InTouch Issue 18 by Social Enterprise East of England

InTouch SOCIAL ENTERPRISE EAST OF ENGLAND

Spring 2007 • Issue 18

Inside: Editorial

David Lloyd discusses networking

An interview with Norman Rides

The new CEO of The Social Enterprise People talks to David Lloyd

Scaling New Heights

You think managing three bottom-lines is hard? Try eight!

By Gwyneth Jones

Michele Rigby provides a useful synopsis of the government’s social enterprise action plan

Every Action Counts

fe n d sa ve a esive with i s lu oh

c c ther , in and re and o ive rant l cultu y activities t Ac , tole loca munit

Every Action Counts recruits aliens to help social enterprises become greener and more sustainable

Social and cultural

A report on the national SEC conference

An asset base? Viability not liability!

A seminar that illustrated the benefits of community asset development, but warned of the turkeys and lemons

Focus On… Sub-regional networks

Economy

SEEE and its partners the Plunkett Foundation and Co-operative and Community Finance will deliver a 2 year, £3million per annum building fund

Enterprise brief: being enterprising

Transport and connectivity

Sustainable communities

Howard Tait attends the sub-regional networks communications event and looks at the six sub-regional networks

Building Communities fund

Governance

Housing and the Built environment

8-12

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Voice 07

m ir ng fa tro d co s re a ha s

Well ru n

Services

Equity

Environmental

What makes an enterprising organisation? Hertset’s Chris Lee explains and offers further free information

Resources Unlimited

14-15

What we hope is really useful news and information

Free Training Opportunities

Don’t miss the free, funded training on offer in Bedfordshire, Cambridgeshire, Hertfordshire and Essex

s Regional Centre for Excellence for Sustainable Communities, Inspire East has a tough remit. While many social enterprises strive for the triple bottom-line, Inspire East aims to promote excellence in all eight components of a sustainable community (see chart above). Creating places where people want to live, work and visit means there is considerable common ground with many social enterprises. So it’s hardly surprising that SEEE Chief Executive Michele Rigby sits on the Inspire East Advisory Board.

Creating sustainable communities

Internet: SEEE’s Web services are: http://www.seee.co.uk http://www.seee.co.uk/interactive

One of nine Centres for Excellence established in each region, Inspire East works with the organisations that create communities, as well as those organisations that make them work. It runs a number of regional networks: e.g. for funding advisors, for local authority nominated champions of design quality and the historic environment, and the newly established organisations (and their partners) set up to deliver growth and regeneration in the region. We are all in the business of creating sustainable communities; it’s a huge agenda. Sustainable communities have been described as a wheel* made up of eight different components, each of which has to be considered if a community is ➜ page 2 * Egan Report ‘Skills for Sustainable Communities’ 2004, ODPM (now DCLG)

Feature Cover ➜

to be truly sustainable. Part of the challenge is that whilst there is a huge wealth of skills, knowledge and good practice, much of this stays within professional ‘silos’ and few people or organisations take account of the whole ‘wheel’. Social Enterprises are a good example of ‘silo busting’ organisations often working to deliver sustainability in a number of areas. Inspire East’s role in the region is to provide the skills, knowledge and advice to encourage organisations to use and to apply best practice across all eight components of the wheel.

Four key building blocks

We’re a small organisation and we need to focus our activity in key areas. This is why our activity is broken down into four building blocks: • Information Sharing • Networking and enabling • Skills development • Policy and best practice Inspire East wants to be seen as an ‘inspiring honest broker’ for public, private and voluntary organisations across the region. Its website provides a wealth of information and resources from documents and information on local

and national events to free advertising of vacancies, something already used by social enterprises in the region to appeal to a wider audience. The website contains a number of case studies featuring social enterprises with more to come. The Design Review Panel and in particular the Enabling Service offer hands-on support from a panel of experts with a wide range of skills from managing major projects to engaging with communities. Inspire East does not just focus on design and the built environment – making sure that the community is genuinely involved is equally important – highlighted by the successful recent event showcasing tools for engaging communities at Hinxton Hall attended by over 150 people.

Good practice guide and excellence framework

Inspire East produces good practice guidance and is developing a tool called

the “Excellence Framework”. This is web-based and includes standards of excellence for the eight components of a sustainable community. Many standards already exist, so the tool signposts to them but includes new standards where there are gaps. The “Framework” aims to help raise aspirations and to promote an holistic approach to delivering sustainable communities. Inspire East offers numerous training opportunities under its skills development building block, including the ‘Skills for Sustainable Communities’ programme which is aimed at social enterprises as well as voluntary and private organisations. It will provide training in generic skills, like leadership and project management essential for multi agency, partnership working. Gwyneth Jones

Gwyneth Jones, CEO Inspire East E: enquiries@inspire-east.org.uk W: www.inspire-east.org.uk

Annual Conference 2007

“Enterprise For Employment” Social Firms Achieving The Balance

University of Edinburgh 3rd – 4th July 2007

This conference is aimed at organisations and individuals interested in creating jobs for people severely disadvantaged in the labour market by starting up/running Social Firms (the particular type of social enterprise designed to tackle issues around labour market integration of excluded groups). The theme is 'achieving the balance', acknowledging that there can often be tensions between the needs of the business and the needs of the workers requiring support. This conference is sponsored by;

For more information regarding this conference visit our website www.socialfirms.co.uk email info@socialfirms.co.uk or call Natalie Spencer on 01737 764 021 2 InTouch

No 18 Spring 2007

Editorial From the Editor

InTouch Social Enterprise East of England Spring 2007 Issue 18 InTouch is published by SEEE (funded by EEDA/Investing in Communities)

SEEE Bedford iLab Stannard Way Bedford MK44 3RZ

T: 01480 861607

To communicate with SEEE contact:

CEO: Michele Rigby

michele.rigby@seee.co.uk

Editorial Staff:

Editor: David Lloyd intouch@seee.co.uk Content Editor: Peter Durrant Contributing Editor: Howard Tait

Advertising Sales: Joseph Law T: 01480 861607 Creative/Production Editor: Austin Bambrook LGS T: 01480 436651 Please send PR and other information items to: Peter Durrant, e-mail: humberstone@pop3.poptel.org.uk T: 01223 262759

Networking works

n this issue, we “Focus On” the six sub-regional networks that have been established for the benefit of social enterprises in the East of England. Many of us – me included – are not natural networkers. Yet networking can be one of the most enjoyable and inexpensive means of ensuring we’re connected and informed about what’s important to us. It’s also an effective way of establishing business connections in a relaxed, non-threatening way.

The benefit of others’ input and experience

My observation is that people involved in social enterprise are generally pretty good at networking – when they get round to it. Perhaps it’s because those who are engaged in social enterprise are values driven, therefore relationships based on trust are easier to establish. Yet it’s challenging to lift our heads above the parapet and turn up for that meeting or seminar, simply because we’re all too busy. But, in Francis Bacon’s (often slightly misquoted) words “knowledge itself is power”. None of us can afford to lose touch. I tried to get out and about a bit more myself this winter, and I learned a great deal. “Voice 07” (see p.7) was a good, general networking event, whereas “Viability not Liability” (same page) was more focused on a specific area of interest to me. It was good to hear from experts who knew their stuff. What hit home the hardest, however, was how many people at that seminar admitted falling into some of the pitfalls described. Hearing other people’s success stories or awful warnings was worth money in the bank, and I appreciated some of my fellow-delegates showing their scars for the benefit of the uninitiated. So the value of networking is not just about meeting people we might be able to do business with, or be able introduce to someone else – it’s about engaging with people who have done the things we’re doing or contemplating ourselves. It’s about sharing expertise, experience and knowledge. This is borne out by research that my fellow-SEEE director – Andy Brady of Anglia Ruskin University – has just completed. His research for a master’s degree in social enterprise is about informal networking among social enterprise managers. One way businesses have been seen to benefit from networking is from what research describes as “weak ties” – people who are not in our immediate, familiar circle but are very informative precisely because they are doing different things in other, connected fields.

