 01223 360977 cambridgecda@connectfree.co.uk www.colc.co.uk/cambridge/ccda

Minister Jacqui Smith welcomes good performance by East of England Development Agency N ew figures published by the DTI in late July reveal that the East of England Development Agency (EEDA) has made further steps to boost the region’s economy.

The figures show that for the financial year 2003-2004, EEDA and its partners: • created or safeguarded 2,909 jobs • created or attracted 450 new businesses to the region • reclaimed 32 hectares of brownfield land • created 15,532 learning opportunities • attracted £12.2 million of private sector investment benefiting deprived areas.

Jacqui Smith, Industry and Regions Minister, said: “These excellent results show that EEDA is making a real

4 InTouch

No 6 September/October 2004

difference to economic development in the East of England region. This is good news for everyone and a credit to the hard work and dedication of the agency and its partners across the region.

“The Government is increasing the funding to the regional development agencies from £1.8 billion to £2.3 billion by 2007-2008 and I am sure the East of England will continue to make good use of its share to boost the region’s economy”.

EEDA chair Richard Ellis said: “These results demonstrate once again that EEDA and the organisations we work with are achieving results which do make a real difference to the bottom line of the region’s economy.

“The last financial year (April 2003 – April 2004) has been a significant one for EEDA as the organisation has now been in existence for five years.

“We are currently revising the regional economic strategy, looking at the progress we have made, in consultation with the economic development partnerships and other organisations we work with.

“The important message we want to convey about this whole process is that this is the region’s strategy and that a variety of organisations, not just EEDA, will have a role in implementing it and making projects happen which will benefit the economy.

The completed strategy will be published in the autumn”.

Initiatives

Co-operative action Loan Fund

T

he Co-operative Action loan fund has restructured its lending criteria to give co-ops and social enterprises even better opportunities to raise business finance.

In partnership with loan fund manager, Industrial Common Ownership Finance (ICOF), the new structure includes larger loans and deferred capital repayment terms.

Co-operative Action was set up almost two years ago to support the development of new co-operative and social enterprises. Since then, says ICOF’s Andrew Hibbert, “there has been nearly £400,000 worth of loans and no bad debts”.

The main changes to the loan structure – available to cooperatives and mutually structured social enterprises – are: • new maximum loan sizes – up 50% from £50,000 to £75,000.

• more willingness to take first risk on loans when it’s part of a package with another lender. If things go wrong, Co-operative Action will be at the bottom of creditors’ claims – and this flexibility will encourage other lenders to feel more secure about getting involved.

• greater willingness to look at low interest rates – as far down as base rate – for types of organisation that might struggle to pay a more commercial figure. Credit unions, for example, need to borrow on the lowest possible terms in order to pass the benefit on to members.

• feasibility studies now qualify for loans of up to £15,000 each.

They have always qualified for grants but not loans – due to the high risk of the study proving non-feasibility.

• commitment to deferred ‘patient’ capital payments – interestonly payments for the length of the term with a one-off capital repayment at the end.

Co-operative Action promotes the development of cooperative, mutual and social enterprise solutions. Since the fund was established in 2002, grants and loans of between £5,000 and £50,000 have been awarded to co-operative projects from energy and agriculture to retailing and childcare. Co-operative Action is funded by the Co-operative Group, Chelmsford Star Co-op, Lincoln Co-operative Society, Oxford, Swindon and Gloucester Co-op, Raunds Co-operative Society, United Co-op, Midlands and West Midlands Co-operative Societies, The Co-operative Bank, Co-operative Insurance Society and Co-operative Press.

Andrew Hibbert cautioned that ICOF does not lend to organisations without democratic control and with no restrictions on what they do with their assets in the event of dissolution. He particularly recommended that a social enterprise or co-operative considers the able assistance of Cooperatives UK in Manchester in drafting (or redrafting) their constitution.

Co-operative Action

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info@co-operativeaction.coop www.co-operativeaction.coop

Fair play for Schools, Teachers and Communities

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wo teachers are taking an ethical route to reintroduce ‘fair play’ into a supply teacher market that is often serviced by expensive nonspecialist commercial agencies.

“We want to deliver co-operative values of honesty, openness and social responsibility to an education sector which has, for too long, been served by recruitment agencies with little commitment to education”, says Ariette Brown.

Teachers Co-operative Ltd is a Cambr idge-based education staff recruitment service that pledges a combination of “higher pay rates for teachers, lower charges to schools, a better deal for LEA budgets and a more efficient, reliable community service”.

So much so that Co-operative Action – which supports the national development of new co-operative enterprises (see article above) – has awarded the business a unique financial package, of half grant and half loan, to cover the set-up costs.

“Supply teaching is a relatively young industry which is dominated by private enterprises with backgrounds i n re c r u i t m e n t b u t w i t h l i m i t e d understanding of education or

consideration for public sector budgets”, says Sarah Lees of Co-operative Action.

“They often pay low rates to qualified teachers and charge high rates to schools for a service that does little more than keep teachers in circulation”.

The self-funding, self-financing Teachers Co-operative is being set up by Ariette Brown, with fellow teacher AnneLouise Peterson and husband Andrew Brown, to benefit pupils, teachers, schools and local education authorities.

They are currently recruiting supply teachers and contacting Cambridgeshire schools ready to launch in September.

One phone call – covering extended hours between 6.30am to 10.30pm – will deliver an ethical, value-for-money service that guarantees the best available placement, at a fair rate to the teacher, a lower rate to the school and, typically, a fraction of the mark-up of a private agency.

There is no introduction fee in the event of a school subsequently offering a contract to a supply teacher. Recruitment agencies normally charge a minimum of a month’s salary.

And Teachers Co-operative shares annual profits with the supply staff as

Ariette Brown (pictured) is setting up the Teachers Co-operative with fellow teacher Anne-Louise Peterson and husband Andrew Brown

well as the schools who use the service.

But the teachers don’t only get a fair pay structure. They get opportunities for training and further professional development – particularly for the over 50s and those wishing to return to work – and childcare vouchers to attract women back into the teaching profession.

Teachers Co-operative also offers to manage LEA ‘teachers pool’ lists. Schools use these lists to find their own teachers to cover absences – but they are often unreliable and out of date.

“We want to return public funding to the public,” says Ariette Brown, “and save local communities hundreds of thousands of pounds a year.”

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The Teachers Co-operative 9 Dolphin Way, Stapleford, Cambridge CB2 5DW 01223 847 555 info@teacherscooperative.co.uk

InTouch

No 6 September/October 2004

5

Initiatives Bedfordshire planning ahead with social enterprise thinking – two key advisers explain

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n a geographical area like Bedfordshire and Luton, the allure of social enterprises as a source of local employment becomes even more attractive. This is mainly for two reasons: first, the need to juggle the creation of employment in rural as well as in urban areas, secondly, the shedding of jobs that leaves clusters of unemployment that are sometimes difficult to address in traditional ways.

