InTouch Issue 8

InTouch Membership Services

SOCIAL ENTERPRISE EAST OF ENGLAND

January/February 2005 • Issue 8

Inside: From the Editor

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A review of a handy guide through the finance minefield from the Social Enterprise Coalition

SSEER Partnership Transnational Success!

SEEE presents a draft Regional 4 Strategy for Social Enterprise in the East of England A lively conference discussed social enterprise strategy for the region

Incredit achieves Flagship award

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Stevenage organisation gives “highest possible levels of support” to women starting businesses

Financial Health Clinic launched for hospital staff

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Mary Archer launched a unique financial health clinic for Addenbrooke’s staff

Helping the helpers

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A new centre for supporting voluntary and community groups around Thurrock

Rise of venture philanthropy 8 We reprint a Guardian article about Cambridgeshire’s Speaking Up! taking the venture philanthropy plunge

Sustainability and venture philanthropy

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What is sustainable funding and how does venture philanthropy fit?

More than a century of community service

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Watford and District YMCA’s multi-million pound activities continue to grow

Keep InTouch

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Reach your target market in the East of England through InTouch

Focus on ...

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A look at five of the region’s vibrant recycling projects

Networks unlimited

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News and upcoming events

Feeding the local economy

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Norfolk’s Eostre sets a standard for local organic farmers’ markets

Enterprise opportunities for social firms

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APU’s Andy Brady reports on the Social Firms UK annual conference

North Cambridge Credit Union 16 If you live, work or study in Cambridge, you can now become part of the union

Internet:

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

O

ver the last two years, the SSEER partnership has been working transnationally with partners from Italy (IRIS and CLIPS) and Portugal (IES) through our EQUAL funded programme.

During this time we have visited each other’s projects and Social Enterprises on a number of occasions. These visits have enabled us to share knowledge and information, to develop an integrated approach and to work collaboratively in creating new models of support for Social Enterprises within our regions.

To mark the end of our successful Social Enterprise Europe partnership, we held a final dissemination conference in Braga, Portugal on 11th November 2004. Hosted by the IES Partnership, the aim of this conference was to showcase our achievements and disseminate our individual and collaborative best practices to policy makers who could spread the message to a wider audience within their own countries.

Each country brought several representatives to the conference; these were a diverse mixture of high level politicians and policy makers, representatives from local municipalities and partners from the projects. A number of local Social Enterprises from the Braga area exhibited at the conference, and in the spirit ‘putting your money where your

mouth is’ the catering for the conference was provided by a local Social Enterprise, Colorircoop.

The conference was opened by local politicians from Braga, who presented a view on Social Enterprise in their area.

Nicky Stevenson, a representative of the SSEER Partnership then presented a history of the Transnational partnership, how it has evolved and what it has achieved. She also launched the handbook of best practice, which was produced in English, Italian and Portuguese and this will be distributed in each of the three countries.

At the beginning of our partnership, it was decided to work under four pillars: • Raising Awareness • Access to Finance • Business Support • Qualifications The handbook showcases the best practice from each of our individual partnerships, under each of the four pillars. These best practises were presented in further detail in the afternoon session, supported by an extensive question and answers session to increase everyone’s understanding of the work done.

Each partnership also presented an overview of their partners and their activity, includi ng case ➜ page 2

Transnational success!

➜ cover

studies of the Social Enterprises they have worked with, and how they aim to make their activity sustainable in the long term once EQUAL has finished. Most importantly they presented their vision for the future for Social Enterprise support in their regions.

The conference concluded with a debate to share the different types of strategic

Editorial

work happening in our countries and how we can learn from each other, especially when we work within such varying Government restrictions and support structures. Representatives of the three countries were invited to talk briefly on Social Enterprise support.

A partnership dinner was arranged to conclude the transnational activity and

the highlight of the evening was a recital by a local university choir arranged by, Miguel Pires, a partner from IES which hosted the conference and himself one of the choristers. The dinner and recital were held in a magnificent hotel overlooking the city of Braga. The catering was again provided by the local Social Enterprise - Colorircoop and the evening was a wonderful conclusion to our transnational collaboration.

Locally, the SSEER partnership will continue to implement activity until November 2005, facilitating Social Enterprise support after the funding finishes through the regional network Social Enterpr ise East of England (SEEE). As the conference highlighted the achievements of the partnership and our vision for sustainable support in the future, we were fortunate to have representatives from both a regional and national level, who are able to help implement and disseminate this vision.

Although the conference was our final official act as a transnational EQUAL partnership, we hope to continue to work together in the future as we have learnt some incredibly valuable lessons from our collaboration over the last three years.

Social Enterprise East of England January/February 2005 Issue 8 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

From the UK we invited several representatives, in particular, Catherine McLeod Deputy Director from the Social Enterprise Unit at the DTI, Alex Mackay, Director of Sustainable Development at EEDA, John Wilkinson, Senior Development Manager at EEDA and Sue Lowe, Head of the Community Team at Go-East as well as several members of our partnership.

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.

The University Choir at the final partnership dinner in Braga.

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No 8 January/February 2005

From the Editor

InTouch

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

A guide through the financial minefield

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hen I worked for an international company providing services to financial institutions in the heady 80s, I saw a memorable plaque on a wall of a London office of one of the “big four” high street banks which spoke eloquently of the pitfalls of borrowing money:

Rags make paper Paper makes money Money makes banks Banks make loans Loans make beggars Beggars make rags …

Who said that recycling is a modern concept? It’s ironic that rags used to be more commonly used as one of the constituents of expensive papers.

An understandable fear in the face of the financial “maze”

The fear that voluntary organisations and social enterprises have of making the wrong financial decisions, and their “risk averse” tendency, have been flagged up previously in this newsletter. The writers of these items have been sympathetic, even supportive of this cautious approach. But increasingly, with the departure of the European Social Fund to pastures elsewhere, and rumblings about Gordon Brown’s looming £10 billion black hole this fiscal year – that is, if the IMF, OECD and the Institute for Fiscal Studies are right and Bank of England denials are wrong – it is imperative that managers of organisations in our sector get smart sooner rather than later about their financial options.

But most of us find our heads spinning with all of the different financial offerings that seem to be available – more than for conventional small businesses! Which is right for your organisation?

“Unlocking the potential” – a guide through the financial maze

Whatever your organisation’s financial situation and outlook, even if you are still doggedly (and luckily) surviving on 100% grant funding, I can recommend no better read than Social Enterprise Coalition’s splendid little handbook Unlocking the potential – a guide to finance for social enterprises.

I thought I was in for a “heavy” read when I sent for it, but it is refreshingly quite the opposite (and less than 100 pages). It is in clear language and any necessary technical terms are well explained. It follows a logical progression through its four main sections: the different types of finance and their pros and cons; what might be appropriate for your social enterprise; what financial products are available for social enterprises and how they work; and what finance providers look for.

The guide also provides numerous and pithy case studies that help to illustrate the different scenarios appropriate to each type of finance and even when it might be appropriate to mix more than one. There’s also a handy appendices section that gives the main finance providers by their various categories and where to find them.

Finally, the book scores high for layout and legibility. It’s as easy to get into as any book about such a seemingly complex and dry subject could be.

So, if you have anything to do with the financial aspects of your organisation, or are at all concerned about the subject, buy it!

Unlocking the potential – a guide to finance for social enterprises.

Published by Social Enterprise Coalition © 2004. ISBN 0-9546076-1-9. Available a t £ 1 0 . 0 0 p l u s p & p f ro m : h t t p : / / w w w. socialenterprise.org.uk/ or T: 020 7968 4921.