Networking is good for business

Networking in other ways can deliver some more direct business opportunities. At this moment in time there are few business sectors that can benefit from networking more than social enterprises. Why? Because politicians, local government organisations, statutory bodies, the NHS and myriad financial institutions are queuing up to tick the social enterprise box. Potential customers and backers want to meet us. This won’t last forever, so make the most of it. Business opportunities crop up quite naturally when we just bother to circulate. Our own Howard Tait, while present at one of the social enterprise network meetings he writes about in this issue, watched as two people I know realised their businesses had a synergy that opened up a trading opportunity. These opportunities occur naturally when we spend the time to take an interest in things outside our own immediate purview. So don’t allow yourself to become too busy to network. And if you haven’t tried your local social enterprise network yet, one of the sub-regional contacts (see box on page 11) would be pleased to hear from you.

The opinions expressed in this publication are not necessarily those of the publisher. 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. Social Enterprise East of England (SEEE) Ltd 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.

David Lloyd Editor, InTouch T: 01480 861607 E: intouch@seee.co.uk

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InTouch

No 18 Spring 2007

Interview An interview with Norman Rides the new CEO of The Social Enterprise People talks to David Lloyd Earlier this year, Norman Rides became Chief Executive Officer of Cambridgeshire Co-operative Development association of which The Social Enterprise People (TSEP) is the trading name. SEP aims to assist social enterprises in the Cambridgeshire and Peterborough areas and manages the Cambridgeshire and Peterborough Social Enterprise Network that is affiliated to SEEE

Norman Rides

DL: What’s your background? NR: I have worked for a long time in the Co-operative Movement. Before that I was in community work, particularly in community development. I grew up in Byker [part of Newcastle-uponTyne] where there was a famous redevelopment in 70s. So I grew up in an environment which had a strong commitment to community development, and gave me a lot of background for such approaches as development trusts. The Community Development Project set up a magazine and then stepped back and left it to be run by the locals. So I got involved in selling copies door-to-door and selling ads at age 16, helping to ensure it broke even. I also got involved in the editorial side. We never got any grants because we wanted to keep editorial independence. Now we’d look back and say it was an early social enterprise, so I’ve been involved in social enterprise for 30 years, though it wasn’t known as that back then. DL: What was your last job? NR: I was a consultant with Co-operative Assistance Network, a non-geographic CSO (co-operative support organisation) working across four southern regions of England working with local authorities, regeneration agencies, etc. Among other things, I did the feasibility study for a social enterprise incubator in West Howe. I also helped advise Guernsey Citizens’ Advice Bureau in attempting to set up a credit union. DL: Where was The Social Enterprise People (TSEP), where is it now, and where do you see it going? NR: It’s been going through a period of rapid change and part of this has been due to access to Investing in Communities (IiC) funding through the Greater Cambridge Partnership [GCP]. The task is now to stabilise the situation for the long run, and not get caught in a crash and burn situation. CCDA [of which The Social Enterprise People is a trading name and a brand] has more funding than ever in its history, so now we must go for sustainable projects and build some reserves for a bad year. CCDA has been receiving funding from IiC for a couple of years but the new £3 million fund announced – of which CCDA will hopefully be doing

The Social Enterprise People's office (centre)

4 InTouch

No 18 Spring 2007

the social enterprise elements – is the latest opportunity [ED: not to be confused with the fund announced on page 13]. The GCP is quite well-developed in comparison to other areas – we’re quite fortunate in that respect. And the GCP quickly spotted the agenda that social enterprises can address. DL: What can you make public about plans for the future of TSEP? NR: A number of strands are being built to ensure a balanced income. We are developing specialisms and consultancy and might set up trading arms, though this is a personal view at present. The main thing is to ensure that the increase in funding is not a flash-in-the-pan and to make medium and long-term plans for the first time in CCDA’s 20-year history. It wasn’t so long ago that CCDA consisted of one person working two mornings each week! DL: Is there not a danger that moving into trading will conflict with your role as a county umbrella group, that you’ll end up competing with the very social enterprises you're supposed to be helping? NR: Well, we would only enter gaps in the market, like good social enterprises do. In any case, we would run it as a independent trading arm. Or there might be a better fit by collaborating with another organisation, or we might float something off later as an autonomous social enterprise. DL: How long will the IiC funding run? NR: Until the end of March 2008. This gives us the time and space to identify our members’ needs. Once we’ve identified those, we can then begin to develop appropriate new projects for funding. DL: What are the greatest challenges your membership faces? NR: The biggest challenge is that many voluntary organisations are being pressed to address the social enterprise agenda when it’s not right for them. We would rather work with organisations that want to be in the sector, rather than those being squeezed into it due to the changing nature of funding. For social enterprise to work, there needs to be a willing sign-up. An entrepreneurial approach is needed. If one is still longing for the days of grant funding, then this is not the right frame of mind in which to move into being a social enterprise. DL: What have you noticed about the Cambridgeshire area and the make-up of social enterprises here? NR: In Cambridgeshire the social enterprises seem to have developed in the less deprived areas, which is the opposite to areas like Newcastle, Stoke-on-Trent and inner Southampton, where there has been much more funding because they are deprived areas. Cambridgeshire hasn’t had this kind of funding, even though there are pockets of deprivation. So because Cambridgeshire was not invited to the party under the old agenda, it is further developed along the non-funded route. It also involves the way local authorities manage programmes in the old regeneration areas. The authorities are very controlling

Membership Services Synopsis of social enterprise action plan:

Scaling new heights If you want to read the action plan in full, visit www.seee.co.uk where it is available to download. Limited hard copies are available on request from the SEEE office

Michele Rigby, CEO Social Enterprise East of England

he Cabinet Office recently published its Social enterprise action plan entitled “Scaling new heights”. It’s an interesting document, but in case you don’t have the time to read through it all, I summarise it here. • Youth: As well as focusing on schools for the next generation of social entrepreneurs, the government plans to work to ensure that SE (social enterprise) business models are integrated into the GCSE syllabus, thereafter in A levels and business studies courses. • Information & advice: The DTI will improve Information and advice ser vices and www.businesslink.gov.uk/ socialenterprise will be its single source of information for SEs. The Office of the Third Sector (OTS) is also keen to work with networks on various levels and to address any gaps in provision. • Skills: Tailored, appropriate training increases the skills of managers and staff and National Occupational Standards have been developed by SFEDI and SEP – more at www.setas.co.uk Also, Train to Gain, the new employer training programme, is focused on low-skilled employees, without a first full Level 2 qualification or with skills for life needs. • Finance: Social enterprises need to access appropriate finance at various stages of development, particularly investment and debt finance. The OTS will make £10 million available for investment in SEs. Further financial awareness training will be rolled out and a review is being conducted to determine how Community Investment Tax Relief and other incentives might be improved to the advantage of SEs. Watch this April’s budget! • Tax incentives for investment: Worth knowing about is the Enterprise Investment Scheme (EIS) and the Venture – regard funding as “their money” – so they have not really embraced decentralisation. In this area there’s more of a ready embrace of getting funding down to grass roots. In some other areas there’s very little trickling down to the social enterprises! DL: How’s the Cambridgeshire and Peterborough Social Enterprise Network going? [ED: see also page 11] NR:. I’m still getting to know people and organisations. I started from the centre and am moving out – I’ve already seen quite a lot in Cambridge itself DL: What are the main opportunities for social enterprises over the next few years? NR: I see a major opportunity in macro-economics. Major organisations tend to take manufacturing to the Far East once they get to a certain size – take Dyson. There’s a need to lock in the assets where social enterprises start up or get involved, [Ed: e.g. Community Interest Company (CIC) asset locks]. It’s important that there is control by local people in order to ensure sustainability. Suma Wholefoods in Halifax used to attract people who wanted to work in the co-operative movement. Now it attracts people because it offers among the best-paid jobs for the skill-levels required. So now they have people knocking on the door who then have to have Co-operative values explained to them! It would