SSEER project: growth from a modest start

The local element of the SSEER (Supporting the Social Economy in the Eastern Region) project started on a modest scale in Bedfordshire in 2002 but has since grown from three main partners to ten, integrating the Project Steering Group.

Luton is now involved, as well as other local authorities and voluntary organisations across the area.

There is a determination to provide the best service to social enterprises in Bedfordshire and Luton. This means working hard to build up an infrastructure of partners and skills to support activity as well as knowledge.

Providing a flexible service to the sector means that some areas need reinforcing whilst others need to develop almost from scratch.

One area requiring reinforcing is access to public procurement for social enterprises. It is up to local authorities to make access to procurement an opportunity rather than a burden for this sector. That is why we are working with LAs to implement initiatives such as awareness sessions for elected members as well as officers in key departments: for example, procurement and social services. Other schemes will follow.

Support for rural social enterprises

A new area we are exploring is support for rural social enterprises. Since much of Bedfordshire is rural we wish to avoid the exclusively "urban tag" that is often associated with social enterprises. We also believe that they are not just a tool for tackling deprivation, but can also bring communities together and provide better access to services. It is for this purpose that we aim to offer a balanced support and advice provision that can assist social enterprises. We take every opportunity (road shows, Beds and Luton social enterprise network meetings) to enhance our knowledge on this front, and to establish new contacts.

Overarching objective: the promotion of trade

Overarching all our objectives and activity implementation is one concept: the promotion of trade. We consider this to be the key to sustainable success for social enterprises.

To achieve this we need to expand the human resources and supply of advice and support. The area currently enjoys the services of a social enterprise adviser based at Bedfordshire and Luton Business Link, appointed as part of the SSEER project.

We have also realised that direct support needs to be allocated to voluntary organisations to ensure coverage of as many types of social enterprises as possible, ranging from those with strong corporate responsibility commitments to the traditional grantdependent voluntary organisations beginning to engage in trading.

Other current support available outside this project is a social economy adviser based at Voluntary Action Luton, and a dedicated post to support social enterprise based at Luton Borough Council. Both work as strategically as possible with the SEA based at Business Link.

The social enterprise support that takes place within Bedfordshire and Luton is quite varied. The social enterprise adviser is engaged in the delivery of business advice, the

6 InTouch

No 6 September/October 2004

designing and the delivery of workshops and one-to-one training. In addition to this, capacity is being developed to support the growing social economy by developing training programs specifically for the mainstream advisers providing support to social enterprises.

Another pillar of support to Social Enterprises is the creation and continuous nurturing of the Bedfordshire & Luton Social Enterprise Network (BSEN). In this area there is a rich and diverse environment of social enterprise industry sectors: • Cultural Industry • Education • Training • Childcare • Environmental/recycling • Transport • Health and leisure

Stage three: clustering and transfer of knowledge

We have entered the third stage of the development of the BSEN: We have ‘clustered’ the BSEN Network.

The objective is to strengthen the social enterprise activity through the informal and formal transfer of knowledge; to encourage social enterprises to engage in business with one another; to innovate and to grow – whilst working to develop and support the personnel working within the sectors. We identified that a significant proportion of new social enterprises often had limited or no contact in the industry sector that they chose to operate in.

Forming the clusters assists in the process of knowledge transfer and participative working. We believe that successful businesses can adopt both a collaborative and a competitive strategy in order to fulfill their social goals.

The long-term aim is to feed the social enterprise clusters into mainstream clusters that exist within Bedfordshire and Luton.

Finally, to ensure our social enterprises have a voice in the regional as well as in the national arenas, we are re-launching our sub-regional network, including as part of these activities a branding exercise. We are also ensuring strong links with SEEE (see What is SEEE? in this issue) so that our social enterprises maximise the benefits of the services offered by the regional network.

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Robin Lawrence – SSEER Beds and Luton Social Enterprise Business Adviser, Chamber Business Bedfordshire & Luton robin.lawrence@chamber-business.com.

Tel. 01582 522 452 Mob. 07739 596414 Ana Fajardo – SSEER Beds and Luton Project Manager, Bedfordshire County Council Ana.Fajardo@bedscc.gov.uk Tel. 01234 228306

Initiatives

Publishing and multimedia: two social firms collaborate

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consortium led by Business Link for Cambridgeshire that won a Job Centre Plus Intermediate Labour Market (ILM) bid.

This contract enables BfP to work in the long-term with the disadvantaged and long-term unemployed – its speciality.

Some of its client group are people with creative talents and aspirations, and there was a need to find real and meaningful employment for them – enter Creative Touch again. Under the scheme, Austin was able to take on some of BfP’s clients to work on its growing Creative Touch springboards from range of publications and to develop their talents Business for People in journalism, design, arts publishing, video and Business for People started life six years ago media sales. as a specialist guidance agency assisting people Margo Lloyd joined the board of Creative Touch as disadvantaged from employment. Initially it ����������� �� ������������ director of HR and business development in April was entirely grant-funded, directly from ESF when it became a company limited by guarantee.

(European Social Fund); ESF joint-financed from Because of the synergy and close collaboration Job Centre Plus, LSC (Learning and Skills Council) between the two organisations, Creative and IAG (Information Advice and Guidance); and �������� Touch moved into the same premises as from SRB (Single Regeneration Budget). Under ���������������������������������������� ������������ Business for People in June this year. The two the leadership of Joint MD Margo Lloyd, the ���� organisations maintain their distinctiveness, agency side of Business for People has consistently but the proximity has created a healthy met and exceeded demanding targets for helping synergy. The creative buzz and easy-going, disadvantage people into employment and Social Enterprise, Italia friendly atmosphere is already benefiting the training using under-utilised, yet more effective n Style Procurement, Local talented client group. means, such as tapping the unadvertised job market.

Government and A varied portfolio moving away from It is from one of BfP’s projects that Creative Touch Social Enterprises I grant dependency was ultimately born. Austin Bambrook was employed As always, there are problems and needs.

by BfP to run an innovative multimedia project to InTouch requires more advertising to give training and employment opportunities to ultimately become self-sustaining, and the disadvantaged residents of the Huntingdon Oxmoor expansion of Creative Touch has led to a Estate. This acclaimed project formed the basis of surplus of talent, so it could do with another a number of successful employment and training newsletter or magazine contract and more outcomes, including a write-up in the Daily Mirror’s video work. But both organisations recognise the need to move Adult Learning Week supplement in 2003 about the support away from grant dependency and are encouraged by the support given to a budding rap artist. being given by support agencies and fellow social enterprises.

