SHINING STARS SOCIAL ENTREPRENEURSHIP AND PLACE-BASED CHANGE

Transcription

1 9 RESEARCH FINDINGS SERIES SHINING STARS SOCIAL ENTREPRENEURSHIP AND PLACE-BASED CHANGE The Star People programme represents a new approach to placebased working, supporting social entrepreneurs to develop solutions to need in the places that they live, work and volunteer. This paper reveals how and in what ways social entrepreneurs actions and behaviours affect the places they are operating in.

2 Star People Award Winner Josephine Belton brings people together in Podsmead, Gloucester over food through her venture Josie s Melting Pot. She can be seen here (far left) with other local Award Winners and her Award Manager Julie Carthy (centre). Photo credit: Ruth Davey, PAGE 2

3 CONTENTS EXECUTIVE SUMMARY Background to the Star People programme The support provided through the Star People Programme INTRODUCTION About the Big Local programme The Star People programme ( ) Table 1: Awards made directly by UnLtd and by Star Partners About this Findings Paper Research methodology FINDING STAR PEOPLE How Try It Awards have helped engage women Table 2: How Star People Award Winners compare to other social entrepreneurs Chart 2: Employment status of Star People Award Winners BUILDING A CULTURE OF ENTREPRENEURSHIP Chart 3: Groups supported by Award Winners ventures Chart 4: Sectors of Award Winners ventures Table 3: Activities delivered by Star People Award Winners GROWING STAR PEOPLE Supporting Star People Award Winners Table 4: Heat-map of skills developed as a result of Award, level of improvement and rank SUMMARY OF KEY FINDINGS Next steps ENDNOTES PAGE 3

4 EXECUTIVE SUMMARY UnLtd s Star People programme supports individuals in Big Local areas to develop solutions to need in the places that they live, work and volunteer. We call these individuals social entrepreneurs. Since it was launched in 2011, Star People has sought to show how working with individual social entrepreneurs can positively impact upon place and local areas. UnLtd believes that people hold the key to the regeneration and vitality of places and local areas something that cannot be imported or imposed. Social entrepreneurship sits within a raft of regeneration approaches, which together can be transformational. The Star People programme, which is a part of the support available to the resident-led Big Local programme, is testing that synergy, and demonstrating that individual social entrepreneurs can help improve the fortunes of places and local areas. This paper outlines the key findings from the programme to date, with useful lessons for Trusts, Foundations and public agencies such as housing associations, local authorities and Local Enterprise Partnerships. It sets out to explore the following questions, which we will continue to explore through further research: What difference does a focus on supporting several social entrepreneurs in a small area make to that place? Can a place-based approach help to develop a local ecosystem of support for social entrepreneurs? If so, what impact does this have on social entrepreneurs? What kind of partnerships help individuals take a lead in their communities? How does the award experience affect social entrepreneurs? The paper highlights how working with social entrepreneurs can bring forward new solutions to long standing issues, and result in new people coming forward and taking action to improve their local areas and the lives of local residents. It also begins to reveal how and in what ways social entrepreneurs actions and behaviours affect the places they are operating in. This findings paper makes two notable contributions to discussions of placebased working: The asset-based approach adopted through Big Local and in the Star People programme is complemented by the offer of bespoke support for local residents to develop their own solutions. This includes the use of Try It awards, which have helped people take their first steps in to social entrepreneurship and seem to have been particularly effective in encouraging women (who are often under-represented in regeneration initiatives) to come forward with ideas to improve their local areas. An emphasis on growing economic and social opportunities based upon collaboration, rather than consumption, has proved to have a beneficial impact on place. Star People has fostered strong relationships between local groups and agencies, such as the Big Local partnerships, Star Partners and other community organisations, PAGE 4