•

Capital Trusts (VCTs) have provided 20% and 30% income tax relief respectively and have been successful in attracting funding for small enterprises that might otherwise not have been made. Public services: The government plans to increase awareness of SEs to those commissioning public services and to tackle blockages to best practice. Health care, community transport and waste management are currently the main areas but there are other opportunities, for instance in the delivery of the 2012 Olympic Games in London. Ethical markets: The report points out that SEs are in the vanguard of new markets to meet consumers’ heightened awareness of ethical issues and markets. This is often a marketing advantage that SEs shouldn’t be shy to take advantage of. Enterprise: There is currently a productivity gap between the UK and North America that the government is keen to close by encouraging social enterprise. Women and certain ethnic minorities in particular are more likely to choose to be social entrepreneurs than conventional entrepreneurs. Transferring excellence: Most SEs are stand-alone, but many of the most successful ones could be replicated in other areas, perhaps even franchised or replicated. There is a lot of scope here for further development. Commercial collaboration: The government feels there is scope for SE collaboration with “main stream” commerce in order to foster business Michele Rigby growth. Match Winners is the Chief Executive Officer publication that contains this SEEE T: 01234 834711 message that the OTS will E: michele.rigby@seee.co.uk work to spread more widely.

be good to see more of this in the Fens – social enterprises set up in deprived towns that will eventually become the economy of those towns. We’re into building the foundations of local economies that are sustainable – ones that can’t be moved abroad at the stroke of a pen. DL: What is the main danger for smaller start up social enterprises? NR: The danger is not to realize that the management challenges are not the same. A system to produce profit is not the same as a system to produce member or client benefit although similar techniques may be used. There’s also the same issue that businesses are often initially started by entrepreneurial, “seat-of-the-pants” types, whereas when they get larger they needs a more structured, corporate approach. A worry is that the second generation of management might not find the systems in place once the visionary has departed. In Cambridgeshire, some organisations and the individual who started it are inseparable. But those organisations need to put in place succession planning for the benefit and guidance of those who will one day take over. Mandela did this in South Africa once it achieved democracy, Stelios did it with Easyjet. But it’s a rare individual who has that level of self-awareness.

InTouch

No 18 Spring 2007

Feature

Every Action Counts Every Action Counts is an exciting initiative to help social enterprises, voluntary and community sector organisations in England become more sustainable

he initiative is led by a consortium of 30 national organisations including bassac, the Development Trusts Association and the British Trust for Conservation Volunteers. The aim is to help over 500 regional and local organisations to do their bit for the environment. It focuses on five areas: saving energy, cutting waste, travelling wisely, shopping ethically and caring for your area. The Department of Environment, Food and Rural Affairs (DEFRA) is backing the idea. At the launch, Environment Secretary, David Miliband, said: “Every Action Counts will help unlock the potential of local organisations across the country to encourage more people to join in and help to meet the big environmental challenges all of us face.”

Lots of useful ideas

The website, everyactioncounts.org.uk has lots of useful ideas to help social enterprises contribute towards a better, greener future. These include: 1. Appoint an energy ‘champion’ 2. Hold an awareness session 3. Make your own free, clean and green energy 4. Work out how much CO2 your building produces 5. Appoint a Fairtrade buyer 6. Survey your organisation’s car miles 7. Bulk-buy water butts 8. Community Strategy 9. Have your say in your area’s Sustainable Community Strategy 10. Adopt a green space

Everyday things make a difference

It also suggests devising a sustainable development action plan (SDAP). Local authorities are already required to have such plans to meet targets on transport, waste, energy conservation and procurement. Every Action Counts provides support and ideas to make such plans effective for social enterprises. Your plan does not need to be very long or complex. However, all parts of the organisation need to be involved. To think through the plan, it suggests looking at every day functions and asking questions such as: • Where do you shop for lunch? Is it locally sourced, organic or free trade? • How do you encourage car sharing for users, volunteers and staff? Can you do more to promote walking or cycling to work? • Have you ever helped with a campaign to clean up an area near you that is blighted by litter or graffiti? Mark Parker, Network Development Manager at bassac, says: “Having an SDAP helps you consider your long-term impact in the round and make a coherent commitment to lasting changes.”

i 6 InTouch

Every Action Counts www.everyactioncounts.org.uk

No 18 Spring 2007

George Ruddock exhibits Every Action Counts at Voice07 Inset: “Aliens” hand out EAC information

Case study Re~Cycle’s mission is to collect and ship second hand bicycles and parts to Africa. Local partners teach people the skills of how to repair and maintain them to improve their lives. Re~Cycle delivers two major areas of benefit. First is the obvious reuse of unwanted bicycles from the millions lying unused and rusting in garages. Re~Cycle takes the bikes, usually with a small donation, from the public. A second benefit is youth development and training in the UK. Re~Cycle works with Probation Services, young offenders, prisons, schools, youth with disabilities and volunteers to prepare bicycles for shipping, stripping spare parts and loading containers. Bike are used as tools in Africa, for such things as getting to school, taking goods to market as well as fetching water and firewood. Many children in Africa walk up to 10 miles to school, and the same to get home. With poor nutrition, even when they do turn up the children are tired and fall asleep in class. Re~Cycle and its partners are using bicycles to increase access to education in Africa for students. Teachers and outreach workers are also targeted. Re~Cycle promotes utility cycling, shipping Royal Mail bikes (above) which are designed for load carrying.

Photo of child on bike shipped by Re~Cycle to Afribike in South Africa. Bike refurbished in a UK prison by the Inside Out Trust (IOT,) Photo by Re~Cycle’s founder, Merlin, from the window of a car. “Saw him while driving past and recognised the IOT bike by its paint job, they love Hammerite!”

Susan Lockyear Re~Cycle Unit A, Global Park Moorside, Eastgates Colchester CO1 2TW E: info@re-cycle.org W: www.recycle.org

Events

Voice 07

An asset base? – Viability not liability! T

Tim Smit

he annual conference of social enterprise is organised by the Social Enterprise Coalition, who lined up some entertaining speakers and several relevant parliamentarians, including Ed Miliband (of course) and Oliver Letwin. It flowed very well and it was obvious that a lot of hard work had gone into the organisation of a major event attracting over 800 delegates.

Recycling theme

There was some good attention to detail on the recycling theme such as climate-neutral jute shopping bags and, at lunchtime, water in recyclable plastic containers. There were also recycled notepads, though the recycled tyre covers did have a quite strong and distinctive rubber smell. But perhaps there’s a lesson even here, in that there are sometimes small compromises to be accepted in finding inventive ways to re-use what would otherwise contribute to pollution.