At the end of the project BfP and Austin had to regrettably part Creative Touch does not rely directly on grants at all, although it company, but Austin wanted to continue to use his considerable benefits from the ILM project. experience and qualifications to help people disadvantaged The ILM project is being piloted in Cambridgeshire and from employment. He started Creative Touch with a first provides paid employment for up to a year. The eligibility criteria contract from Cambridgeshire County Council to design and are long-term unemployment and disadvantage due to single produce the Oxmoor Opportunities Newsletter with which was parenthood or because of health – or disability – related issues. able to continue to help develop the skills of people he had If you want to make a referral into the project contact your worked with at BfP. nearest Job Centre or speak to Margo (see below). Business for Two major projects bring the two social firms together People has a number of editorial and writing David Lloyd, the other Joint MD at BfP, was in ties Oxmoor Opportuni contracts via David, while Margo also works the meantime working on various publishing Newsletter as an employment assessment expert with and marketing projects in the charitable and insurance companies and solicitors in such social economy sectors. David had the vision What’s inside: areas as acquired injury, as well as providing of a publication to further the work of SSEER NVQ training in guidance to level 4. in developing the social economy in the East of England. When BfP was awarded the contract, part t ge m the let n't We wo of SSEER’s rationale was to give social enterprises away with it. Will you?

Business for People Margo Lloyd every opportunity to be involved. Creative Touch was margo@businessforpeople.org.uk.

Tel 01480 455200 the logical partner for the multimedia and editorial David Lloyd training work, and a marketing sub-committee and david@businessforpeople.org.uk Did you Tel 01480 861607 editorial team came together to oversee the new w… kno www.businessforpeople.org.uk publication, InTouch.. At the same time, BfP was able to use its ESF funding for one of Creative Touch’s talented Creative Touch Austin Bambrook o beneficiaries to design the SEEE logo. www.oxmoor.inf austin@creativetouch-cambs.org Business for People was recently part of a successful Tel 01480 433302 usiness for People and Creative Touch are the sister social firms responsible for publishing InTouch for SEEE (Social Enterprise East of England).

Elsewhere in this issue (see editorial) the point is made that one does not usually just sit down and determine to start a social firm – very often it is the result of a particular ethos, a history of development and some challenges and unforeseen circumstances along the way. ������� �������������������� ������� ��������������������������� ������������������� ����� ������������������� ����������������� �������������������������������������� ������������������������ �������������������� ���������������� ������������������ ����������������� ������������������� ���������� �������������������������������������� ������������������� ���������

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InTouch ��������

July/August 2004 • Issue 5

SOCIAL ENTERPRISE �������������� EAST ������OF ENGLA ��������� ND �������������

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From the Editor

pullout –

3

Regional strategy and procurement policy – are social enterprises being involved in the discussions? ��� ������������ Trading and sustainabi ������������� � � lity 5 �������� ��������������� Trading is increasingly ��������������� � ���������� seen �� ����� � as an answer to diminishing � ��������������� funding, ������������� �������but there is a perceived ������� � �������������� lack of both skills � ������� and support. ����������������

Social and communit y enterprise programm e

6

Civic Champions in Three Counties

7

�� �� �� ��

�������� �������������� � �������������� ������ ��������������� ������ �������������

Six workshops address key issues faced by social enterprises.

Want to make a real difference in Essex, Norfolk or Suffolk?

Help is at hand to help you develop your goals.

STEnG – a lesson for us all

7

Nine organisations are setting an example of collaborative working for the benefit of adults with learning difficulties.

Focus on …

In a special four-page feature, Sarah Charters reports on the final study three collaborative ESF visit of the Equal projects.

8

Andrew Saul takes the bus to look at five Bedfordshire social enterprises.

Networks unlimited

…

10

News and upcoming events from the Region. Tell us what you’re doing.

NHS as a corporate citizen

12

NHS is a major economic player in the East of England. And they’re for sustainable developmen looking t pilots.

Credit union first launched 12 at Harlow Foyer

Financial responsibility and ownership start young in Harlow

New support for regional co-operative council

12

Cambridge CDA passes the regional secretariat baton to Harlow CDA

Internet:

SEEE’s Web partner services http://www.nearbuyou.co. are at: http://www.socialenterpri uk se-east.org.uk

t is getting on for a year now since DTI government.

Social Enterprise Unit I would highly recommend published the anyone wanting to have their Public Procuremen say on the t: A Toolkit for procureme Social Enterprises. In nt needs of the that time the buzz contact the Social Enterprise sector to around procuremen t has been steadily Unit. The overall aims of the strategy developing; so much are to: so that we are now • increase evidence seeing a plethora of of social enterprise activity which will, experience in procurement over time, see a positive shift within local • influence procuremen governmen t to further t policies where enable social there is particular potential enterprises to bid for contracts and for social enterprise deliver public services.

I would like to • work with the Small Business present a picture of some of the activity Service to tackle barriers to going on at the procureme nt moment in the opportunities procurement arena which is affecting the The key activities planned social enterprise sector. under these I have included themes website and publication are to evaluate the [procuremen references at the toolkit, t] end of this article. capitalise on wider support for SMEs in procuremen What is the Social Enterprise t, increase skills, Unit raise awareness and doing on procuremen promote the t? business case (to local On 1st June I attended authorities), define the Unit’s broader consultatio n meeting outcomes in local authority on their draft specification procurement strategy s and measure added – Increasing Public value, and open up the NHS Procuremen t Opportuniti market to social es for Social enterprise.

Enterprises. Unfortunatel y only one social Discussion focused enterprise attended, the around three rest of the group points; was mainly from primarily the need local and central to educate legal and finance � page 2

rship ___ Partne _______ unities _______ _______ r Opport Oxmoo ______________ e (SRB) Programm tion Budget A Single Regenera with ty in Partnership won by the Communi Organisations Local Agencies and

Issue 8 July 2004

Don’t Dump on Oxmoor!

Page 2 & 3 r Safer and Cleane Oxmoor Page 4 - 6 Summer Youth Scene Page 7 Safe in the sun Page 8 & 9 Calendar

Page 10 & 11 One Community Page 12 & 13 Oxmoor Action Plan update Page 14 & 15 Earning and Learning

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Page 16 Kids Play

ng rubbish e you see dumpithe incident, and to report anyon and time of including date Call 01480 388640 details as possible many Please give as their vehicle. offender and details of the

You can be prosecuted for dumping rubbish and could be fined up to £2,500?

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InTouch

No 6 September/October 2004

7

Initiatives

DEVICES Business support for the disadvantaged

T

he Luton and Dunstable Innovation Centre recently held a conference at Putteridge Bury to reveal their latest innovative way of providing virtual business incubation support.

The project, Developing Virtual Effective Virtual Interaction for Community Enterprises (DEVICES), has been set up to provide varied support services to help disadvantaged groups who wish to establish a business or enterprise at home.

The feeling of isolation however, was a key, unresolved issue. DEVICES has addressed this by developing a unique support pack which includes a web camera, voice over internet, security system and membership of the Teleworking and Innovation Centre.

Interaction beyond business support

The pack has been designed to recreate online something beyond business support: the social interaction which is an inherent factor in the Innovation Centre’s success. Through using voice and video streaming, the Innovation Centre’s system enables businesses from home to talk face-to-face with other companies, bank managers, business advisors, lawyers and

accountants. It also reduces costs relating to time and travel. Built into this, however, are the interruptions that occur naturally in a working environment – which sometimes may or may not be welcome – but nevertheless enables the richness of social interaction. Lynette Warren says, “we haven’t quite solved the virtual bun and coffee sessions but we’re working on it!”