5 which has helped engender social networks and relationships to support increased and more diverse community involvement, reaching more people. There have been reciprocal benefits for organisations in working together, and these collaborations have created new opportunities for local residents to translate their motivation to participate into action. The paper draws on 40 in-depth interviews with social entrepreneurs (our Award Winners ) and others involved in the Star People programme conducted in Autumn 2013, as well as a range of quantitative data from 555 Award Winners since the programme started. We believe the breadth of this data, the diversity within our sample and the quality of information collected means lessons can be learnt which are of use to others interested in the potential of social entrepreneurs to transform and improve places and communities. Background to the Star People programme The Star People programme is being funded by Local Trust in partnership with UnLtd and is a part of the support available to people in Big Local areas. Big Local was announced in 2010 and works in 150 areas across England. It gives residents in areas the opportunity to use at least 1million in each area, together with all the local talent, ambitions, skills and energy from individuals, groups and organisations to make a massive and lasting, positive difference to their community. Historically many of these areas have not received as much investment as similar areas, yet still face multiple challenges. Since 2011, Star People has offered UnLtd s suite of Awards, with different levels of funding and support, to local people in Big Local areas, enabling them to address local challenges. The programme has also built a network of Star Partners ; organisations and groups with strong links to local areas who help find people with talent and ideas and support them to take them forward. Between June 2011 and March 2014, Star People supported 566 social entrepreneurs in 112 Big Local areas, and established Star Partners in 34 areas. Finding social entrepreneurs in Big Local areas The Star People Programme has been successful in engaging people who are not what we might call the usual suspects ; people who have an idea for a social venture but may lack the confidence or/and experience to take it forward. This has been achieved through: A proactive outreach approach where UnLtd Award Managers invested considerable time in Big Local areas, seeking out people with potential, rather than relying on a general call out for applications. A tiered suite of Awards, with different levels of funding and support that appealed to people at different stages of the social entrepreneur journey. Where people required support to develop a preexisting venture, Do it and Build It awards were provided, whereas for those who lacked confidence or experience to take an idea forward, Try It Awards, of up to 500 plus support were used. These Try It Awards proved a notably useful tool in helping people come forward and take their first steps in creating a solution to a local issue. Leveraging the assets of locally embedded organisations with local networks, expertise and knowledge to become UnLtd s Star Partners. Star Partners include entrepreneurs, local businesses and community organisations, and they have made referrals and recommendations that have helped UnLtd reach beyond the usual suspects. These factors have complimented each other, resulting in people with limited previous experience or opportunity stepping forward to make their idea a reality. PAGE 5

6 Who are Star People? The Star People Programme operates across the diverse range of areas identified by Big Lottery Fund for Big Local, which have little history of investment and varied experiences of community development. The areas vary in terms of their geography and demographics, from coastal towns experiencing the impact of declining tourism and seasonal employment, to inner city areas recovering from the collapse of local industry. The Star People programme made Awards in 112 of these areas within its first three years. Though the areas are diverse, the majority of Star People Award Winners live in densely populated urban areas (84%) and areas facing multiple challenges, with half of Star People Award Winners living in the most deprived quintile of communities. The emphasis of the Big Local programme on working in underinvested areas has enabled the Star People programme to reach deeper into communities which are otherwise often under-represented amongst UnLtd s Award making and social entrepreneurship more widely. Star People Award Winners are most likely to be female (57%) and are less likely to hold a degree than other social entrepreneurs (35%). Retired people, the unemployed and those looking after a family and/or home are also better represented than amongst other social entrepreneurs supported by UnLtd. Building a culture of entrepreneurship in Big Local areas Star People Award Winners have created substantial impact, making their communities better places to live and providing services or activities for local residents. Most of the ventures run by Award Winners are small and locally focused, with the majority of Award Winners considering ways to make their venture sustainable after their Award period ends. The majority of Award Winners support a median average of 60 beneficiaries each, with a few supporting more than this Over 62% of ventures work with volunteers, creating a median average of two voluntary opportunities each for their local community Almost half (47%) offer training opportunities for the local community, providing a median average of one place each 34% of Award Winners supported someone else to find a job during the 12 months of their Award, and each venture supports a median average of two people to find employment 85% of Star People Award Winners create at least one form of social capital, such as promoting neighbourliness or helping people connect with others they might not otherwise meet. PAGE 6

7 The support provided through the Star People Programme The Star People Programme has used a personcentred and place-centred approach, with Award Managers providing bespoke practical support and advice to local Award Winners and investing time in getting to know areas. This has enabled them to use local resources to respond to the needs and interests of local residents. This has contributed to achieving the above results. This approach is complemented by the suite of Awards available. The Try It Awards have allowed people to test or refine their ideas and have helped people improve their confidence and learn by doing. Many Try It Award Winners (42%) feel they would have struggled to run their venture without their Award. Larger Awards, meanwhile, have been used to encourage and establish local entrepreneurship, placing an emphasis on sustainability. Having a locally embedded Star Partner taking an active interest in the ideas and work of local residents has also helped create a supportive environment and enabled social entrepreneurs to strengthen their networks and connect with each other. Additionally, strong relationships between local groups and agencies, such as the Big Local partnerships, Star Partners and other community organisations, have helped engender social networks and relationships, and have delivered increased and more diverse community involvement, reaching more people. The research identified how these partnerships have had reciprocal benefits, with Big Local partnerships and Star People Award Winners working together for mutual benefit. The impact of support on Award Winners The wrap-around support package the Star People Programme provides has had a considerable effect on Award Winners in terms of their skills and confidence, helping them move forward in particular areas and create local impact. Key effects of the support include: 70% of Award Winners say their confidence improved as a result of their Award 82% feel more able to create social change as a result of their Award 77% say the Award experience improved their skills, such as communication, networking, personal effectiveness and leadership skills. Next steps Going forward Local Trust and UnLtd are keen to encourage enterprise and an entrepreneurial spirit across Big Local areas, as Big Local partnerships create and deliver their plans. UnLtd will be supporting Star People make even better connections with Big Local partnerships, and create more opportunities for entrepreneurial solutions to emerge across all Big Local activities. This might include asking social entrepreneurs to respond to the issues Big Local partnerships have identified and seek to address through their Big Local plans; working more closely with a small number of Big Local partnerships to help them find those with entrepreneurial ideas which can feature in Big Local plans; or help social entrepreneurs feel supported once they have received their Star People award. PAGE 7