© SEEE 2004

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No 8 January/February 2005

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Conference

Conference

SEEE presents a draft Regional Strategy for Social Enterprise in the East of England

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he draft Regional Strategy for Social Enterprise in the East of England took a further step forward on Thursday 9th December when 95 delegates met at the Community Centre in Over, Cambridge.

Jo Ransom, Diversity and Social Sector Manager for Business Link Hertfordshire, chaired the meeting and welcomed delegates to the delivery of key findings relating to extensive consultation and research carried out in the region.

Mick Taylor, one of the consultation facilitators, highlighted key principles for the strategy to achieve (see box). From the focus group and open consultation meetings and the analysis that followed, a picture has been built up that has helped to flesh out the strategic aims of a social enterprise strategy for the East of England.

Nicky Stevenson of The Guild (who also facilitated the meetings) explained the rationale and processes of the consultation, a series of discussions that took place with a mix of stakeholders including social enterprises (SEs), advisors, policy makers and strategic organisations that are part of the SE sector.

Informed by the questionnaires and meetings, key issues began to be prioritised, while desk-research examined the impact of the proposed strategy on other key regional strategies including the regional and social strategies. Out of this came valuable insights to inform the strategic aims.

There were several particularly vital issues for social enterprise within each of the strategic aims (see box for full list).

Key issue: finance

Predictably, dependency on grant funding was one of the most discussed issues, particularly at the voluntary sector end of social enterprise. Social enterprises generally aren’t aware of the various types of finance they can access; but more disconcertingly, neither are the advisors!

Financial risk was flagged up as a major concern. It has become very clear that much more work needs to be done in cooperation with funders and SE advice and support agencies.

Key issue: training

People don’t always know what training is available, but there is a demand for more informal modes of learning. It also became apparent that people want to learn the relevant skills according to their SE’s trading area, e.g., transport, as well as the more generic training typically provided by support agencies.

Key issue: business support

Business support is an important issue to SEs. Many of the needs are the same as for conventional businesses, but SEs do

Nicky Stevenson addresses the conference

have a different way of doing business, support for which is not consistent across the region. Traditional support has been run along the two channels of conventional business and the voluntary sector – yet social enterprise is neither. Business support needs to be right for them, not imposed simply because this is the way their nearest agency does it.

Key issues: promoting the SE sector, networks and influencing policy

A key issue is to build the regional network and support them so as to promote their membership (mainly social enterprises), and not themselves or the network itself, which does not need a high profile. Social enterprises need to be enabled and empowered to work collectively to increase sustainability, and this will also help to address a real gap in the ability of SEs to influence regional strategy.

Trading, financial risk and procurement

Mick Taylor begged the question as to whether it is always appropriate for some SEs to take risk, or rather extend their existing risk. Trading does of course involve risk, but he cautioned that risk should be placed with the organisation most appropriate to bear it.

He cautioned that SEs need to be aware that public authorities are trying to pass off risk when they contract out – does the SE sector have the ability to detect and to factor in the transfer of risk?

Nicky Stevenson added that if a social enterprise goes under because of taking inappropriate risk, not only they but their end

Hilary Brown takes tea at Cambridge Co-op Daily Bread Co-operative today welcomed Hilary Brown, Director of the Social Enterprise Unit in the DTI. The Christian social firm, which has been featured in previous issues of In Touch, retails wholefoods at low prices in a deprived neighbourhood of north Cambridge. Mark Ashton (father of Adrian Ashton!) gave Hilary, Nicky

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and Lisa from the Guild and Zoe of Cambridge Co-op Development Agency a guided tour followed by tea and some excellent lemon cake. Thanks to Daily Bread for showcasing the excellence of our local social sector whilst honestly sharing with Hilary the challenges of balancing strong values with business success!

Hilary Brown, Director, Social Enterprise Unit, at the DTI’s Small Business Service, at the SEEE Strategy Conference

What the SEEE Regional Strategy should do • Reflect the combination of social and business objectives that characterises social enterprise • Reflect the practical geographic, economic and social diversity of the region • Not create duplication in support structures or networks, but build on and strengthen existing organisations • Work toward equality of access to support infra structure irrespective of geographic location • Add real value to social enterprises • Ensure that delivery of services is based on local needs through local agencies • Reflect the diversity of social enterprises and breadth of their communities, rather than focusing on issues of definition • Balance the government’s objectives for the sector with those of existing social enterprises • Be enabling and empowering • Reflect the combination of social and business objectives that characterises social enterprise • Reflect the practical geographic, economic and social diversity of the region • Not create duplication in support structures or networks, but build on and strengthen existing organisations • Work toward equality of access to support infra structure irrespective of geographic location • Add real value to social enterprises • Ensure that delivery of services is based on local needs through local agencies • Reflect the diversity of social enterprises and breadth of their communities, rather than focusing on issues of definition • Balance the government’s objectives for the sector with those of existing social enterprises • Be enabling and empowering users also lose out. Nevertheless, management culture needs to change where there is a need to transfer from grant-dependency to trading.

Director of DTI Social Enterprise Unit compares regional with national

Guest speaker Hilary Brown, Director of the DTI Social Enterprise Unit, concluded the first half of the conference by giving the national perspective.

Hilary said that Government’s interest is in both the social and the enterprise aspects of social enterprise. Social enterprise, as an alternative way of doing business, can contribute to the economy by attracting a different range of people to the possibility of setting up an enterprise and by creating new goods and services in new markets. They can also provide solutions to some of the problems faced in disadvantaged communities, contribute to neighbourhood renewal and regeneration, provide training and employment and provide innovative ways of delivering public services. She explained that the role of the Social Enterprise Unit is to act as a focal point for policy making affecting social enterprise, to promote and champion social enterprise and spread good practice, and to take action needed to address barriers to growth. Central Government should continue to work in partnership with those in East of England and elsewhere that are developing strategies to support social enterprise in response to the particular needs and characteristics of their region.

She highlighted the very wide scope and range of social enterprises and stressed the importance of building the evidence

base, both through work that the SBS has undertaken to gather baseline information on social enterprises around the country and by developing the tools for individual organisations to measure their own social and economic impacts. If, through the examples, of what successful social enterprises can achieve, we succeed in inspiring people to want to set up or work in a social enterprise, it is vital that appropriate support structures are there for them. Hilary sees that many of the issues SEs face are the same as for traditional businesses. Traditional business support organisations may be appropriate in many cases, but the support needs to be accessible and relevant. Nonetheless there is a need to build understanding of where SEs and their needs converge with traditional businesses and where they do not: for instance there will be different motivations, and there are a different range of structures, financial options and stakeholders.

She noted that we are still at the stage of building knowledge and experience of what works and what doesn’t and encouraged those involved with social enterprise in the East of England to share their findings with others across the country.

What next?

Facilitated workshops followed, after which Mick Taylor provided a “fly-on-the-wall” summary. Again, it became clear that the sheer diversity of the organisations we are dealing with is one of the great challenges.

Nicky Stevenson outlined what would happen next. First, there will be revisions and additions to the regional strategy in the light of the day’s input. The document will be circulated, with opportunities for feedback. Most of all, this will need to inform the activities of Social Enterprise East of England (SEEE) and that of the various stakeholders in the socials enterprise sector.

Jo Ransom wrapped up the morning by emphasising that the key theme is ownership. SEEE is a facilitating network and can’t do everything. Social Enterprise East of England will make a difference if stakeholders build and take ownership of the networks and also use and support the new website, www.seee. co.uk.