Great morning, loss of pace in afternoon

Tim Smit, the visionary behind the Eden Project, was very good entertainment value in the opening plenary. I wish I could say the same for Rita Patel’s over-long afternoon 25 minute plenary about a battle over a property with a local authority. Commendable though the outcome no doubt was, we could have done with something a bit punchier just after lunch. You can listen to both addresses at http://www. socialenterprise.org.uk/Page.aspx?SP=2030

Other highlights

A definite highlight was Liam Black’s “Dragon’s Den” where four young budding entrepreneurs bid for the audience’s votes. They all had promising business concepts, and I personally enjoyed considering which to vote for and why. Andrzej Garus was the clear winner with his personnel agency, Primus, with its objective to assist skilled but underpaid immigrants to get a better employment deal. The political importance of the conference was reflected in the presence as speakers of four ministers and one shadow minister – and the fact that care services minister, Ivan Lewis, chose the occasion to announce a £73 million funding package from the Department of Health for social enterprises over the next four years. Voice 07 was worth the visit, and also proved to be a useful networking opportunity for the delegates. David Lloyd

h e i m p re s s i v e c o n f e re n c e facilities of Thetford’s Keystone D e v e l o p m e n t Tr u s t w e re a n appropriate setting for “Viability not Liability – asset-based development for enterprising communities” on Thursday 23rd February.

Beware turkeys and lemons

Developing an asset base – property or land – is a proven way of achieving one or both of two things: reclaiming unused or derelict space or buildings for the community and/or providing a valuable asset to financially underpin an organisation’s community or social enterprise work. And, of course, there are properties or land that can be acquired at under par or even free if they are seen as liabilities by such organisations as local authorities. But, as the Development Trust Association’s programme made clear, there is a great deal of hard thinking and hard work to be done, and numerous pitfalls. Two seasoned presenters led the Development Trust Association’s (DTA’s) seminar. Lorraine Hart of The Environment Trust, and foundermember of the DTA, kicked off with an informative and entertaining – if wince-making – awful warning entitled “Turkeys and Lemons”. The winces were from some delegates who recognised from experience how easy it is to make some of the mistakes Lorraine cautioned about. “a building is not an asset if it has more liabilities than revenuegenerating potential” she warned. She underlined two important concepts and their differences: viability and sustainability. Viability is about money – covering costs over a specified period. Sustainability is about whether a project can be operated and maintained into the future – don’t confuse the two. There were quite a few illuminating “dos” and “don’ts”. And costs, such as cleaning, insurance and security, need to be carefully factored in.

Lots of detail and no short cuts

Hugh Rolo, Community Enterprise D e v e l o p m e n t Ma n a g e r for the DTA, went through the processes of why and how to develop assets. There are some shining examples of successful

The SEEE Stand

asset acquisition and development, such as Westway Development Trust in Hammersmith and the Renewal Trust in Nottingham. But it’s a matter of getting investment-ready – and this takes getting quite a number of things right: the right property in the right location, the capacity to see the project through, the right cocktail of finance and plenty of patience. Hugh emphasised that the period required for lining up all of the ducks often take two or more years, so don’t get into asset development unless you’re committed for the long haul.

The time is right?

This seminar was timely in that a regeneration fund of £3 million per annum has just become available in the region for the next two years (See “Building Communities Fund” on page 13) The fund is run by a consortium consisting of SEEE, the Plunkett Foundation and Co-operative and Community Finance, so it was useful that CCF development manager Andrew Hibbert was present to give a short presentation and to answer questions during the day. It was obvious from various comments that the delegates – representing organisations of varying sizes and assets from small ventures to local authorities and the Anglican Church – found the information provided very useful and thoughtprovoking. My advice, after attending as a fly-on-the-wall, is: don’t even think about getting into asset acquisition or development without talking to – or at least listening to – the experts. David Lloyd The Development Trusts Association: www.dta.org.uk To Have and to Hold: the DTA guide to asset development for community and social enterprises by Lorraine Hart, Published by the Development Trusts Association

InTouch

No 18 Spring 2007

Focus on… Sub-regional Networks

Articles by Howard Tait

Sub-regional Networks Communication Event An important and informative networking event

ocial Enterprise East of England (SEEE), invited members from its six networks across the Eastern region to a Communication Event held on 15 February 2007 in Cambridge. The aim of the event was to find the best ways of communicating with Sub Regional Networks (SRNs) and its members to establish which ways SEEE can improve the services it gives to members and what more the members want from the organisation. SEEE exists solely for the benefit of its members. SEEE’s main purposes are

to develop a Social Enterprise Strategy for the Eastern Region, be a strong voice to government on policy and provide a network approach for its members. Last year, Michele Rigby was appointed as the organisation’s first CEO tasked to carry the SEEE programme forward. SEEE is not a trade organisation whose members all come from the same industry and have near identical needs. Social enterprises are defined by their social aims and SEEE members are active in a wide variety of undertakings. This complicates

matters, and makes it of vital importance that there are structures in place that allow the grassroots membership to make their views and concerns known to those charged with running SEEE, and for the organisation to easily communicate with the membership. The better the communication, the better SEEE can ensure that it does represent the needs of its members. The event was facilitated by Stephen Hornby, an experienced trainer and consultant.

Social Enterprise Network for Essex, Social Enterprise Southend-on Sea and Thurrock

aunched in September 2004, the Social Enterprise Network for Essex, Southend-on-Sea and Thurrock (SENEST) aims to advise and assist social enterprises and support organisations with a variety of activities across Essex and the two unitary authorities.

Joined-up approach to SEEE and SENEST membership

While most of the sub-regional networks have some members who are also members of SEEE and some who are not, any organisation that wishes to join SENEST is directed to join SEEE, and by doing so automatically becomes a member of SENEST. Myles Cooper, who co-ordinates the network and is its representative to SEEE, sees clear advantages in having an all-SEEE membership network. Myles believes that one of the prime roles of the network is to provide its members with 360 degree communications – making sure, among other things, that all the members are aware of what is happening to the social enterprise sector both in their immediate location and across the region. Although SENEST produces a quarterly bulletin, it also relies on the membership being kept up-to-date about what is happening regionally through InTouch and InTouch Express. Events are regularly posted on the SEEE website, and the new site being developed is welcome news.

The usual funding limitations

Like most of the sub-regional networks, SENEST has received no core cost funding since the initial funding of £15,000 and this has limited how much it has been able

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No 18 Spring 2007

to do. SENEST does earn some money for some of its activities by delivering contracts for other organisations, and is presently running a series of procurement workshops for Investors in Communities (IiC). Because the funds attracted so far have been purely to run workshops, SENEST still needs funds to cover the administration of the network. The network will continue to seek other sources of funding to expand its operations. This is reflected in the way the network operates on a day–to-day basis. Decisions are made by a steering committee, but the committee members vary according to the network’s needs at any time. Myles, whose work is part-funded by Workskills (Essex). Ltd can call on a number of people to help when needed.

A strong, working connection to SEEE

SENEST, like all sub-regional networks, has a place on the SEEE board of directors. At the time of going to press, this position is temporarily vacant. With an all SEEE membership, SENEST feels that its voice is adequately listened to, however, and it’s concerns taken into account. As SEEE has developed, it has become more responsive to the needs and views of its member organisations, for instance with the communications event reported above.