The aim, therefore, is to enable people to participate in virtual workgroups which will provide opportunities for those whose home commitments or personal circumstances often precludes them from following traditional work patterns. The pack is adaptive, and designed to work with systems which people are familiar with and are also cost effective. The centre has recently engaged two new members on their team to provide dedicated online support to their virtual groups.

An international potential

The potential for using DEVICES across national and international borders was also demonstrated by the centre’s link to a Polish group, who are looking to set up a

Photo courtesy of Business Monthly, Luton News.

similar project in Zabrze.

The Luton and Dunstable Innovation Centre is a Community Enterprise project currently incubating 56 companies which includes both commercial and social enterprises. The DEVICES project is funded through the DTI’s Phoenix programme Building on the Best.

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DEVICES Lynette Warren & Mike Anstey Tel. 01582 743700 www.innovationcentre.co.uk

Melton under-fives pre-school to get new building

S

uffolk Regeneration Trust (SRT) are delighted to announce the approval of a loan of £12,600 to Melton Under-Fives. This will enable a new building to be purchased which will ensure the continuation of this vital village service.

The playgroup has been running from the same site in Hall Farm Road for over twenty years, but the building had fallen into such disrepair that the committee chair, Yvonne Morgan, was concerned the playgroup would have to close, “Our old building would not last through another winter. We are delighted that we will have a new building, which will allow us to increase the number of children we can accommodate here”.

SRT opened for business this Spring and provides loans for businesses that are unable to get a bank loan. Based in Bury St Edmunds, but operating across the county SRT offers loans of up to £50,000. Belinda Bell, chief executive of the trust, explained how keen they are to support this type of client, “Community run childcare facilities provide a hugely important service both in terms of the care and opportunities extended to the children, but also in providing local jobs in our rural communities. We look forward to seeing Melton Under-Fives expand and thrive in the new building.”

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No 6 September/October 2004

Children in the current dilapidated building

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Suffolk Regeneration Trust 5, Honey Hill, Bury St Edmunds Suffolk. IP33 1RT 01284 731780 Leanne.Castle@suffolkregenerationtrust.org

Events

Judge Institute and DTA expand the social enterprise horizon

O

n 8th July the Judge Institute of Management hosted the second Community Enterprise Research Co n f e re n c e i n a s s o c i a t i o n w i t h t h e Development Trusts Association. The event was organised by staff and students of the Masters in Community Enterprise, a twoyear part-time degree course at Cambridge University for managers and senior managers of third sector organisations seeking to develop their entrepreneurial, leadership and research skills.

The aim of the conference, which was entitled ‘Expanding Horizons: Building a Community Enterprise Knowledge Base for the Future’, was to raise the profile of the research currently underway by students on the course, and to disseminate the findings Tutors and the first graduates of the Judge Institute Masters course of the research conducted by its recent graduates. Delegates included social economy practitioners, research for the development of the social economy, and Steve sector representatives and academics with an interest in social Wyler, Chief Executive of the Development Trusts Association, and community enterprise. who outlined his thoughts on the key issues facing the sector.

The day began with a guest lecture from Nelson Phillips, The feedback from the conference was extremely positive, Professor of Strategy at the Judge Institute, who talked about with lots of audience participation and stimulating debate. This the high levels of expectation upon the social economy to help is clearly an exciting time to be involved in the social economy – regenerate communities and tackle social exclusion. He also there are great opportunities, but also some very real challenges discussed the potential for, and hazards of, collaboration with to be negotiated if the sector is to fulfil its undoubted potential. public and private sector organisations, stressing the importance By conducting rigorous research, grounded in social science, the of goal clarity and shared decision-making. students and graduates of the Masters in Community Enterprise The remainder of the morning session saw six students who are taking important steps to address these challenges. have recently completed the first year of the course, and are For further information about the research presented at about to embark upon their research projects, give presentations the conference, or details about the Masters in Community outlining their proposed topics, the methodologies to be Enterprise, contact the Judge Institute of Management. employed, and the anticipated outcomes from the research.

Paul Tracey Judge Institute of Management, Cambridge University The topics included faith-based community enterprise, the ‘new Tel. 01223 766293 regionalism’, managing organisation culture in growing social communityenterprise@jims.cam.ac.uk enterprises, empowering women through social enterprise, www.jims.cam.ac.uk/cent learning from failure in the social economy, and third sector governance.

During the afternoon, recent graduates of the course discussed the findings of their research projects in a series of Innovative part-time two-year degree course parallel seminars. Again, a wide range of topics germane to the social economy were covered, For social entrepreneurs and leaders in the third sector including social franchise, social audit and performance m e a s u re m e n t , t h e p o l i t i c s � Develop your entrepreneurial and management skills through an intellectually rigorous and practically relevant course � A first degree is not required providing applicants have a strong track record in the sector of funding, barriers to asset � Substantial bursaries available for candidates active in the social economy transfer, leadership in the social � Application deadline: October 31, 2004 economy, and social enterprise in BME communities.

For an application pack and/or further information: The conference concluded with contributions from Alan Tel: 01223 766293 E-mail: communityenterprise@jims.cam.ac.uk Hughes, Professor of Enterprise Web site: www.jims.cam.ac.uk/cent at the Judge Institute, who discussed the importance of

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Masters in Community Enterprise 2005 Intake – Commencing March/April

Call for applications

InTouch

No 6 September/October 2004

9

Case Study

Little Bears Childcare Project

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ittle Bears is a fixed-base and outreach crèche service with the aim of providing a free childcare service for unemployed people who want to take up training. It developed mainly with support from the Marsh Farm New Deal for Communities (NDC) Programme in Luton. It was also supported by the local council, Lifelong Learning and the Single Regeneration Budget.

A need for early learning provision

One of the most innovative elements of the project is a mobile crèche, which is offered from a customised trailer taken to the premises of the hirer (often an organisation providing training).

Although still in its infancy and not yet operating to full capacity, the project is providing a valued asset within the local community.

Iris Hume, the project’s founder and manager, chair of the unemployment committee and with 30 years’ experience of childcare, was aware that lack of childcare on the estate was one of the main barriers preventing parents on low incomes from accessing training and employment. Consultations with parents, head teachers of local schools and local employers confirmed the need for more early learning provision.

The main aims of the project are: • To offer free childcare to unemployed people and those on low incomes whilst maintaining a safe environment in which children can advance their education by learning through play; • To tackle financial hardship and poverty by helping unemployed people and those on low incomes get access to training that would enable them to take-up employment.

5% of marsh Farm residents are unemployed (compared with 3.4% nationally), 36% have no qualifications (compared with 29% nationally) and 13% are lone parent households with dependent children (compared with 6.5% nationally).