SEEE will be a membership led network that co-ordinates the needs of the sector – it will not compete with the sector in terms of delivery activity. Each of the six counties are developing subregional networks and these will become the mechanism for grass roots organisations to access information, communicate upwards and influence policy.

To join the networks, the wider regional SEEE network, or both, please contact Peter See at peters@exemplas.com or phone Donna Sanger at Business Link Hertfordshire on 01727 813692.

For further information on the conference, the strategy and on SEEE itself, visit the website, www.seee.co.uk.

Strategic Aims • Finance: to improve access to finance • Training: to improve access to and relevance of learning opportunities for social enterprises (SEs) and advisors • Business support: to make SEs better businesses • Social enterprise growth: to enable existing SEs to grow • Promotion: to promote the SE sector • Contracting with public authorities / procurement: to enable SEs to access new markets • Becoming a social enterprise: to enable voluntary and community organisations and traditional businesses that choose to do so, to develop SEs • Networks: to enable SEs and other stakeholders to work collectively towards shared goals and increased sustainability • Influencing policy: to create an enabling environment for SEs

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Initiatives

Initiatives

Local business support provider incredit achieves Flagship award

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local business support provider has been recognised as delivering a ‘Flagship’ level of service to women looking to start their own business by PROWESS, the UK Association working for equal numbers of women and men starting and growing businesses. incredit was assessed against 12 rigorous standards of excellence designed to measure quality, client focus, inclusion and equality in the provision of services.

In achieving ‘Flagship’ status incredit has been recognised as achieving the highest possible levels of support in each of these areas.

On receiving the award at the 2nd PROWESS International Conference Sue Lawton CEO said “It’s great to receive recognition for the work we have done to support enterprise development in

a whole range of areas. From work in schools and prisons to support for social enterprises and in this case for supporting women’s businesses” The award was presented by Tracy Betts representing the sponsors NatWest.

Commentating on the award Erika Watson, Executive Director of PROWESS said, “One of our aims is to help members provide the most effective support to all their clients, but especially their female users. We developed the standards to be measurable and transparent, and as objective as possible. incredit has been through a rigorous assessment and we congratulate them on their achievement”.

Incredit are based in Stevenage and provide accessible enterprise training and support to disadvantaged groups including social enterprises.

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PROWESS Lion House, 20-28 Muspole St, Norwich, NR3 1DJ Tel: 01603 762355 www.prowess.org.uk

Financial Health Clinic launched for hospital staff

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d d e n b r o o k e’s Ho s p i t a l , o n e o f t h e c o u n t r y ’s most recognized medical institutions and one of Cambridgeshire’s biggest employers, launched a new scheme to help staff give their finances a clean bill of health on 27th October.

The unique ‘Financial Health Clinic’ (FHC) sees Addenbrooke’s teaming up with Cambridge Citizens Advice Bureau, Rainbow Saver Anglia Credit Union Ltd (RSACUL), Cambridgeshire Trading Standards, the Co-operative Group and the City Council to provide the hospital’s staff with free financial advice and the opportunity to save and borrow money at competitive rates.

An impartial, free service to 6000 staff

The aim of the Financial Health Clinic is to enable the hospital’s 6000 staff to join the credit union and/or receive free, impartial and confidential money advice by two newly appointed specialist advisers.

Savings into the Rainbow Saver Anglia Credit Union can be made by deduction from payroll. Having saved for three months, loans can be applied for based on that person’s ability to save, and therefore on what they can afford. Members can borrow small amounts as well as larger sums. Credit union interest rates are competitive and savings and loans come with free life insurance. Voting rights on how the credit union is run also means that members are in full control of their finances.

A “first” endorsed by Addenbrooke’s Chairman and CEO

Dr Mary Archer, Chairman of Addenbrooke’s, said about the new scheme, “This is another first for Addenbrooke’s, and one that we greatly endorse and support. We value our employees and the last thing we want to see is anyone here finding that their personal financial situation is getting on top of them. This initiative shows that Addenbrooke’s is committed to improving the working lives of its staff, and is just one of the ways we show how greatly we value them.”

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Dr Mary Archer (above), Chairman of Addenbrooke’s opens a unique financial health clinic for the hospital's staff

Malcolm Stamp, Chief Executive of Addenbrooke’s, said: “...The addition of specialist money advisers to the already excellent, on site, Citizens Advice team means that anyone who needs to can very easily obtain the best impartial advice to help improve their financial situation. Easy access to the borrowing and saving scheme via an established credit union, helps ensure a safer and brighter financial future for those connected with the hospital”.

The clinic is the first of its kind in the country, and the FHC hope that today’s launch will be the first of many across Cambridgeshire and the rest of the region.

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Keith Presence Development Worker Rainbow Saver Anglia Credit Union Limited

Helping the helpers A

brand new Resource Centre for voluntary and community organisations in Thurrock opened in early December. Owned and run by Thurrock Council for Voluntary Service (CVS) the Centre is well located in central Grays and will help to improve the quality of accommodation for several local Nigel Boldero bodies, encourage collaboration between them and provide a ’one stop’ centre for local people.

The CVS is one of the ‘infrastructure bodies’ (those offering support to other voluntary and community groups) to benefit from the ‘Building Capacity- Building Enterprise’ project run by the Development Trusts Association and Community Renewal, with support from the Community Renewal Network East.

The project- funded as an ‘exemplar’ under the Government’s Regional ‘ChangeUp’ programme- is providing training, advice and guidance on social enterprise development to similar bodies across the East of England. Social Enterprise ideas being helped include: • A Community Accountancy Service for voluntary and community groups (which is attempting to beat commercial competition for price and quality).

• A Local Food project, which aims to work with local food producers and partners such as village hall committees and parish councils to lay on special meals and events focusing on traditional Cambridgeshire and Fenland food.

• Developing a range of expertise in community research and planning, working in partnership with local authorities under the new land use and community planning system (which requires extensive, front end community involvement).

• Developing a social enterprise support service to help other voluntary and community groups develop their early ideas.

• A parks maintenance service aiming to provide employment for local people and an improved, locally run service.

In Thurrock’s case, the focus is on developing the incomegenerating potential of the training, meeting and other common spaces available at the new Resource Centre- to meet a range of local needs, contribute to the income of the CVS and help to keep the new Centre’s accommodation affordable to all the occupants. These facilities include a community café and crèche to benefit centre users.

Following a workshop which included contributions from Suffolk ACRE, SEEE and the Women’s Development Trust (a London-based organisation which has developed a range of trading operations including a driving school), I have been working with a number of participants to review and develop their enterprise ideas, including production of ‘Enterprise Action Plans’ which help them move their ideas on to the next stage and identify potential sources of detailed support.

Though these enterprise ideas are quite varied there are some common themes beginning to emerge: • Most of the organisations involved lack the direct capacity and sometimes the expertise to develop their enterprises – a common issue for many voluntary and community groups.

• Most of the ideas build on experience and expertise that the organisations already have and looking at the income generating potential of these. This means ideas can be based

Thurrock's new resource centre for voluntary and community organisations

on areas where there is already good market knowledge and can avoid the mistake of spotting a ‘gap in the market’ but without there being a ‘market in the gap’ (i.e. enterprise ideas which seem attractive but which on further examination do not have a ready source of willing customers or which are in other ways not viable).

• As part of their approach organisations need to review the way that they cost and charge for their services, moving towards ‘full cost recovery’ to ensure that not only are the direct costs of their services met but the full costs to the organisation (in management time, administration etc.) are reflected in the charges made.