The official launch of Social Enterprise Network Suffolk (SENS) in November 2005 was attended by over 50 people. Among those present was the chief buyer from Suffolk County Council who gave a talk about opportunities for social enterprises in procurement and how they could bid for council contracts. Most of the day-to-day running of SENS is undertaken by Cynthia Schears. Cynthia represents SENS at the SEEE sub-regional meetings and is also a director of SEEE. There has been no other funding for SENS since the original money that pre-dates SEEE. The aim of the Suffolk network is to create an active partnership of social enterprises, support organisations and agencies, and to engage with local and statutory authorities. It is also committed to disseminating news, information and best practice on social enterprise across the region After the launch, SENS spent much of the money that remained from the initial funding on marketing the network and its members. They designed a logo, published a leaflet and bought a number of exhibition stands for the members to use at events. Their second event sponsored by Business Link Suffolk was held in February 2006 and attracted 86 people, and twelve social enterprises set up stalls or stands. Network event to overcome lack of funding With no further funds forthcoming, it was decided to hold their networking

Focus on… Sub-regional Networks A large number of members gave up their time to attend the event held in Cambridge. All the SRN representatives were there along with SEEE staff. The first task tackled by the delegates was to discuss what SEEE does well and what it could do better.

The role of the six Sub-Regional Networks

Pivotal to the relationship between the grassroots membership and SEEE is the role of the six SRNs, and the delegates explored this in some depth. Given that the SRNs all have the same objective, it would be expected that they would all have the same form, structures, funding and ways of achieving their objectives. How e v e r, w h i l e a l l s h a re c e r t a i n similarities, they are also quite different in a surprising number of ways. The reasons for the differences can be

Network Suffolk events in conjunction with other events – both to control the cost as well as to attract more participants. The third event was held in conjunction with the successful launch of Waveney Mow and Grow, a social enterprise set up to support and deliver innovative gardening and green space projects to give vulnerable people work experience. The network meeting at the event produced a number of ideas for the development of SENS, such as the monthly bulletin keeping members informed about what is happening in their area and a management committee (which is still open to applications to join from members). Other ideas which emerged from that event and a subsequent one included running topic workshops and promoting SENS through local champions and sub-groups. Another idea that they intend to take forward is to create a directory of social enterprises in Suffolk. Following a survey of members it has been decided to create a formal constitution for SENS which would allow SENS to seek funds to extend the work they are able to do. Having determined the direction that its members want it to take, SENS is in a process of change. New structures are being put in place and the funds now available for the sub-regional networks from SEEE will enable them to produce new marketing materials and to become more active in the work that the network undertakes for its members.

found in the next few pages which explain the history of each sub-regional network, how and when each network was created. Most networks were in existence before the creation of SEEE while some, such as Norfolk, were specifically created at the same time. Most are loose associations while, unique among them, Bedfordshire is a company limited by guarantee, with a formal board of directors.

The need for better communication and more resource

The delegates discussed the roles of the Member, the Sub-regional Representative, the SRN and the role of SEEE. Key was the role of the SRN and how that could be improved, whether they should all have the same structure and what the members wanted from them. One point to emerge from the discussions was the need for more effective communications

between the SRNs and SEEE. Because of the different ways each network had developed, each SRN had tended to find their own ways to achieve their members’ aims. While some of these were developed to answer a need specific to the geographical location in which the network operates, many could easily be adopted across the entire region, so there is a clear need for ideas to be exchanged and developed between the SRNs. The discussions were wide-ranging and it soon became clear that SRNs have a critical role to play in maintaining the relationship and lines of communication between the members and SEEE. Having the same structure, although desirable, was seen by most of the delegates as being of secondary importance to them achieving their members’ aims. ➜ page 10

Norfolk Social Enterprise Network T

he first meeting of the Norfolk Social Enterprise Network (NSEN) in May 2005 was attended by representatives from 22 social enterprises. With the agreed mandate that that social enterprise networks should be run by social enterprises for the benefit of social enterprises, an obvious choice to run NSEN was Jane Taylor, who had just successfully launched Produced In Norfolk (PIN). PIN is a network of social enterprises producing high quality food and gifts in the county. A loose association was formed and, with help and advice from The Guild, it agreed on a structure and aims for the network. NSEN was for mally launched in November 2005 with representatives from over 25 social enterprises in attendance as well as the press, public procurement officers and others interested in seeing the network develop successfully.

Priorities to influence policy, funding agendas and “have a voice”

Pre s e n t a t i o n s w e re f o l l ow e d by discussions to decide the network’s priorities and the issues that the members wanted it to address. The members agreed that the network’s key priority had to be to influence policy and funding agendas. They also agreed that they had to be pro-active about recruiting other social enterprises in the county to give them a

‘louder voice’ and greater influence over those things had had a direct bearing on them. Although there were various expenses involved in the initial set-up and launch of NSEN, they were tightly controlled by the Guild and, at the time of the launch, they were able to hand over £8,000 to the network from funding that had been made available some time earlier by SSEER, the project that had preceded SEEE. With no other funding available, NSEN was determined to get the most out of what money they did have. A glossy brochure was produced showing what kinds of social enterprises were trading in the county. This was sent to public bodies across the region and beyond. As well as informing the relevant people about the social enterprises, the brochures’ message was clear, ‘use us or lose us’. ➜ page 10

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Focus on… Sub-regional Networks Sub-regional Networks Communication Event (continued) page 9 ➜ Current methods of communication As the topics of communication and marketing were dissected it became clear that the members were hungry for communication and information and appreciated the communication tools in the SEEE armoury. Praise was given to InTouch magazine which many members felt was one of the tangible benefits of membership, and there were a number of calls for it to be issued more regularly. Rachel Cranham, the Marketing and Communications Officer for SEEE, gave a presentation that helped pull some of the strands of the day together. Some of the new features being added to the new user friendly SEEE website to be launched towards the end of April were explained With no money to cover page 9 ➜ basic running costs, the network’s four officers have given their time voluntarily. They produce a six-weekly newsletter, run an online discussion group and use every opportunity to gain publicity for their members.

Future Plans

There are an estimated 200 social enterprises in Norfolk that are neither members of NSEN nor SEEE, so the communications hub will endeavour to locate and recruit as many of these as possible to increase the influence of NSEN across the county. One of the key objectives of the network is to influence funding and policy agendas and to provide a local network for social enterprises in Norfolk to share information and work together. The officers of the network are keen to get more social enterprises to join up in order to become a formidable voice for Norfolk.

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and members had the chance to comment on these. In the concluding session there was reflective open discussion for members to raise any points and put forward their ideas. Those who do attend are quite clear about the benefits, not least of which is the opportunity to network. It is important for as many people as possible to attend these events and make their voices heard. Only in this way can Members truly be part of the dynamic structure that is SEEE, to build the social enterprise sector in the Eastern Region and represent members needs both at regional and national levels.

arrived, two delegates discovered a trading opportunity between them. As one is based in Cambridgeshire and the other in Suffolk, it is almost inconceivable that they could have discovered the opportunity had they not both attended the event. At the end of the day, Michele was delighted with the results that had helped refine what the members want from the organisation and the direction they wish SEEE to take. Thank you to those who took time out of busy schedules to attend and participate.