A flexible, mixed service

Although the project acquired its mobile unit in July 2001, there were severe delays in developing the crèche service.

This was largely due to getting approval for it to operate for more than two hours a day. Since registering with OFSTED – a process that took over a year – the project has been able to offer a choice of four options: • A fixed-base crèche service operates from the Marsh Farm CDT. This is fully

10 InTouch

No 6 September/October 2004

equipped with play and learning equipment and materials and provides a centre from which to run project.

• An outreach crèche service can be provided at the premises of organisations hiring the service for up to two hours per day. This involves taking staff and equipment to the hirer; • A mobile crèche service is offered from the trailer, which is towed to the hirer’s premises and parked on a suitable site with access to toilet facilities. The trailer, which can accommodate up to eight children, is equipped with play and learning materials and can operate for up to twelve hours a day.

• Private hire of the trailer is also available as temporary accommodation for range of purposes including office and training space.

Marsh Farm Community Development Trust provides the accommodation for the fixed-base crèche. Beyond this, the project is self-financing and its overheads and operating costs must be met from hiring fees. Whilst the business is still developing, its team of nursery staff are contracted and paid by the session.

What has it achieved?

Although still in its infancy and not yet operating to full capacity, the project has developed a high profile within the NDC and is recognised as valued asset by local residents: • Contracted hire sessions have averaged four hours per day and care has been provided for 8,000 children.

• Most of the hiring organisations are trainers, who use the crèche for children of parents who are attending their training sessions. However, the mobile crèche service has been underused so far, with hiring sessions being concentrated in the summer months.

Despite initial teething difficulties, it is evident that Little Bears is widely supported by the local community and that users are benefiting from the project.

As one community hiring organisation commented: “...the fact that there was a crèche available on site made the event

accessible for residents who otherwise would have been excluded. It was also great that the profile of Little Bears was raised as we feel that it will play an integral part in the future of the Community Centre. The fact that just for this one event, 32 children used Little Bears gives a good indication of the need.

I would also like to add that the children had a fantastic time and more than one parent commented on the competent way your crèche was run.”

The project is also acting as a trailblazer and has attracted interest from organisations seeking to offer a similar service including the Hertfordshire Early Years Development and Childcare Partnership.

A number of important lessons were learned and the project manager would be happy to discuss these with anyone seeking to start a similar venture.

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Iris Hume, Project Manager, Little Bears 01582 706466 info@marsh-farm.co.uk www.marsh-farm.co.uk

Editor’s note: if you have a case study you consider would be of interest to InTouch readers, please contact me or Peter Durrant (see page 2 for contact details).

Case Study

by Andrew Saul

Speaking Up! is moving up!

At what point does a charity become a social enterprise?

T

hat has been the question Speaking Up! a Cambridge based charity, is trying to address. Faced with a world in which 150,000 different charities are competing for the public’s money, Speaking Up! realised that the best way to progress was to move over to earning most of its income as a business, rather than relying on donations.

Currently, the charity makes about one-third of its income from business. The aim is to increase that to two-thirds within three years.

“When you come to interview me in 2008, we will be mainly a business, though we will continue employing vulnerable people as trainers and consultants”, Chief Executive Craig DeardenPhillips told me.

From small beginning

Speaking Up! started ten years ago as a group of volunteers, some of whom had disabilities, meeting in a living room. The charity has been so successful that it won the 2002 Guardian award for Charity of the Year.

“It told the world that Speaking Up! is a pretty good charitable organisation, and helped us get venture philanthropy backers,” Craig commented.

A varied business portfolio

The aim of the charity is to help people with learning difficulties, disabilities or other disadvantages to gain control of their own lives, and get involved in the services provided for them.

The organisation intends to retain its charitable purpose, and has been careful to develop businesses that are compatible with the aim of the charity.

One of these businesses is Speaking Up! Training and Consultancy Services. Speaking Up! sends people who are themselves disabled to help organisations to work effectively with disabled clients and customers. Consultants from Speaking Up! have helped the National Patient Safety Agency to find out what people with physical disabilities and learning difficulties think of the NHS. It's not only a difference that Training and Consultancy is making. In 2003-04 it netted £140,000 in contracts, of which £50,000 was profit after expenses. This represents a profit margin of 40%. The profit is re-invested in the business and used to meet costs on the charity side.

The other business being provided by Speaking Up! is in the form of advocacy contracts.

There are many organisations, such as housing associations and the NHS, who want to ensure the views of people with disabilities are heard. These organisations need to know they are meeting the needs of those with learning difficulties, and treating them with sensitivity and understanding. Speaking Up! make this happen by, acting as an independent advocate.

Depending on the contract, this service can make a profit of between 5 to 15%, and the business turns over about £200,000 a year. Craig forecasts a turnover of about a million pounds for this business by the financial year 2006-07.

NHS National Patient Safety Agency booklet produced with the help of Speaking Up!

Retaining social purpose Craig emphasised that Speaking Up! will always trade for a social purpose. However, he feels that the most important thing for a social enterprise is to stop the social goals overwhelming business goals.

“I see it happening all time, social enterprises run by social workers who don’t give a fig about building businesses. Any successful enterprise needs at least one fanatic, who doesn’t actually care as much about social goals as business ones.

“Offset this fanatic with someone with a social focus and your social enterprise has a chance”.

Craig has a pointed message to the region’s social enterprise sector. “Genuine social enterprise is about building business and making profit just as much as doing good, but many enterprises define funders as their customers, their trainees as their outputs and grants as their success indicators. Growing a profitable business on the back of increasing sales is often the last thing on their minds.”

Funding regimes, Craig believes, exacerbate this problem.

“Social enterprises are paid to expend all their energy on social programmes rather than improving their businesses. We need more funders who are willing to see their investment as riskcapital. Then we might see enterprise outcomes as well as social ones.”

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Speaking Up! 162 Tenison Road, Cambridge, CB1 2DP Tel: 01223 566209 www.speakingup.org craig@speakingup.org

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No 6 September/October 2004

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Focus on: Essex

by Sarah Charters

Hadleigh Training Centre – “Training for a brighter future”

O

pened in 1990, Hadleigh Training Centre (HTC) is set on a 950-acre working farm and countryside park, owned by the Salvation Army. Funded by the European Social Fund (ESF) and the Salvation Army, income is generated from contracts with Social Services, Job Centre Plus and the centre’s social enterprises. Turnover for 2003 was £300,000.

Training is provided for people with learning or physical disabilities, the long-term unemployed or those with special training needs. As trainees are not in a position to enter mainstream training or employment in the short-term, the centre provides the practical and social opportunities to maximise their potential through learning and exploring different working environments.

Subjects covered include IT, graphics, office skills, catering, retail, carpentry, estates management and horticulture. Although successful in fulfilling trainees’ pre-employment requirements, it was realised that appropriate “follow-on” employment opportunities were severely lacking once they left. In order to provide this employment many of the skills are utilised by “sister” social enterprises that include: • Home Farm Nurseries produce organic fruit and vegetables which the local community can purchase on site. They also sell to local restaurants.