• Though several organisations begin by focusing on the need to establish a separate trading arm (both to avoid perceived constraints on trading from their charitable status and to be more tax efficient), upon assessment most agree that they can focus energies on developing and starting to deliver enterprise activity within their existing legal structures. They can put off formalising the new activity into some form of trading subsidiary, until an idea has proved it can work and has perhaps grown to a scale where it needs specific focus and may in any case be better handled (especially for tax purposes) as a separate entity.

The ‘Building Enterprise’ Support project seems to be helping these organisations to take the next big step in progressing their ideas. Natalie Warren, Chief Officer of Thurrock CVS valued their Enterprise Action Plan as a ‘comprehensive assessment’ and has begun to follow up new lines of enquiry with Business Link for Essex and the Thurrock Local Enterprise Agency. The ‘Building Enterprise’ project will end shortly with an evaluation being submitted to the Government Office who, with other partners, are considering Nigel Boldero future investment in Community Renewal support ser vices for Tel 01603 754250 Email nbold@lineone.net the voluntary and community sector as Development Trusts Association part of the ‘ChangeUp’ Tel 0845 458 8336 programme. www.dta.org.uk

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Finance

Rise of venture philanthropy

A Cambridgeshire organisation, Speaking Up! takes the plunge support the organisations through change and on to sustainability. The relationships will last for three to five years and will be underpinned by regular performance monitoring to ensure that Impetus, as an investor, is securing social return. One analogy is that of moving in with someone – before cutting the keys, both partners need to be committed to the relationship and its ups and downs.

The assessment process is not easy. We met with Speaking Up!, met the staff and board, carried out a detailed due diligence exercise assessing every aspect of the organisation, and worked with it as it reviewed its business plan and produced detailed five-year financial forecasts. And all this before any decision to invest.

Dearden-Phillips admits it took a while, but he never thought of giving up. He instinctively knew Impetus was right for the charity. He wanted the stimulation and engagement that Michelle Mansfield, Annette Hurst, Peter Auckland, 3 of the Speaking Up! members Impetus offered. We kept on asking challenging questions and he says it made all of them think; just the process Traditional grants, move over: venture helped them enormously. philanthropy has come to town, says One thing that struck me about Dearden-Phillips on our first Judith Brodie meeting was his clear desire for the whole package of support hy would a charity open itself up to five years of month- we offered – not just for the funding; he really “got” venture in, month-out scrutiny by a “grantmaker”? Cynics philanthropy. Given its recent arrival on the scene and limited might say £400,000 and free capacity-building is a availability (Impetus will only make 10-12 investments in its good enough reason. But there is a catch. Some of that will be first two or three years), it is perhaps unsurprising that many paid back if the charity thrives. This is the core of the venture charities do not. They often see us as just another grantmaker philanthropy deal recently agreed between Impetus Trust and and try (usually unsuccessfully) to “tick our boxes”.

Impetus donors are mainly high net worth individuals from the the disability charity Speaking Up! Venture philanthropy ( VP) is a new approach to social venture capital industry. A number of progressive grantmakers investment, pioneered in the US in the wake of the dotcom are also backing us (Esmee Fairbairn Foundation, the Gatsby boom, and Impetus is the first explicit VP organisation in the Charitable Trust, City Parochial Foundation, and Bridge House UK. Cambridge-based Speaking Up! is our first investment and Trust). They clearly think the venture philanthropy approach the culmination of the first year developing Impetus. Over that could have something to offer the charity sector, and will be time, we have had more than 150 applications for support, and watching closely as Impetus develops. Their support pays for our running costs, which means that 95% of the income from Speaking Up! stood out.

It has ambition. It aspires to triple in size over five years and, individual donors is designated for direct investment in the in its own words, “be among the UK’s leaders in terms of impact charities.

We tailor an investment package to the charity and, with and innovation in the realm of helping disabled people to control their own lives”. To deliver, it plans earned income from training Speaking Up!, it is frontloaded: £160,000 in year one, with capacity-building mainly focusing on supporting growth, with and consultancy sales and advocacy contracts.

Craig Dearden-Phillips, the chief executive, talks of Speaking marketing/business development and a brand review. Down the Up! becoming a social business, and this was one of the angles line, if it does well, it has undertaken to repay Impetus a share of that attracted him to Impetus. He felt that we spoke the language the surplus from income-generating activities, up to a maximum of business development as well as meeting need. He believes of £90,000 and provided that the share is less than 50% of the that very few grantmakers care that much about what happens organisation’s surplus (and would not risk its viability). So if we to their money; they thrust the cheque at you and say: “See can recycle some of the funds for other charities, we will.

It is to the credit of Speaking Up! that it has come with us on you in three years.” By contrast, Impetus is very hands-on and is genuinely interested in supporting good organisations to this journey; while we are taking a risk with the charity, it is also taking a risk with us. But it is one that both of us believe perform better.

We raise funds from donors to invest in charities for a will deliver great social impact and help to answer incredulous social return – which is the impact the charity makes on its questions about why any charity would choose venture beneficiaries. So the return on our investment is the greater philanthropy over traditional grants.

Judith Brodie is chief executive of Impetus Trust. impact on people in need delivered by the charities we support.

Reprinted by permission from The Guardian, Wednesday 10th Impetus offers an integrated package of infrastructure finance, ongoing management support, and targeted capacity-building to November 2004

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Finance

Sustainability and venture philanthropy

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ustainability is the current buzz word for voluntary and community groups and the theme has been a hot topic of debate across the sector over the past couple of years.

Why Sustainable Funding?

Every organisation, be it a public, private or voluntary body needs to manage its budget successfully in order to ensure its long-term sustainability. Voluntary organisations can usually find funds for starting up their particular projects or organisations, but often struggle to escape the constant search for ongoing funding. Such organisations can soon find themselves trapped in the three-year funding cycle and initial funders are usually reluctant to fund ‘old’ projects.

Recent years have seen a significant drop in funding from the national lottery good causes pot, as a result of fewer people playing the lottery. Furthermore, the accession of the ten new member states to the European Union will see a large reduction in funding for the UK from the European Social Fund (ESF) in future. Coupled with the anomalies of the Index of Multiple Deprivation (IMD) resulting in a reduced share of funding for the eastern region from central government, the outlook for grant funding for the voluntary sector is bleak.

What makes an organisation sustainable?

To counteract this trend in reduced funding, the sector has begun to talk about achieving sustainability, but what does this mean? There is no exact answer to this question and it often means different things to different people. The word sustainability has become muddled in its meaning as it has been used to describe social, political, environmental and financial sustainability. In general, people tend to regard ‘sustainability’ as chiefly providing financial security for their organisations, but it is much more than this.

Making your organisation sustainable needs good planning, raising funds from alternative sources (grant diversification) and creating your own income (earning). It requires good relations with other sectors, a clear mission and strategic plan, committed people (staff, volunteers & trustees), flexibility and adaptability, strong leadership, accountability, effective & high quality projects with meaningful results and impact assessment and sufficient financial resources.

One “hidden” type of approach is venture philanthropy. This is an under-utilised funding tool in the UK, so it is worth taking a little space to explain it.

Jamie Conway of COVER (left) talks to Terry Brook who runs Branching Out, a social enterprise in Littleport

Embrace the advantages!