As if to emphasise the importance of networking, before everyone had even

Rachel Cranham, SEEE Marketing and Communications Officer

The need for networking underlined

Hertset network Exemplas’ Elaine McCorriston, who is the Hertset representative and a director of SEEE, was involved in the creation of SEEE and the six sub-regional networks (SRNs). Hertset is the SRN for Hertfordshire. Benefits of the ‘Exemplas connection’ Elaine is funded to devote a third of her time to the network, and there is further funding for Chris Lee, Project Manager at Community Action Dacorum, to work two days a week for the network. Currently Hertset can deliver its activities through funding from Investing in Communities (IiC) funding. Working hard to represent and promote local SEs Hertset sees its core work as promoting social enterprises in its area and to seek to influence those whose decisions affect its members. It also works to bring its members closer together to give them networking and trading opportunities. In order to encourage as many social enterprises as possible to join the network, there are no membership fees. There are over 100 organisations on the Hertset database and the network is pro-active, reaching out to established and embryonic social enterprises and voluntary groups considering the social enterprise path. At present, it is engaged in a mapping exercise, gathering as much data as possible about member and non-member social enterprises, and

their activities in the county. Self-selecting steering and task groups The Steering Group, which meets every two months, initiates and reviews Hertset activity and oversees policy and practice. It is self-selecting and is open to representatives from any member organisation. The role of the Task Group is to develop the Hertset model, overseeing work on behalf of the Steering Group and turning their ideas into action. Hertset has a monthly newsletter, GetSet, which includes an innovative ‘agony aunt’ for social enterprises, and runs membership and network development roadshows as well as network gatherings. To date, the roadshow has visited Soundbase Studios in Hitchin, Working Herts in Borehamwood and The Apsley Paper Trail in Hemel Hempstead. It has also set up its stall at a number of business events in the county. Breakfast meetings for time-stressed SEs In order to help SRNs find time to to attend networking events, Hertset holds regular ‘breakfast briefings’. These are thematic, usually with a guest speaker. There is also the opportunity to network, eat breakfast and be back at work by mid-morning. With one of its core aims being to influence policy and funding decisions, Hertset has been making the arguments for social enterprise at every opportunity.

Focus on… Sub-regional Networks

Cambridge and Peterborough network T

he Social Enterprise People ( TSEP) developed a sub-regional social enterprise network for Cambridgeshire as part of the same project from which SEEE was created. From the outset it was decided that the network had to be as inclusive as possible and the best way to achieve this was to remove barriers to joining such as membership and membership fees. Research carried out by TSEP in 2005 discovered a great deal of unrealised potential for social enterprises in Cambridgeshire. However, distinct differences were identified between urban and rural social enterprises and also between different parts of the county. Urban social enterprises, especially in Cambridge, tend to attain a higher trading

income than their rural counterparts as well as being older and more securely established. Not only is the market for social enterprises larger but there is also a large pool of skilled, educated people from which to draw labour and social entrepreneurs. The research also found that lack of awareness of social enterprise amongst consumers, including the public sector, has held back the growth of the sector in Cambridgeshire.

Targets based on research

commissioning opportunities from public agencies led to the development of the Commissioning Access Programme funded through EEDA’s Investing in Communities programme. In addition to networking meetings, there have been a number of specific training events made available to the network including workshops on issues such as contract management, full cost recovery and the tendering process. This project continues to improve the opportunities for local social enterprises to bid for and win contracts from public agencies. The Cambridgeshire and Peterborough network, like Essex, does not currently have a SEEE director representing it, although there is a member of the network on the board, but not as a representative of the network.

The research enabled TSEP to develop a number of projects that have the subregional social enterprise network at their heart. Key amongst these projects have been those developed for the ChangeUp and Investing in Communities programmes. The key aspect of the C h a n g e Up p r o g r a m m e w a s t h e development of a peer support network through meetings which addressed important issues such as organisational and business development. Raising the sector’s profile also helped them to find and bring into the network social enterprises that did not see themselves as such. In addition the issue of rural isolation was minimised by holding meetings at locations throughout the county, which allowed groups with time and transport Social enterprise in the Eastern Region has six local networks, i s s u e s t o attend all of which are actively campaigning, holding events, and meetings. One result keeping their members informed. See the table below to find of that policy is that your local contact: some of the more SEEE Network isolated members, Sub-region Email contact having experienced the benefits of garth.mckenzie@ Garth McKenzie networking, now Beds & Luton bedscc.gov.uk make the effort to david@thesocial attend some of the Greater Cambs David Coulson enterprisepeople.co.uk central networking & Peterborough events. myles.cooper@ One of the issues Essex Myles Cooper interact.org.uk that arose from these meetings Elaine Hertfordshire hertset@exemplas.com was the issue of McCorriston procurement from alewifebrewery@ public agencies. The Norfolk Jane Taylor yahoo.co.uk need to improve access to the cynthia.schears@ Cynthia Schears procurement and Suffolk suffolkacre.org.uk

Sub-regional Social Enterprise Networks

Its two most notable successes to date have been to influence both the IiC business plan and the Hertfordshire Economic Plan, both of which impact on the membership. Hertset continues to seek extra funding from a variety of sources to allow it to expand its activities, it has a small amount of funding secured for the next year to continue the network’s good work.

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Focus on… Sub-regional Networks

Bedfordshire Social Enterprise Network Unique among the sub-regional networks (SRNs), the Bedfordshire Social Enterprise Network (BSEN) is a company limited by guarantee with a board of interim directors made up from operating social enterprises. As with all the major differences between the SRNs, this is a result of how the network was created and has developed since that time. The regional project Support for the Social Economy in the Eastern Region (SSEER), which was managed in this sub-region by Bedfordshire County Council, with Business Link for Bedfordshire and Luton operating as the delivery partner, ended in 2005. Those who had been involved on behalf of Bedfordshire decided to continue in a similar role as the Social Enterprise Steering Group (SESG) to support the development of the social enterprise sector in the county along with Bedfordshire and Luton Social Enterprise Network (BSEN) a separate but complementary network of organisations operating within the social business sector in Bedfordshire and Luton. All social enterprises received automatic enrolment onto the BSEN network by accessing the support services provided by Business Link for Bedfordshire and Luton and the network was managed Social Enterprise Adviser Robin Lawrence until May 2006, when the management passed over to local social entrepreneur George Ruddock.

Bedfordshire Social Enterprise Network

Relationship between a steering group and a network The EQUAL project ran regular innovative events, including roadshows, training and network events. These support programmes served to give social enterprises the opportunity to network with all business sectors. The SESG continue to organise events such as a Spring School in April this year to find and encourage the social entrepreneurs of the future in conjunction with SEEE and Bedfordshire Social Enterprise Network (BSEN) and which is being funded by Bedfordshire County Council, one of the partners in SESG. The BSEN has historically provided much support to its members. A cluster programme of support was created via the BSEN. This programme continues today and is maintained by the individuals within the cluster. However, the challenge that the BSEN now faces is to attract a higher membership (in light of changed membership rules), to attract funding to continue to support the social enterprise sector and to provide opportunities for the local social economy to engage and undertake business with organisations within and without the social business marketplace. The BSEN intends to seek funding for its core work later this year.

Benefits of independence

Contact tina.jhalli@seee.co.uk for joining instructions

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The formation of BSEN as a company limited by guarantee formalised the network’s independence and also gave it the ability to directly seek funding in its own right. It also meant a redefinition of the relationship between SESG and BSEN, with representation of BSEN on SESG meetings. The directors of BSEN are greatly appreciative of the support of SESG, and one of the members, Bedfordshire County Council, is able to help as the network’s fund-holder. BCC employee Garth McKenzie, part of whose remit is to help the growth of social enterprises in the county, is the network’s representative director to SEEE. BSEN is currently conducting a mapping exercise to capture current social enterprise activity in the county and to bring more social enterprises into the network. Mapping is a timeconsuming exercise, but is essential to determine the future of the network and social enterprise in the sub-region.