• HCT Graphics designs and produces advertising flyers, posters, tickets for events and postcards which are sold on-site, as well as an in-house service to the other social enterprises.

• The Job Squad is an estates management and gardening service for the site and external contracts.

• On site Tea Rooms built by the Salvation Army have magnificent views over the Thames Estuary. The most successful of the enterprises, it also offers a point-of-sale opportunity for them.

The on site Tea Rooms

• The Tyrells Coffee Shop (the outreach project) with its magnificent operates with Essex Social Services, the Primary views over the Thames Care Trust and Castle Point Association of Voluntary Estuary is the most of the four Services. It shares a building with a brand new successful enterprises at the health wing, two day-care units for the elderly Hadleigh Training and training and office space for voluntary and Centre community groups. Although serving the catering needs of those using the building, a reputation for excellent cuisine has won Tyrells contracts for outside catering.

HTC have received a number of awards, including the RHS and BBC People’s Award (Silver Medal) 2004, and the Queen Elizabeth Bronze Award. The Tea Rooms are one of five finalists in the Business Link Essex in Boom! award, “Giving Beverley Egan, Manager Back” category. The results Tel. 01702 552963 will be announced on 24th beverley.egan@salvationarmy.org.uk www.sahtc.co.uk September.

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Millrace IT –

“Saving the earth doesn’t have to cost it”

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n operation since 1995, Millrace IT began as a project run by a Christian charity, InterAct. As it grew, the potential to turn it into a separate enterprise was realised, and in the year 2000 it became a social firm. Turnover for last year was £125,000 and 75% came directly through trade.

Providing a number of IT services, Millrace supply cost-effective refurbished PCs, IT tutoring, network installations, upgrading and many other IT services to local organisations and individuals. They also provide training, work experience

12 InTouch

No 6 September/October 2004

and assistance into paid employment to people disadvantaged in the job market, especially those with learning disabilities and people recovering from mental ill health. Now a customer themselves, InterAct use Millrace to refurbish old PCs which the charity donate to educational organisations overseas. This year Millrace will ship around 1,500 computers to Africa.

Three members of staff have come through InterAct and are now fully recovered from their experience of mental ill-health and many of the trainees and

volunteers are in the process of recovery, working at Millrace as part of their rehabilitation.

Monitors are now legally classified as hazardous waste, so if you have a monitor or PC you no longer want, don’t dump it, call the Millrace office. If you wish to volunteer (experience of computers or electronics is a bonus), call manager Lyndon Stayte on the number below.

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Millrace IT Tel. 01245 258311 Fax. 01245 257159 mail@millraceit.co.uk www.millraceit.co.uk

Focus on: Essex

by Sarah Charters

Rainbow Services – “Eco projects unite community”

S

et up in November 1999 as an independent charitable company, Rainbow Services (Harlow) is a multifaceted initiative providing services and facilities to disadvantaged people in the local community. It receives a core grant of £88,000 per annum from Harlow District Council, plus a mix of several other grants, and many of the projects also receive sponsorship. Turnover averages £250,000 per annum, of which almost 30% is generated through trade, with all projects aiming for financial selfsufficiency.

Clients include people with learning or physical disabilities, low confidence, self-esteem or self-worth, the long-term unemployed or on a low income.

A comprehensive reuse and training scheme

Rainbow is based on three sites and has an extensive ‘Re-use programme’, encompassing furniture, clothing and paint re-use projects, plus a recycling yard and workshop. With green issues and landfill targets so high on the govrtnment's agenda, the district council’s input demonstrates their commitment to

support such schemes.

Funding (from the council and the Community Fund) has enabled a warehouse and two shops to be opened, which supply household items and Jackie Sully manages a team of six project staff and 40 volunteers, providing services and facilities to over 10,000 clients clothing. No charge is made to customers (except for delivery of a play room equipped with toys and play furniture). activities, a resource library, meeting In November 2001, the Eco Wagon rooms and a learning suite, primarily for project was launched. Using converted people who wouldn’t normally access m i l k f l o a t s, t h e y m a k e d o o r- s t e p traditional training facilities. collections from homes, businesses, waste Rainbow Services is run by Jackie Sully banks, and schools where they also teach and a team of six project-based staff. Up about recycling. Rainbow Artworks, a to 40 volunteers give over 10,000 hours workshop based project, was also recently of their time each year to 10,500 clients. set up. Using recycled wood and textiles, Rainbow Services have already won they make planters, bird feeders, cushion many awards, and they are finalists for a covers and wall hangings. For 2003/2004, Customer Services, Employer of the Year Rainbow generated 115 tonnes of ‘landfill 2004 award in the Harlow and District diversion’ waste.

Business Awards, and also the Essex in Not simply an environmental concern, Boom! award.

Rainbow also run a Family Resource Jackie Sully Tel. 01279 446659 Centre, provide wheelchair hire, transport/ Rainbow Services (Harlow) Tel. 01279 308150 Fax. 01279 306589 odd jobs and a removals service. The www.rainbowservices.org.uk centre offers a suite of rooms including

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Oakwood Pack It In Training Co-operative

“Inclusivity breeds success”

C

reated and funded by Essex County Council (ECC), Oakwood ‘Pack It In’ Training Co-operative became a social co-operative in 2001. Now partially selffunded, the business turns over £12,000 directly through trade.

As industrial contract packers, the business combines trade with training.

Providing services such as hand packing, labelling, sleeve wrapping, heat sealing and gift wrapping, they also provide workbased training for adults with learning and physical disabilities. Although unpaid, members are given comprehensive training to assist them in finding supported employment elsewhere. Members can stay on for as long as they need to, and one has been with them since 1996.

Members fully participate in decision-making

Participating at all levels, members may

organise the tea-rota one day and attend a trade fair the next.

A members’ committee has also been established giving members the opportunity to By providing services such as hand packing, Pack It In combines have their say and gain first trade with workplace training hand experience in decisionmaking. Consisting of five core members, ‘Pack It In’ has 38 members and is run each is democratically voted in at the AGM by senior employment advisor Pat Cooper by other members. Decisions include and a team of four staff. They are finalists fundraising, event ideas and how best for the Essex in Boom! Award in the ‘Giving to spend surplus profits for the benefit Back’ category. of the co-operative. The most successful ‘Pack It In’ are always looking for investments in recent years have been volunteers to help with fundraising a Forklift truck and shrink-wrapping (currently needing £30,000 to build an machine, leading to new skills and new extension to the workshop). If you are contracts. interested in helping, contact Pat or Mick.

Working toward their Vocational Pack It In Tel. 01255 436967 Fo u n d a t i o n Ce r t i f i c a t e, m e m b e r s pat.cooper@essexcc.gov.uk have been studying IT, numeracy and Web site: due shortly communication skills.