The advantages of this approach towards income generation are, 1. it exploits the (previously) untapped resources of high ‘networth’ individuals, 2. a ‘partnership’ approach often results in more successful project outcomes, 3. a “business for business” approach (engaging in trading for income in order to make your business viable, i.e. doing ‘business’ for your business) can help to develop secure longterm sustainability, 4. it can provide leverage into lobbying circles to promote good causes to a wider audience and 5. by identifying untapped opportunities and resources (such as using your expertise / knowledge in a particular area) it is possible to make the maximum gain (in income terms) for a minimal outlay (your skills / knowledge).

Beware of the disadvantages!

Venture Philanthropy will not be right for everyone. It involves a certain element of risk and a business orientated approach to your work and may be more suitable for larger voluntary organisations or social enterprises that have the capacity and entrepreneurial spirit to make the best use of this form of capital.

Some tips on accessing venture capital

When approaching venture philanthropists, use the language of businesses and banks. Write a good business plan that outlines clearly the aim of your project, the overall mission of your organisation, the target audience, the expected outcomes of your project, a detailed Jamie Conway Sustainable Funding Co-ordinator budget and a realistic COVER timescale in which to jamie.conway@cover-east.org deliver the goods.

01799 532888

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What is venture philanthropy?

Useful Website Links

Venture philanthropy can have several meanings, with different emphases. In general, it is seen as engaged grant giving, where the individual philanthropist has a one-to-one relationship with the organisation or project he or she is financing, from an investor perspective.

Until recently, this form of giving has been most popular (and a well established form of charitable giving) in the USA. It’s a relatively recent phenomenon in the UK. Essentially, venture philanthropy is just another form of income generation for voluntary organisations to exploit as a ‘tool’ in their sustainability toolbox.

1. The Institute for Philanthropy: http://www.instituteforphilanthropy.org.uk 2. Philanthropy UK: http://www.philanthropyuk.org/ 3. New Philanthropy Capital: http://www.philanthropycapital.org/ 4. Bridges Ventures: http://www.bridgesventures.com/ Details of organisations & individuals providing philanthropic finance are available from the funding section of the COVER website – www.cover-east.org

InTouch

No 8 January/February 2005

9

Case Study

Case Study

by Sarah Charters

by Sarah Charters

More than a century of community service W

hen a young man named George Williams left Somerset for London in 1844, he did not suspect that he was about to alter the course of history and the lives of millions; for this journey led to the beginning of the YMCA. 160 years later, the YMCA movement is still going strong. But how many of us really know what this movement actually does, or even stands for? When George Williams first came to London to work in the drapery trade, he would hold prayer meetings and Bible studies in his lodgings with other young assistants. Like himself, they shared his Christian faith: however, as the group expanded, it was recognised that other men who did not share their convictions were being drawn to it nonetheless. They too were lonely in “the big smoke” and in need of friendship and support.

The YMCA ethos

Thus the ethos altered to be inclusive, and the Young Christian Men’s Association became the Young Men’s Christian Association.

This principle still remains the core of its philosophy. Operating in over 100 countries world-wide, with some 30 million members and programme participants, the YMCA has over 160 associations in England alone, and works with 1.5 million people across the UK every day. With such continuing expansion, the YMCA has become one of the biggest international Christian organisations in the world. So they must be doing something right?

Developing for the future

One such Association believes it is. Watford and District YMCA has been in operation since 1886 and in April of this year successfully transferred from an Unincorporated Charity to an Incorporated and Charitable Company, Limited by Guarantee.

The move to Incorporation has meant many positive changes for Watford. As Chief Executive Phil Willerton explains in their 2003/2004 Annual Report, Watford YMCA is now a truly autonomous Association that will no longer have to work through the National Council of YMCAs to acquire or dispose of their assets, or have title deeds and contracts held by them. They will, of course, have to meet all the requirements of their stakeholders and will continue to work with Ofsted, New Opportunities Fund, Princes Trust, Watford, Hertfordshire and Three Rivers Councils, Supporting People, The Learning and Skills Council and Connexions. Given the size and scope of their turnover and

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No 8 January/February 2005

activities, there is no doubt that incorporation was a logical and practical step to take.

With an annual turnover £4 million, and a staff of 200 employed at two centres in Watford and Abbots Langley, Watford YMCA is one of the largest, most active associations in the country. With far reaching improvements being made to the Board’s governing and training processes, they are now fully equipped to reach and serve the community in a wider way. As a result, Highfield Park Centre – a brand new centre in St Albans – is currently under construction, with completion expected in May 2005, and a number of development projects are taking place at the other two sites.

Although in a good location above Watford Market, Watford YMCA is in some need of updating. Whilst the building was new in 1976 and has had several improvements, new windows are currently being installed and a refurbishment project is planned to coincide with completion of the newbuild project at St Albans.

Y M C A Wo o d l a n d s , t h e Abbots Langley centre which opened in 1998, already offers an under-18s programme, day nursery, gym and dance s t u d i o. E x p a n s i o n p l a n s w i l l p r ov i d e a d d i t i o n a l facilities, including a sports development centre and its very own football pitches.

As each centre provides health and fitness programmes, it was decided to incorporate a re-launch and re-branding as part of the improvements. Taking the name of the Watford Centre building, the brand name of “Charters” is to be used.

New and improved services

As the Watford and District YMCA expands and updates, it’s clear to see just how the support and services offered have significantly progressed. Since the inception of their sporting programme in 1887 and the introduction of accommodation in 1946, residents and the local community now have access to a multitude of facilities and services. In addition to those already mentioned, these include: • A housing department which provides accommodation for over 200 people each night; mainly the single homeless.

A support package, funded by Supporting People at Herts County Council, to assist people on benefit to move into

The equilateral sides of the YMCA logo represent a balanced life in body, mind and spirit. Many variations of the traditional triangle exist. The YMCA stands as a Christian, voluntary, nonparty political, membership and international organisation.

• •

•

• • •

independent living within two years. Additionally, so as to meet housing needs locally, they also work closely with Watford Borough Council, other housing associations and local specialist charities.

Access to advice and training including IT and life skills to an average of 220 residents.

A Youth development department delivering support to young people at key stages in their lives. In conjunction with the Princes Trust team and Connexions ‘U-Project’, residential outbound courses and projects including team playing, music and drama are provided. Work tasters are also available to ‘try out’ a job they are interested in pursuing. This service is also offered to other areas across Hertfordshire.

Health and leisure amenities including gyms, dance studios, squash courts, a sports hall, spinning studio, plus a café / bar / restaurant and conference facilities. Collectively over 5,000 people use them each week.

The Charters Nursery at YMCA Woodlands catering for 75 children from the ages of 3 months to 5 years.

Holiday play schemes and after school clubs for children up to the age of 14.

A children’s activity programme catering for all ages from toddlers to teens.

Now firmly established in all these areas, Watford and District YMCA feel they have established a springboard for new oppor tunities to be explored. Not simply in these specific fields, b u t i n a l l i e d a re a s such as spor ts and sports development, youth work, social and community d e v e l o p m e n t .

Committed to continually improving standards and attempting to meet community needs in a flexible and responsive manner, Phil Willerton explained. “If I see gaps in public provisions, I work to try and fill them”.

Having already won the Investors in People award in 2002, the value of their staff and their pursuit of excellence has already been recognised.

Phil Willerton, Chief Executive Given their Ruth Ellis, Operations Director impressive trackTel. 01923 353600 Fax. 01923 353606 re c o rd , I ’m s u re admin@watfordymca.com they will achieve Website currently under construction whatever they set Watford Centre, Charter House, Charter Place, Watford, Hertfordshire, WD17 2RT out to do.