Resources

Building Communities Fund SEEE a partner in £3 million p.a. programme to help Community Regeneration

radical new £3 million scheme in the East of England, of which SEEE is one of three delivery partners, is set to help communities regenerate themselves by providing them with capital, technical expertise and business-related training. It will help communities to buy an asset – usually a building or land – make it ready for commercial use, and then rent it out, generating income and reducing reliance on grants. The novel community asset scheme – known as “Capital for Community Ventures” – was unveiled by the East of England Development Agency (EEDA). The projects will enable communities to create new social enterprises of their own. They then have the potential to use them to leverage private finance, and give the communities the flexibility to borrow money against the asset. The community asset scheme will allow local groups to support the development of sustainable community-owned assets, helping neighbourhoods to build stronger communities. The community assets will ultimately act as catalysts for largerscale regeneration. This revolutionary initiative will also include the piloting of one or two community land trusts and the exploration of an equitylike capital fund for high-growth social enterprises. Capital for Community Ventures is a major part of EEDA’s Investing in Communities programme, which a unique response among regional development agencies to the challenges of tackling social and economic exclusion, and underperformance. It is a

long-term strategic approach to the particular circumstances in the East of England. The pilot project will be formally launched early in 2007 and will run to the end of March 2009. W: http:// snipurl.com/18n85 S E E E , t h e Pl u n k e t t Fo u n d a t i o n a n d Co - o p e ra t i ve Community Finance are partners in delivering the scheme across the East of England. The project known as the “Building Communities Fund” in the East of England runs to the end of March 2009, with £3m per year to spend. Please visit www. buildingcommunitiesfund.org.uk for more information on the East of England scheme. Initial queries should, in the first instance, go to Andrew Hibbert Development Manager of CCF,: E: andrew.hibbert@co-opandcommunityfinance.coop T: 01223 243087.

Enterprise brief:

being enterprising E

nterprising, creative, innovative ... is this how you’d like your organisation to be described? This piece looks at the characteristics of such organisations, and invites you to see how you measure up. Social enterprise – income generation with a social purpose – is being hailed as a new and innovative business model for community regeneration and service provision.

Age, stage and enterprise

Writer Mike Hudson identifies five stages in the life of an organisation – birth; youth; adulthood; maturity; decline. He defines development through the five stages in terms of changes in size, attitudes to risk and opportunities, decision-making freedom and frameworks, stability and financial security, clarity of purpose and passion. At their birth, organisations tend to be dominated by their founders, people with the passion and energy to make things happen – true entrepreneurs who turn stumbling blocks into building blocks. But the relationship between age, stage and level of enterprise is not a simple one. Social enterprise consultants Warren Tranquada and John Pepin observe, “entrepreneurship exists in very large and mature organisations, and it can also be absent in start-ups.” They define

entrepreneurship as an attitude towards change.

What makes an enterprising organisation? The collective wisdom of leading thinkers and doers on social enterprise and income generation is that enterprising organisations: • Are internally and externally aware of what, good and bad, is happening in their fast-changing world. They also know the competition and their customers intimately. While they’re passionate about their “business”, they’re clear about their purpose, and the dangers of mission-drift. • Make plans, but they’re happy to change them, eagerly learning from others along the way, and also informed by rigorous financial information. • Unlike the stereotypical not-for-profit organisation, they take measured risks; failure is viewed as a valuable learning experience. Like Ben Cohen (of Ben and Gerry’s ice cream fame) they see stumbling as “just another way of moving forward faster”. This Enterprise brief comes to you from Hertset – the social enterprise network for Hertfordshire. For further information on “Being Enterprising”, which is free, E: chris.dcvs@classmail.co.uk. To join Hertset, see box on page 11.

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Resources unlimited For this section, we appreciate items of interest and resources of value to those working in the social enterprise field. Also, if you have any interesting news about your organisation, such as successes or new employees, let us know. Contact Peter Durrant: E: humberstone@pop3. poptel.org.uk; T: 01223 262759.

News

Speaking at the Voice 07 conference in Manchester on 24th January, Ivan Lewis, Minister for Care Services, announced a £73m fund to be spread over 4years for supporting and encouraging the development of social enterprises in health and social care. Details of the successful pathfinders at W: http:// snipurl.com/18n5b, or see news item at W: http://snipurl. com/18n5c. Ministers from Department for Education and Skills and Department for Trade and Industry were also at the conference: W: http:// snipurl.com/18n5o.

Harlow Incubation Centre, which will be cited at Great Eastern House on Edinburgh Way in Harlow, will cater s p e c i f i c a l l y f o r s t a r t - u p, g r ow t h , a n d k n ow l e d g e based businesses. In addition to providing high-quality workspace for local companies, the centre will also look to deliver tailored business support to both its occupiers and to a wider network of local entrepreneurs. The centre will promote its services to both businesses and aspiring entrepreneurs, while helping them network to assist their business development, so that more businesses in Harlow will not only be launched but also grow. The centre is expected to be open for business in mid 2008.

Record Year for Social Lender

Chief executive to step down in summer 2007

Co-operative & Community Finance – the lender for social purpose – is celebrating a record year of achievement. In the last 12 months the Community Development Finance Institution has provided over £1.2 million in loan finance to the cooperative and social enterprise sector, making 2006 it’s most successful year since it was founded in 1973. W: http:// snipurl.com/1bgr2

David Marlow, chief executive of the East of England Development Agency (EEDA), announced in February that he is to leave EEDA this summer. Recruitment for his successor will begin shortly. “After 25 years in public service, I have decided that it’s time for a change,” he explained. “Being EEDA’s chief executive has been a striking highlight of my career in the public sector, and it is hard to imagine another role with such variety and interest. So I want to pursue other opportunities, and interests.”

Ivan Lewis announces £73m fund for SEs in health & social care

£5m business centre in Harlow Plans for a £5 million stateof-the-art business centre in Harlow have been boosted following confirmation that the East of England Development Agency (EEDA) will provide £3 million in funding for the project, in addition to £2.5 million from the Department for Communities and Local Government (DCLG). The

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No 18 Spring 2007

David Marlow

EEDA’s chair, Richard Ellis, paid tribute to David Marlow’s leadership of EEDA: “David has made a huge personal contribution to EEDA and the East of England since he joined us in 2003. He has played a major role in moving the economic development of the region forward, and has been a key member of the East of England’s ‘regional leadership team’”.

On your bike – tax free bikes: save up to 50% off retail price How does it work? The Government’s Green Transport Plan allows you to get a bike, through your employer, exempt of Income Tax, National Insurance and VAT. You pay the money back by a small salary sacrifice each month – with no taxes on the payment. You’re actually leasing the bike from your employer, but it becomes yours at the end of the lease. Normally you then pay a small final fee to own the bike outright. Won’t it cost the company? No – in fact they’ll save money too. The scheme works on a salary sacrifice system and the monthly deduction for the bike comes out of your gross earnings. It’s not subject to Employer’s National Insurance and profitable companies can benefit from corporation tax savings and actually generate funds.

Example:

Here’s how this scheme could work if your employer bought a bike and accessories package worth £600 (£500 bike plus £100 accessories). Standard rate of income tax is assumed. Retail price inc. VAT: £600.00 VAT saving: £89.36 Retail price less VAT: £510.64 Suggested repayment period: 12 months Income Tax saving per month: £9.36 National Insurance saving per month: £4.68 Monthly salary sacrifice after tax savings: £28.51 Total Cost of Bike Package: £342.16 TOTAL SAVING: £257.84

For more detailed information follow these links: Running a Cyclescheme, W: http://snipurl.com/1d1my Extract of IR176 giving Inland Revenue’s background on the Green Travel Plan, W: http:// snipurl.com/1d1n3 Tools to calculate precise benefits according to salary etc are on W: www.cyclesurgery. com Click on “Tax Free Bikes” on the left.