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InTouch

No 6 September/October 2004

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Networks unlimited This section of InTouch is for you to promote and report on the activities of your organisation. Send news of staff changes, business developments and examples of smart thinking to Peter Durrant on 01223 262759 or send an email to humberstone@pop3.poptel.org.uk ruralnet supports futurebuilders ruralnet|uk is now officially a support organisation of the Futurebuilders initiative.

Fu t u re b u i l d e r s i s a n e w £125 million Government investment fund which aims to improve public service delivery throughout the voluntary and community sector in England by means of a mixture of grants, loans and capacity building; i.e. support, training and advice.

Futurebuilders will work to five themes, which were s e t by t h e G ov e r n m e n t after consultation with the voluntary sector. These are: • Community cohesion • Crime • Education and learning • Health and social care • Support for children and young people As a support organisation, ruralnet|uk expects to have

an important role in capacity building, organisational development, and business support, drawing on its particular expertise in rural issues and in ICT. Many years of partnership working in community development across the urban-rural spectrum will also support insights from much broader e x p e r i e n c e, a c ro s s m a n y aspects of VCS activity.

Simon Berry, ruralnet|uk CEO added: “Futurebuilders is of crucial strategic importance to the voluntary and community sector and we are pleased to be involved in a very practical way. It will be exciting to see how the programme develops over the next few years”.

Fo r m o re i n f o r m a t i o n , contact David Head: t: 0845 1300 411 e: d.head@ruralnetuk.org w: www.ruralnetuk.org Futurebuilders opened for

Chief Executive

Great Yarmouth Community Trust Salary £38,000 Great Yarmouth Community Trust is a relatively new Development Trust working towards the regeneration of the town through providing quality childcare, learning Opportunities and action research and is in the process of bringing the historic Priory Centre back into use. It leads the local Sure Start programme and is expanding its areas of work to become a social enterprise organisation.

The Trust is now in a position to recruit its first Chief Executive. You will have the leadership skills, vision and passion to drive the organisation forward. Your experience will include accountability for substantial budgets and you will have a thorough understanding of the complexities of voluntary sector resourcing.

The ideal candidate will be: • A strategic thinker with a significant track record in management at the senior level in a complex voluntary or statutory agency.

• A dynamic and communicative leader capable of managing change in this rapidly expanding organisation.

• One who possesses a entrepreneurial spirit and the influencing and promotional skills to raise its profile to match the quality of its work.

• A diplomatic individual capable of building trust with a wide range of stakeholders including members of the local community.

For more information and an application pack contact Sarah Spall, Operations Director on sarah@surestartgreatyarmouth.co.uk or telephone 01493 330633.

Applications will close on 1st October 2004.

Great Yarmouth Community Trust – Charity No 1095214

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No 6 September/October 2004

applications on 5th July – see Networks unlimited in the last issue of InTouch or go to: w w w. f u t u r e b u i l d e r s england.org.uk

New social enterprise journal Social Enterprise London is coordinating and producing a research journal for the movement, to be launched this autumn.

The journal will combine new thinking across a range of topics, and will provide a space for practitioners and theorists alike to contribute to the next wave of thinking.

They are looking for paper submissions and the deadline is the 15 September. They are also working with the UK academic institutions engaged in social enterprise learning to highlight their work and have leaders serve as guest editors It is their intention to publish the journal twice a year, and the next anticipated call for papers will begin in January for a March 2005 deadline.

Fo r m o re i n f o r m a t i o n , email Ali Somers, Director of Policy and Research on ali.somers@sel.org.uk or tel 020 7704 7492.

FSA child trust funds update The FSA has published a consultation paper on the sales regime for Child Trust Funds, and it appears from the content that ABCUL’s lobbying for credit unions to be able to offer these products has already had some success.

According to the revised proposals for the regulation of the scheme, credit unions will still not be able to offer accounts which they manage themselves, but they will be able to act as ‘introducers’.

To do this, they must have a partner organisation to which they must refer members who wish to open a deposit or investment (known as stakeholder) type Child Trust Fund See: accounthttp://www. abcul.coop/page/news.cfm#99 Social Enterprise coalition

launched their latest publication Unlocking the potential – A Guide to Finance for Social Enterprises. The guide has been developed as a very practical resource for those wishing to start or expand successful social enterprises and is aimed at stimulating the growth of businesses that trade for a social purpose.

The book was launched at an event on the 20th of July at the Atrium in London by Nigel Griffiths MP, DTI Minister with responsibility for social enterprise.

Fo r i n f o r m a t i o n v i s i t www.socialenterprise.org.uk

APU Social Policy degree The BA (Hons) Social Policy degree at Anglia Polytechnic is aimed especially at people who have interest or experience in the area of health and social care provision. It is available full- or part-time. Applications are welcomed from students of diverse ages, even without standard entry qualifications.

In particular their Community health and social studies courses tune into social enterprise themes around social inclusion, poverty, youth offending and drug misuse.

More details from Sarah Burch, Field Lead, Social Policy on 01223 363271 or s.burch@apu. ac.uk

New COVER eastern region directory Want to know the name of the sustainable development contacts at EEDA or the addresses of all the Age Concer ns in t he Easter n region? Then you need the new Eastern Region Voluntary Sector Directory.

A comprehensive directory of organisations that work in, and with, the voluntary and community sector in the eastern region is now available.

The 100 page directory has been produced by COVER and contains contact details for more than 200 organisations across the region. Not only does it give full address details, but also offers individual

Networks unlimited contact names, phone, email and website information. In addition, a brief overview of each network and organisation will explain what they do and in what parts of the region they operate.

“This is the first directory of its kind in the region and if you work in or with the voluntary sector you’ll want to have a copy on your bookshelf,” said COVER’s chief executive, Andrew Cogan.

The directory costs just £5 for recognised voluntary groups or £7.50 for non-voluntary sector, plus £1 p&p. Orders of five directories or more p&p FREE. To o r d e r y o u r c o p y contact the COVER office at: office@cover-east.org

Extending co-operative working Co-operativesUK and the Plunkett Foundation are now working to increase awareness of the benefits of co-operative working amongst Business Links, Enterprise Agencies,

Rural Community Councils, and other local partner organisations.

Fo r c o p i e s o f t h e n e w rural guides or for further information on the ways in which Co-operativesUK can help rural collaborators, please visit [url]www.cooperativesuk.coop/rural[/url] or contact Helen Seymour at CooperativesUK, on: 0161 246 2921, or by e-mail at: rural@cooperatives-uk.coop

Social Enterprise Unit To Get New Director Hilary Brown, formerly of the Bank of England, has been named as head of the SEnU. It has been announced that Hilary Brown will be the new Director of the Social Enterprise Unit in the Small Business Service.

Jonathan Bland from the Social Enterprise Coalition commented: “ I t h i n k t h a t H i l a r y ’s appointment is really good news for the social enterprise

Events Social Enterprise Conference A conference for social and comminity business will be held on 2nd November at the Corn Exchange in Bedford. For more details see the advertisement on page 2.