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Keep InTouch SOCIAL ENTERPRISE EAST OF ENGLAND

InTouch is a bi-monthly publication with a circulation/distribution to 2,500 social enterprises, stakeholders and support organisations in the six counties of the East of England.

A social enterprise itself, InTouch is creating employment and training opportunities in all aspects of magazine publishing including media sales.

By advertising in InTouch you are accurately targeting customers in the social economy while contributing to the long-term sustainability of the InTouch project.

Call 01480 455200 to book your ad.

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Book 2-5 issues for 5% discount Book 6 or more issues for 10% off

InTouch

No 8 January/February 2005

11

Focus on: Recycling

Focus on: Recycling

by Andrew Saul

) is e r

Join your local

Recycling in Cambridgeshire

T

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it he

29.

the

re in

as ng d new

35.

by Andrew Saul

Help us create wealth and jobs from local throwaways

h e Ca m b r i d g e Co m m u n i t y Re u s e and Recycling Network (CCORRN – pronounced “corn”), is a community based not-for-profit organisation which promotes reuse and recycling schemes throughout Cambridgeshire.

CCORRN is a partnership between the community, public and private sectors. The project started in 2003 with support from DEFRA and other organisations. Funding comes from the Cambridgeshire County and District Councils and the Peterborough Unitary Authority.

The aims of CCORRN are to promote awareness of recycling issues, help organisations to share information, knowledge and skills, work on joint projects, avoid overlaps in service provision, access funding and develop partnerships.

i

for

CCORRN PO Box 890, Willingham, Cambridge, CB4 5ZF Tel: 01954 260909 Fax: 01954 260866 misskaybarnes@ntlworld.com

MIND your business A

very successful reuse business is operated by MIND in West Norfolk – so successful that it manages without any grant funding.

Every penny it makes is from the reselling of furniture, clothing, toys and white goods. The business has been running for over four years and provides a range of employment opportunities for people who have experienced mental health problems.

An employment support worker is on hand to provide assistance as needed.

This not-for-profit business operates several sites. Its Richmond Place branch in Kings Lynn provides opportunities to experience gainful employment.

Another branch in Saunders Yard, Kings Lynn, provides a small house removal service. Collected furniture is restored and offered at £2 per item in its Bits and Pieces retail outlet.

The branch in Cousins Court, Downham Market, prepares people

SOFA recycles furniture and electrical items W

hilst working in the Cambridge C i t y C o u n c i l ’s h o u s i n g department in 1988, Richard Darlington noticed a lot of used furniture from “void” properties going to landfill sites. His colleague Peter Wilson from social services knew of many families who could benefit from the items. Later that year they formed SOFA. The acronym stands for Shifts Offered Furniture Around.

A referral system – in which agencies such as Social Services and housing groups would refer people to SOFA – was established to ensure that furniture would only reach those with genuine needs.

In the 1990s, local electrician Basil Board offered his services at a vastly reduced rate, allowing electrical appliances to be recycled too. SOFA became a registered charity in February 1993.

In 2001, SOFA appointed Sarah Steggles as outreach officer. The aim of the outreach project is to improve contact with agencies which refer clients, and to research and target deprived areas where there is little take up of SOFA’s services, particularly in isolated rural areas.

Sarah also finds corporate donations

12 InTouch

No 8 January/February 2005

of electrical appliances and furniture and creates meaningful volunteering opportunities for local people. “Meaningful varies according to the individual”, Cambridge SOFA manager Beni Benstead told me; “it might be just the opportunity to get out of the house and do something useful, or receiving training”. Sarah gives talks and presentations on SOFA’s work and publishes leaflets and posters to raise awareness.

Beni told me there are 282 SOFAs SOFA shifted 63.4 tonnes of furniture, throughout the UK, each independently and its shop sales netted £60,000. Its owned and operated. The concept has growth continues; in 2004 it has shifted not been franchised, as the aim is not to 3,277 items of furniture so far, and it has make a profit, but information on best just been announced that Cambridge practice is shared, and the various SOFAs SOFA is to receive a grant from CCORRN are members of the National Furniture to help encourage people to reuse large Reuse Network – Beni sits on the executive bulky household items such as electrical board. Cambridge SOFA is 50% financed appliances and larger soft furnishings. through its shop sales, the other SOFA, Unit H The Paddocks, half of its income coming 347 Cherry Hinton Road, Cambridge. CB1 8DH from charitable trusts and Tel: 01223 576535 donations. In 2003, Cambridge recycle@cambridgesofa.fsnet.co.uk

i

for general employment. Cousins Court offers the opportunity to gain experience with wood working tools and machinery, manufacturing items which are sold in the adjoining Bits and Pieces shop.

Chief Executive Mick Ford told me “People tell us it doesn’t look or feel like a charity shop. It is very up market”.

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West Norfolk MIND 3-4 Richmond Place, Columbia Way Kings Lynn, Norfolk. PE30 2NE Tel: 01553 776966 Cousins Court, Paradise Road Downham Market, Norfolk. PE38 9HS Tel: 01366 385991 Unit 1, Saunders Yard Kings Lynn. PE30 1PH Tel: 01553 385991 westnorfolk.mind@tiscali.co.uk

Suffolk Scrap Store

T

he Suffolk Scrap Store creates vocational opportunities for adults with learning difficulties. The project collects out-of-date, damaged or surplus items from businesses in Suffolk, including aluminium cans, printer cartridges, mobile phones and other items. Organisations such as schools, nurseries and other community groups visit the project and collect the materials for use in art and craft, design technology and similar activities.

The store has been open to the public since April 1999. It is a not-for-profit initiative set up by Suffolk Council’s Social Services Department, which provides the funding, and the Suffolk Scrap Store Trust, with the aim of benefiting people with learning difficulties, the environment and the local community. Items are collected for free. All money raised is used for the continuing development of the scrap store.

The project helps people with learning difficulties develop their educational, communication, social and work skills by creating opportunities in an appropriate work-based environment.

It also gives customers collecting goods the opportunity to meet and talk with the workforce and learn about their accomplishments.

Another initiative by the company is the “Starting from scrap” project, which involves visual artists working with adults who have learning difficulties. Together they are producing a range of arts activity “scrap packs” for use by schools, playgroups and nurseries in the Ipswich area.

Initially supported by the artists, members of the group will demonstrate the scrap packs in a series of creative art workshops. A volunteer at the scrap store is learning the necessary skills to support the project when the artists have withdrawn.

The adults with learning difficulties gain the confidence to express themselves through the creative arts and benefit from interacting with the community.

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Suffolk Scrap Store 9 Scrivener Drive, Ipswich. IP2 0SD Tel: 01473 601779 suffolkscrapstore@btconnect.com

Fuel from chip oil “

E

very year, the UK imports 320 million dollars worth of biodiesel fuel, made from waste cooking oil; the material could be made locally and put money into the UK economy,” says Martin Brook, the owner and chairman of biodiesel. The advantage of the fuel is that it produces almost no hydrocarbon emissions. At the moment the company has two plants up and running, one in Luton and the other in South Wales.

Martin is to open a new plant in North Wales and plans another in Scotland. The Welsh constitution obliges the country to develop environmentally friendly resources.

At the moment the company employs 20 people and will be taking on 12 more in the new year. The workforce is a healthy mix of people experienced in the petrochemical industry and recent graduates. Profits are being put back into the further development of the company.

At the moment, Tesco and Sainsbury’s are selling a fuel which is 5% biodiesel and 95% hydrocarbon fuel. In Germany a fuel with 20% biological content is available, so there is quite a bit of room for improvement, but as Martin says, “It’s a start.”