Keystone CEO appointed Visiting Fellow of Anglia Ruskin University

Neil Stott

Neil Stott, Keystone Trust’s Chief Executive, has been appointed a Visiting Fellow of Anglia Ruskin University for three years. Neil will be advising Anglia Ruskin University’s Primary Care, Public Health & Social Policy Department which is headed up by Dr Richard Khoo. The role is honorary and focuses on the development of a new community orientated research and consultancy unit - the Public Policy Consultancy Group. The Group hopes to blend the experience of a c a d e m i c s , re g e n e r a t i o n professionals and community activists. Neil said: “I am extremely honoured. The role of Visiting Fellow reflects the innovative work and reputation Keystone

Resources unlimited has established within the region - and will help consolidate an important relationship with the University.” Neil is also a director of SEEE, and was recently elected a Fellow of the Royal Society of Arts.

£200,000 Government pilots to help social enterprises raise private sector investment

frontline organisations and nearly 1600 individuals across the region. In answering the question “what have we learnt about capacity building?” the guide shares the practical experiences of the six projects through case studies, themed d i s c u s s i o n , a n d ‘f i f t e e n tips for capacity builders’. It also signposts a further 25 resources to help voluntary and community organisations work more effectively. Fo r a f re e c o py o f “A grassroots guide to capacity building” call Community Action Dacorum on T: 01442 253935 or download a PDF version at W: www. communityactiondacorum. org.uk

Could you be more enterprising?

Rt Hon Ed Miliband MP addresses Voice 07

Ed Miliband, Minister for the Third Sector, recently announced that Charity Bank and Community Innovation UK will each lead £100,000 pilot programmes investigating how to encourage private sector investment i n s o c i a l e n t e r p r i s e. M r Miliband congratulated both organisations – who bid for the projects in open competition – and welcomed the fresh insights their work will offer social enterprises looking to gain outside investment W: http://snipurl.com/1bgqz

Business Resources Bricks and mortar for building capacity A grassroots guide to capacity building is the collective wisdom – condensed into 16 pages – of six capacity building p ro j e c t s, o n e f r o m e a c h county in the East of England. Over a three-year period, with the financial support of Jobcentre Plus and the European Social Fund (ESF), they worked with over 1000

As part of a programme to encourage organisations to think and act in more enterprising ways, Hertset (the social enterprise network for Hertfordshire) is developing a series of Enterprise Briefs for publication in newsletters. Each month, Her tset will issue a new 200 - 300 word brief on topics such as “understanding cost, price, and value”, “leading and managing” and “planning for financial security”. The series is designed to s u p p o r t o rg a n i s a t i o ns a t different stages in becoming more business-like. Each Enterprise Brief will also offer readers more in-depth material on the chosen topic and the opportunity to join Hertset or one of the other subregional networks (see box on page 11). To subscribe, E: chris. dcvs@classmail.co.uk

Getting the most from the media – a new toolkit launched Suffolk Association of Voluntary Services (SAVO) has launched a practical, plain English guide to getting the most out of the media. Tips on press releases, radio interviews, producing newsletters, flyers and lots more. Access the toolkit at W: http://snipurl.com/1bgr8

Events and Courses Release the entrepreneur within The Exchange Hall, Broad Street, Stamford on 24th April 2007, 6.00pm - 8.30pm. £25 per delegate. A workshop dispelling the myth that entrepreneurs are born. Answers to the following big three questions: • How can I act in a more entrepreneurial way? • How can my organisation act more entrepreneurially? • How can I identify and evaluate genuine opportunities? Find the answers at: For further details and to book, T: Liz on 01780 754205 or E: l.stockley@virgin.net. All proceeds to Sue Ryder Care Thorpe Hall Hospice.

Spring School - Social Enterprise Competition One day in school or college by arrangement and two days at Bedford College campus. Date: 11 and 12 April 2007 A three day programme designed for schools or youth groups – to give teams of 8

young people an authentic opportunity to learn enterprise and leadership skills and contribute meaningfully to their community. Contact: James Farmer of Energize for a registration form T: 01234 272101 or E: energizeadmin@gmail.com

Third Sector – One day conference Fundraising, PR and Communications Excellence Venue: The New Connaught Rooms, London Conference Date: 25 April 2007 Align strategies, harness the power of the media relations and optimise your campaign channels to increase cutthrough, awareness and funding W: www.thirdsectorconference. com Acknowledgements to organisations whose e-zines and websites we have accessed to bring Resources Unlimited to you. In particular: ABCUL, CCORNN, Cooperatives UK, COVER, Plunkett Foundation, Raiser, SEC, SEN, Update.

InTouch now a greener publication thanks to TSGcs TSGcs of St. Neots, one of the UK’s leading print groups and our InTouch printer, has been working extensively over many months to reduce levels of chemistry within its processes and the impact they have on our environment. Managing Director, Stuart Fairweather, says “With our radical approach to business, all staff and management embarked on a challenging target to reduce chemistry in our processes, making the business a safer environment to work in as well as assisting, in our small way, to help the planet. Our initial target was for a 52% reduction in chemistry usage and, during January 2007, we successfully completed and surpassed this goal with a staggering 65% reduction. This edition of InTouch is the first to benefit from these changes. With the addition that all material has come from sustainable sources with no chlorine bleaching as a standard plus all waste paper from its production being sent for recycling, we are proud to say that InTouch is now a truly ‘greener’ publication”. With this change, TSGcs are now at the cutting and leading edge of environmental awareness within the printing industry. Stuart comments further “the challenge is now Stuart Fairweather TSGcs to go that extra mile, to achieve T: 01480 213555 even more and one which we W: www.tsgcs.co.uk are all looking forward to”.

InTouch

No 18 Spring 2007

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FREE

expert training, tailor-made for the social enterprise and voluntary sector

Business Skills Training • Improved communication • Increased skills, competence and commitment • Improving your social objectives and your sustainability • Training focused on organisational needs, purposes & goals

TRAINING HELD IN-H OR AT A VENUE OFOUSE YOUR CHOICE

Leadership Skills Training • Build Stronger Teams • Encourage creative problem solving • Contribute to the sustainable growth of your organisation • Improve delegates ability to motivate and empower teams *

* Only offered in Hertfordshire, Bedfordshire and Essex

For full details on these programmes or to book just call

Minicom 0845 606 6293

0845 601 1000 or visit www.bookevents.org

Developing Skills for Social Enterprises The LSC funded ESF project Developing Skills has opportunities for you and your enterprise wherever you are based in the East of England:

Business Skills Training

3 days of training in basic goalsetting and human resources management Contact (all counties): Exemplas - 0845 601 1000

Leadership Skills Training

3 days of training in dealing with people, situations and decision-making Contact (all counties): Exemplas - 0845 601 1000

Managing a Social Enterprise Training Modules

Five modules focussing on specific areas of business management (3 days each): Business Planning | Marketing | Money Management Presentation Skills | Project Management Contact your local partner (see right)

Developing Skills

Developing Skills is a partnership project between Anglia Ruskin University, The Guild, Suffolk Acre and Exemplas

16 InTouch

No 18 Spring 2007

Contact details for Managing a Social Enterprise: Cambridgeshire, Essex & Hertfordshire Anglia Ruskin University 0845 196 6888 andrew.brady@anglia.ac.uk

Norfolk & Bedfordshire The Guild 01603 615200

Suffolk Suffolk ACRE 01473 242534

Dates and times of courses can be found at the SEEE Developing Skills Pages on www.seee.co.uk