“Get Active with Britain on the Move” roadshows During September the ‘Get Active with Britain on the Move’ roadshows will be out and about in Ipswich, Norwich, Peterborough, Cambridge, Watford and Chelmsford. Each roadshow will take place in areas of ‘high footfall’, with activity geared to attract the crowds, and will provide information, advice and local contacts to the Get Active programme.

For more information contact simon.badman@sportengland.org

Big Lottery Fund / Funders Forum conference in Newmarket in October The Funders Forum is hosting a conference at Newmarket Racecourse on 6th October to bring together funding providers and funding advisers to explore ways in which they can best

sector. Hilary’s knowledge of the sector through her work at the Bank of England gives her a very good grounding for this important role.

“She will be a valuable ally in championing social enterprise across Government and I look forward to her taking up the new role and being able to work closely with the Coalition and its constituent members” Ms Brown will officially take up her post on 20th of September.

Best practice for partnership working?

Ourpartnership.org.uk is, in many people’s view, the best practice site for partnership working between the voluntary and public sectors. The site has news, features, events, best practice guidance and discussion boards. Register free with the site to receive a regular newsletter and to post messages. Ourpartnership. org.uk is supported by the National Council for Voluntary

work together. Further information from Richard Weller, Big Lottery Fund, tel 01223 449010 or email richard.weller@biglotteryfund.org.uk

Market Town Health Checks EEDA has recently approved funding for eight further health checks for market towns in the region. The eight towns are Attleborough, Needham Market, North Walsham, Ramsey, Sawbridgeworth, Soham, Sudbury and Ware. They will receive funding from a programme managed by Action for Market Towns, the national market town development agency. For further information contact Jane Cryer at the East of England Tourist Board by emailing: jcryer@eetb.org.uk

E-Guides: Lead by Example – National Training Programme Do not miss the chance to participate in this free training programme. Places are still available.

Eastern Region 22/23 Sep 2004: Cambridgeshire Corresponding Regional Workshop 12 Nov 2004: Bedfordshire http://www.niace.org.uk/Conferences/ Eguides.htm or email eguidestsu@niace. org.uk Further dates and locations of training

Organisations, the Centre for Management and you will find documents and links which offer clues on best practice for partnership in a variety of contexts. You’ll also find documents and links on best practice for partnership working in a variety of contexts.

Social Enterprise in the Curriculum... ...is a resource pack for secondary schools introducing social enterprise into the school curriculum for the 1419 age groups. The 132 page document entitled ‘Not for Profit’ provides a range of classroom exercises complemented by case studies of successful social enterprises.

Further information and copies, priced at £25 inc p&p, available from the Cooperative College, Holyoake House, Hanover Street, Manchester. M60 OAS. Telephone 0161 246 2926 or e-mail enquiries@co-op.ac.uk

will be emailed to you shortly.

Essex Learning Disability Service conference A conference will be held on 23rd/24th September at the Roundwood Visitors Centre, Bocking, Essex for users of the Essex Learning Disability Service, its supporters, carers, teachers, young people and associate professionals. For details Tel: 01255 436967.

Legal Structures for the Social Economy: a two-day course Run by well-known trainer, Charlie Cattell, this course has always been oversubscribed in the past, with many people coming from all over the country. It will be held at St Albans’ Centre, Baldwin’s Gardens, London EC1 on Wednesday 10th and Thursday 11th November.

Book early for a 10% discount by calling Jacklyn Awobayikun, Administrator at London Rebuilding Society, 227c City Road, London EC1V 1JT or calling 020 7682 1666.

Alternatively fax 020 7682 1417 or visit www.londonrebuilding.com Please send details of your upcoming events to Peter Durrant on 01223 262759 or send an email to humberstone@pop3.poptel.org.uk

InTouch

No 6 September/October 2004

15

Support Services

At the launch of Incredit, (from left to right) Val Taylor, Dan Durrant, Stacey Pike, Eileen Lennon, Ray Winder, Babera Follet MP, Sue Lawton, Isata Abdulai, Julie White and Jenny Diffell.

Incredit expands support of social enterprises B

usiness ideas are like a novel, we have probably all got one in us somewhere, but how do we unlock that potential?

Incredit, a Stevenage based organisation, is working with a range of groups to support people who are looking to develop their own enterprise – whether that means becoming self employed, starting their own company or setting up a social enterprise.

Incredit began life as Enterprising Communities, a Phoenix Fund project that came out of a joint bid by North Hertfordshire and Stevenage Borough councils. The idea was to act as a signposting organisation for excluded groups who might be looking for business advice.

Accessibility was a gap in the market

It soon became apparent that there was a gap in the market.

“Existing enterprise provision was often inaccessible on a number of levels, either by being physically inaccessible via public transport or at times that were unsuitable for people with caring responsibilities. And for some people there were issues around the culture and cost of existing services,” explained Sue Lawton, Incredit’s CEO. One solution to this was to provide sessions at times and in locations that were suitable to Incredit clients. They developed a series of workshops. Part One to introduces would-be entrepreneurs to enterprise, as well as fleshing our the sort of personal development that is important to help them to build the confidence to realise their ideas. Part Two gives clients more technical support, covering such issues as an introduction to business structures, marketing, cash flow and book-keeping.

Supporting women and ethnic minorities

One area Incredit has been particularly successful has been supporting women entrepreneurs as well as women in prisons.

“Starting up a small business is not the first employment option considered by many women when they are looking to become economically active. The opportunities available through traditional employment routes can be very limiting with few ‘family friendly’ vacancies advertised,” said Eileen Lennon, Incredit Training Manager.

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No 6 September/October 2004

In its first year Incredit has been able to provide support to a total of twenty-six enterprises ranging from life coaching to party and events organisers.

Support is also provided to people from black and minority ethnic communities “We are able to take our service out to the different communities. By addressing the issues that are specific to each different groups we can overcome the barriers to accessing business support and finance and deliver our service in a culturally sensitive way,” explained Isata Abdulai, Black and Minority Ethnic Community Development Manager.

Assisting the “twenty-somethings”

The U30 (under-30) service provides support to young people considering self employment or starting their own business. Many clients need support in addressing some of the barriers, such as homelessness, lack of education and learning disadvantages. Incredit can direct clients towards training and education and when necessary or support people who are using established business advice services. This enables people to access mainstream provision by giving guidance before hand, or support for those going through the process.

In May Incredit moved into impressive new offices at Saffron Ground in Stevenage. Incredit now rents out space to social enterprises and others who are running their own new businesses. A business incubator unit will provide hot desk facilities for clients as well as access to computers and facilities like a fax, photocopier and meeting space.

Workshop sessions are now to be tailored specifically for social enterprise and the organisation now plans to provide support across the Eastern region.

If you are an individual or are part of a group looking to take those first, tentative steps into social enterprise or need development advice, you can contact Daniel Durrant, Social Enterprise Development Manager of Incredit.

i

Incredit Daniel Durrant Social Enterprise Development Manager Tel. 01438 794436