8 INTRODUCTION Communities in the UK already benefit from a strong civil society, with over 161,000 voluntary and community organisations existing alongside substantial work and social support provided by families and neighbourhoods. i Empowering even more people to become active within their communities has long been an ambition of politicians and community leaders. Not only does increased engagement improve the chances of tackling the root causes of many social issues, it also helps address a culture of dependency by treating people as assets, rather than burdens. ii Yet ensuring people have the understanding, capacity and willingness to assume extra responsibilities and opportunities is not straightforward, particularly when working within disadvantaged communities. Research suggests those most likely to take advantage of such opportunities are predominantly white, affluent, male and aged 50 and above. iii These so called usual suspects are often facing the least challenges and barriers to participation, meaning support and opportunities do not always reach those who most need them. iv UnLtd believes communities which face problems contain people who can create the solutions to them, and through our work we seek to reach beyond the usual suspects. Since 2011 we have been delivering the Star People programme as part of our work in Big Local areas. This programme adopts a place-based approach, supporting residents to channel their enthusiasm and passion, and address issues as they are experienced within their Big Local area. About Big Local Big Local was announced in July 2010 to support small, urban and rural communities to come together to make their areas better places to live. In the past many of these areas had not received as much investment as similar areas yet still faced multiple challenges. Working in 150 areas across England over a 15 year period, Big Local gives residents an opportunity to use at least 1million to make a massive and lasting, positive difference to their community. The programme is being run by Local Trust, which works with over 200 million from the Big Lottery Fund. Each Big Local area has been encouraged to form a Big Local Partnership. v Each partnership develops a Big Local Plan that guides the overall direction of the programme in their area, ensuring that a diverse range of residents and local organisations are actively involved. A range of national partners, of whom UnLtd are one, provide expertise, advice and support for residents. vi PAGE 8

9 The Star People programme ( ) The Star People programme was launched in 2011 to back people as social entrepreneurs in their communities. THE STAR PEOPLE PROGRAMME: PEOPLE AND PARTNERS Star People are: Individuals who live in Big Local areas. People who: have a can do attitude; know their area; have a great idea that responds to an issue or opportunity in their local area; are passionate about making a difference. Star Partners are: Organisations, individuals or groups with strong links to the Big Local area who can demonstrate they have developed the trust of their local community members. Star Partners include entrepreneurs, local businesses and community organisations. UnLtd works with Star Partners to support the delivery of our funding and support products. UnLtd offered support in all 150 Big Local areas, including making Awards directly to social entrepreneurs and establishing partnerships with locally embedded organisations our Star Partners to deliver Awards with our support. Within this period, the programme established Star Partners in 34 Big Local areas. UnLtd offers three types of Awards through the Star People programme, Try It Awards, Do It Awards and Build It Awards. Between June 2011 and March 2014, the programme made a total of 566 Awards in 112 Big Local areas. This includes 462 Awards made directly by UnLtd, and 104 made by Star Partners. Try It Awards Up to 500 and support to individuals to try out their ideas to improve their local area. They provide an opportunity for individuals to manage a smaller amount of money to plan larger projects to make their local area a better place. Do It Awards Up to 5,000 plus support. Award Winners who have completed Try It Awards may now feel confident enough and have honed their ideas to be able to develop their project. Others may come straight in at this level, as they demonstrate they have the energy and skills to take forward an idea that has some project planning already. Build It Awards Up to 15,000 of funding to individuals who have an established social venture. PAGE 9