The UK produces only a fraction of the $320 million worth of biodiesel it imports.

i

biodiesel 54 Lambs Lane, Cottenham, Cambridgeshire. CB4 8TA Tel: 07970 979646 martinbrook@ntlworld.com www.biofuel.org.uk

InTouch

No 8 January/February 2005

13

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 Working together to improve services T h e Fe n l a n d a r e a s o f C a m b r i d g e s h i re, No r f o l k and Peterborough are three of seven rural pathfinder partnerships across England set up to improve the delivery of local services. Councils, regional development agencies, the voluntary sector and community councils will work closely with government offices to develop an action plan to tackle local priorities and identify practical solutions.

Rural affairs minister Alun Michael said “Our priority is to tackle disadvantage and social exclusion in rural areas and help underperforming rural economies to catch up with the best.” For further details visit www.defra.gov.uk

Nearbuyou trading website goes national T h e Ne a r b u y o u s o c i a l enterprise trading website went national on 1st December, 2004. If you have any news, events, jobs or press releases from your organisation that you would like to publicise free on the new site, then go to: www.nearbuyou.co.uk

Community Interest Companies – update The DTI has been consulting on the proposed regulations for the Community Interest Company (CIC). Details of the consultation, which lasted until 4th January 2005, and the draft regulations, are available on the DTI site http://www.dti.gov.uk/cics.

The draft regulations flesh out the “reasonable person” Community Interest Test, the asset lock, governance issues,

14 InTouch

and the regulator’s powers.

Fo r m o r e i n f o r m a t i o n on the CIC and its progress t h r o u g h Pa r l i a m e n t s e e : www.socialenterprise.org.uk/ Page.aspx?SP=1626

Contracts for delivering public services NACVS have a list of resources on their website to help you explore the issue of delivering public services at www.nacvs.org.uk/resources/ procurement, and their guide on delivering public services is at http://www.ncvo-vol.org. uk/Asp/search/microsites/ main.aspx?siteID=3&sID=27&s ubSID=199

Free benefits calculator The Community Legal S e r v i c e p r ov i d e s a f r e e calculator to help you work out entitlement to benefits and tax credits. Go to http:// www.entitledto.com/ to see what you could claim from this very helpful web-site, with upto-date benefit information on everything from education, m a i n t e n a n c e a l l ow a n c e , disability and carer’s benefits, plus Council Tax and Housing Benefits, as well as Out-ofWork information and Sure Start. Well worth a look!

“Why Rich People Give” Why Rich People Give is a book that sets out to change the culture of philanthropic giving. It analyses the approach of wealthy people to giving, makes comparisons with the US, and makes a number of recommendations for various constituencies, including charities, government, employers and the wealthy themselves.

No 8 January/February 2005

Networks unlimited The book can be purchased, or a summary of the book can be downloaded free, from the Philanthropy UK website www.philanthropyuk.org Further briefing papers on the subject are available as free downloads from: http://www.philanthropyuk. org/venture_philanthropy.asp See also the articles on venture philanthropy on pages 8-9 of this issue of InTouch.

Capacity assessment anyone?

The McKinsey Capacity Assessment Grid is a tool for self-assessment which aims to help organisations identify particular areas of capacity that are strong and where improvements are needed.

There’s an introduction plus a pdf download (153kb) at http:// www.emcf.org/evaluation/ mckinsey_assessment_tool. htm.

Learning by visiting Visit another trading organisation through Only Connect. This is a bursary scheme run by the Sustainable Funding Project and sponsored

by Triodos Bank, which was opened for applications on 9th November 2004. They pay up to £100 travel expenses for employees or volunteers of one organisation to visit another who are already trading, and also pay the visitors £150 to give their host organisation as a consultancy fee for their time. Visitors complete a report to embed their learning which we then publish on NCVO’s website. They award bursaries every 3 months and the deadline for this round of applications is 4 February 2004. For details of how to apply go to http://digbig.com/ 4cctw or www.ncvo-sfp.org. uk, or call NCVO’s freephone helpdesk on 0800 2798 798.

Organisations based in Essex, Suffolk and Norfolk can also receive bursaries from the East 3 programme, which can be used to visit other social enterprises, attend conferences etc. The money can be spent on any costs genuinely

incurred including travel, accommodation, childcare, fees etc. These bursaries are available to existing, as well as new start, businesses. For more information contact: services@the-guild.co.uk

Free e-info grant and fundraising information service C h a p e l & Yo r k o f f e r s practical information about grants and other fundraising opportunities. The information provided is often additional to what is more easily obtained e l s e w h e r e . Un i q u e l y, i t provides information about one country that is relevant to non-profits, charities and NGOs in other countries. Go to www.chapel-york.com to sign up.

Co-op index DotCoop launched its directory of all active .coop web sites on 15th November.

You can search for co-ops by name, location and domain name. http://www.directory.coop.

News from the centre The Home Office Active Communities Directorate’s first newsletter has been produced.

The bi-monthly will provide voluntary and community organisations with “up-todate, useful information” about government policies, best practice and funding. The focus of this one is funding and procurement but it also has pieces on Russell Commission and Year of the Volunteer. Go to: http://digbig.com/4cctn

Several useful free PDF publications on Procurement Available from: http://www. nacvs.org.uk/resources/ procurement/

£1,000 Link-Up Grants for Single Parent SelfHelp Groups Single Parent Action Network ( S PA N ) U K i s c u r r e n t l y offering link-up grants of up to £1,000 to self-help groups with a majority of single parents. Grants can be used

to implement an information ser vice for one parent families, to set up an internet access project, or to develop information exchanges or hold training and networking events with organisations that can help strengthen projects.

The next deadline for receipt of applications is 31st January 2004. For more information contact Sorrel Parsons, SPAN UK on: info@spanuk.org.uk or 0117 9514231.

New Community Renewal Network East (CRNE) website CRNE provides support to people actively involved in community-based regeneration in the six counties of the East of England.

CRNE describes itself as a cross between a “dating agency” – linking up groups and individuals across different sectors; and an “information

a n d a d v i c e s e r v i c e” – responding to queries and promoting topical, relevant information about “what’s w o r k e d” i n re g e n e ra t i o n regionally and nationally.

There is also an East of England database of shared practice – created by users for users, and “What’s new” – the latest CRNE projects and reports.

There are now a total of 2552 documents available on renewal.net, including 410 evidence-based case studies.

24 of the documents on renewal.net relate specifically to the East of England region.

Go to: www.crne.org.uk

Join Comic Relief Comic Relief would like more applications from the Eastern Region. Applications should be received from Jan/ Feb 2005 for funds raised through Red Nose day on 11

Events In Cambridgeshire Free Coaching Training in January – be quick!

March 2005. So, make another New Year’s resolution now to go to http://www.comicrelief. com/aboutthemoney/ applyforagrant.shtml

Acknowledgements I n To u c h a c k n ow l e d g e s v a r i o u s s o u rc e s f o r t h e infor mation provided on these pages, particularly the newsletters and websites of ABCUL, CCORN, CDFA, COVER, and NCVO. It is our policy to freely recommend any newsletters, websites, sources and events that are of benefit to our readers

Professional Help for FREE P r o He l p, t h e n a t i o n a l network of professional firms providing advice and support to charities and community groups across the country without charge, is celebrating 15 years in operation. With it

comes an increase in the help on offer, with the business involved including surveyors, solicitors, accountants, architects, consulting engineers, PR and marketing agencies and consultants in management and information technology. http://www.prohelp.org.uk (Source: Community Wire)

Our mistake It has been pointed out that a voucher scheme aimed at people with disabilities in the Essex Area, mentioned in the last issue of InTouch (Supported Employment in Essex) ended with the funding (don’t they always?) in March 2004. Our apologies for the oversight.

Please send details of your upcoming events to Peter Durrant on 01223 262759 or send an email to: humberstone@pop3.poptel.org.uk

In Norfolk Introduction to Community Development Finance Training

The Coaching Road Map Project is free to those working in the Voluntary and Community Sector.

Delivered by DRA Ltd, places will be on a first come first served basis. To register contact Carrie Roberts quovadis1@btinternet. com The workshops will take place in January and early February 2005 at several Cambridgeshire locations.

This course provides a comprehensive introduction to Community Development finance in the UK for anyone interested in setting up or support CDFIs. It will be held on 9 February 2005 and cost £200. For further details, visit www.cdfa.org.uk/events. or contact Jo Southby on j.southby@cdfa.org.uk or 020 7430 0222.

Certificate in University-Community Relations from the University of Cambridge

Bright Ideas

The Institute of Continuing Education in Cambridge is offering a new pilot programme of training courses for project workers and managers who would like to improve their management skills or gain accreditation. Core modules will start on 26th January and 27th April 2005 respectively. The fee per module is £65 (£49 concessionary). For further information contact Sue Oosthuizen at: smo23@cam.ac.uk

Next Steps to Earning Success residential course – Cambridge, March 2005 If you are a voluntary sector organisation already earning, but keen to turn ideas into significant sources of funding, then this intensive two day residential course could be for you. For further details, email Jamie Conway, COVER jamie.conway@cover-east.org or Chris Lee, Raising the Ceiling Project chris.dcvs@classmail.co.uk 14th February:. CRNE (Community Renewal Network East) Learning Road Show, Cambridge Contact Ian on 01842 754101 or e-mail office@crne.org.uk.

In Essex 13th January: Tilbury: Essex, Southend and Thurrock SEEE subregional network meeting, contact s.j.slay@apu.ac.uk

A series of courses to help developing and established Social Enterprises sustain their Bright Ideas has been sponsored by Business Link for Norfolk.

Subjects covered include: The art of facilitation, How to run a meeting, Leadership, Business development, Developing partnerships, CIPOO and Profit is not a dirty word!

The courses are being delivered all over Norfolk in January and February by The Guild. Places are very limited so book early. For further details call 08457 218218

National 25th January, Voice05 Voice05 at ICC Manchester will be the first UK Conference on social enterprise. The event will provide you with a wealth of practical solutions and networking opportunities through presentations, workshops, fringe meetings and exhibitors.

To book, go to: http://www.socialenterprise.org.uk/Page. aspx?SP=1688

The funding network Have a projects but seeking to source funding from individual donors? Events which aim to link grant-seekers with potential donors are taking place. The next event is on 20th January. For information visit www.thefundingnetwork.org.uk

InTouch

No 8 January/February 2005

15

News

Enterprise opportunities for social firms – working for job creation Social Firms UK Annual Conference Newcastle upon Tyne 13th to 15th of September 2004

T

he Annual Conference of Social Firms UK, the national support structure for the social firms sector, was held in Newcastle upon Tyne in September. The main focus of the conference was on how to create new business opportunities and implement quality measurement in social firms.

Gerry Higgins introduced Social Firms UK’s major new initiative on Franchising & Replication. Over the last few years a great deal of time and effort has been expended on assisting start-ups, feasibility and business planning, without an equivalent mushrooming of new social firms up and down the country. Recognising that the start-up process has proved too daunting for many, SFUK is promoting franchising and replication of existing social firm business ideas. This “top-down” approach is seen as the quickest way to establish a large number of social firms, and avoiding the “perennially emerging” tag.

The range of business opportunities is extremely wide, encompassing fish tank maintenance, soap production and retail, home care, IT recycling, and a guest house. All employees will be paid at these ventures from day one.

To find out more about the process, visit the website www.socialfirms.co.uk and click on the “Franchising and Licensing Opportunities” button.

Procurement was discussed at a number of sessions, with Kevin Robbie of Forth Sector introducing the topic.

Around 50% of income goes on tax in various forms – how this revenue is spent is understandably a key priority for government. EU guidance on procurement specifically states that member states may reserve the right to reserve contracts for social firms or sheltered employment schemes. In order for this to happen four things are necessary: • Political will from local authorities and other government agencies • Public-social partnering: the social sector to help identify the right opportunities to ring-fence • Finance: to provide capacity • Experience of trading Download a guide from this website: www.socialeconomyscotland.info Next to these main strategies to explore new business ventures, the conference gave a change to discuss actual themes and aspects to develop the sector forward. The following were particularly interesting: Performance Dashboard – a DIY kit to help social firms measure their social and economic performance. This should be available in CD format very soon.

Training – there was an introduction to

the social enterprise manager and adviser standards being developed by SEPGB, of interest to all working in the sector.

Benefits – Judy Scott, who was in Colchester recently speaking at a Social Firms Eastern Region event, was there to help social firms negotiate the minefield of benefit traps for employees, trainees and volunteers. Advice in a nutshell was for social firms to establish a working relationship with local JobCentre Plus managers before any problem arises.

Legal Structures – Geoff Cox from Economic Partnerships concentrated mainly on Community Interest Companies (CICs) which offer a useful structure to social firms and should be available from April 2005.

North East Social Enterprise, the host of the annual conference, had worked closely with the Regional Development Agency to develop a regional strategy. This work, similar to that which SEEE is currently doing for the Eastern Region, had the effect in the North East of ensuring that social enterprises are regarded as key in the economic sphere above all others.

Report by Andy Brady (Anglia Polytechnic University)

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Next year’s SFUK conference is from 27th to 29th of June 2005 – watch out for news on when and how to register on www.socialfirms.co.uk

North Cambridge Credit Union

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orth Cambridge Credit Union (NCCU) has just received the green light to expand its ‘common bond’, which defines who may become a member. Now everyone who lives, works or studies in the city – including Cherry Hinton and Grantchester – will be entitled to join. A formal launch, under the new name of Cambridge City Credit Union, is planned for February 2005.

Since 1997 NCCU has enabled people in Arbury, Kings Hedges and Chesterton to save regularly and to take out low-cost loans for household needs. Anyone who has held an account for three months can apply to borrow up to twice the amount saved, and pays only 1% a month interest (12.7% APR) on the loan. For example, a

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No 8 January/February 2005

NCCU has attracted the backing of £300 loan repaid over 12 months would amass no more than £17 in interest. There Anne Campbell, MP for Cambridge, and is none of the ‘small print’ or hidden Ian Nimmo-Smith, leader of Cambridge charges that can increase the cost of a City Council. It works in partnership with Cambridge Housing Society, which loan from a bank or credit firm.

T h e c redit uni on is owned and recently won the prestigious iNbiz democratically controlled by its members. National Housing Federation Award for its Trained volunteers from among the community investment work.

More information is available from Ros members form the management board to ensure that costs are kept low and Lund (01223 565303) and David Warren benefits are high. Because the Financial (01223 314664), or online at http://www.

Services Authority – which authorised the lundbooks.co.uk/nccu expansion of the common Andrew Wilson bond – regulates credit North Cambridge Credit Union Development Worker unions, money is as safe Cambridge Housing Society, Endurance House Chivers Way, Histon, Cambridge . CB4 9ZR with a credit union as it Tel.: (01223) 713555 is in a bank or building andrew.wilson@cambridgehs.org.uk society.

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