10 In some areas, the programme is yet to make an Award, These are typically areas with little history of entrepreneurial behaviour. We have developed outreach and support strategies that work well with emerging leaders, and further outreach is being undertaken to encourage residents to come forward and take action. Table 1: Awards made directly by UnLtd and by Star Partners Try it Do It Build It Total Awards made directly by UnLtd Awards made by Star Partners Total Awards made About this Findings Paper This Findings Paper presents evidence from the Star People programme on UnLtd s work with communities so far, and aims to highlight how working with social entrepreneurs in a place can impact on that place, and how social entrepreneurs actions and behaviours significantly and sustainably change the places they are active in. We believe this is important because the solutions that emerge from this approach can bring new knowledge and know-how from people with first-hand experience of local issues. This may bring the vital ingredients presently missing from regeneration schemes. Can a place-based approach help to develop a local ecosystem of support for social entrepreneurs? If so, what impact does this have on social entrepreneurs? What kind of partnerships help individuals take a lead in their communities? How does the award experience affect social entrepreneurs? This paper sets out to explore the following questions, which we will continue to explore through further research: What difference does a focus on supporting several social entrepreneurs in a small area make to that place? PAGE 10

11 Research methodology This paper draws on 40 in-depth interviews carried out with key stakeholders in the Star People programme between October and December Interviews were conducted with Star People Award Winners, Star Partners and representatives from Big Local partnerships in ten areas across England. The research team sampled areas with higher levels of activity and progress within the Star People programme, in other words, areas with a higher number of Award Winners, partner organisations and a broader range of stakeholders. Areas included within the qualitative research were: Barrowcliff, Scarborough Central Jarrow, South Tyneside Clubmoor, Liverpool Kingswood and Hazel Leys, Corby North East Hastings Northwood, Kirkby Ramsey, Huntingdonshire South Bermondsey, London Welsh House Farm, Birmingham Whitleigh, Plymouth Survey data from 159 Award Winners who completed their Awards between January 2013 and January The survey collects data on outcomes for Award Winners, their ventures and their beneficiaries. A reflective learning session with UnLtd staff working on the Star People programme. It focused on the successes and challenges in supporting Award Winners and working with Star Partners. Data from an independent evaluation of UnLtd s Awards, conducted by Renaisi. We believe the breadth of this data, the diversity within our sample and the quality of information collected means lessons can be learnt which are of use to others interested in the potential of social entrepreneurs to transform and improve places and communities. The sample areas acknowledged geographic spread and key characteristics within the Big Local programme. It included a Big Local area from each of the Government Office Regions (GORs) of England (two in the North West reflected higher number of Award Winners in this area). vii The research also recognised urban, inner-city, rural and coastal areas with varying levels of population density and ethnic diversity in our sample. We recognise that our qualitative research sample is small and so complemented this data with the following: Application data on 555 Award Winners who received their Award between June 2011 and March 2014 PAGE 11

12 FINDING STAR PEOPLE The Star People programme seeks to engage a wider spectrum of people to take up opportunities to affect change, unleashing under-used assets within communities. This chapter outlines our approach to finding people with talent and ideas to improve their local areas and encouraging them to step forward and make these a reality. It also paints a picture of who these people are and the areas they are active in. The areas Star People Award Winners live and work in The Star People programme operates across the diverse range of Big Local areas, chosen for the Big Local, though not all are recognisable communities. They vary in terms of their geography and demographics, from coastal towns experiencing the impact of declining tourism and seasonal employment, to inner city areas recovering from the collapse of local industry. These areas have had little investment and varied experiences of community development. Despite this, residents have embraced the opportunities presented by the Big Local programme and begun working with existing assets, such as community spaces. viii The emphasis of the Big Local programme on working in underinvested areas has enabled the Star People programme to reach deeper in to communities which are otherwise often under-represented in terms of social action. Star People Award Winners are most likely to live in densely populated urban areas (84%), though Awards have been made across a range of areas. Evidence from the Office for National Statistics suggests many of the Big Local areas face challenges in terms of education, employment, health and housing, among others. According to this data, half of Star People Award Winners live in the most deprived quintile of communities, suggesting the programme is supporting people in areas where they can make a significant difference. ix How did we find Star People Award Winners? The Star People programme represents the first-time UnLtd has purposively taken a place-based approach to its work in England. Our research demonstrates how staff adapted their approach to deliver UnLtd s offer in Big Local areas, conducting intensive outreach, offering bespoke support and building local partnerships. Intensive outreach Star People Award Managers worked to develop links within a community setting to reach people with little awareness or experience of social entrepreneurship. Award Managers invested considerable time in getting to know and be known in communities. They actively sought out people with potential to become social entrepreneurs, rather than relied on a general call-out for applications, as PAGE 12

13 UnLtd usually does. During the reflective learning session conducted as part of our research, Award Managers spoke of the importance of responding to the needs and interests of local residents, rather than going in to areas with an agenda. A bespoke support offer This outreach approach was aided by having a suite of Awards available, with different levels of funding and support. This meant that Award Managers could support several people in one area, making more Awards of smaller financial value rather than fewer Awards of larger value. Furthermore, the suite of Awards on offer took into account local issues and the stage people were at in their social entrepreneurial journey x some were already running a venture and required support, whereas others had an idea but little confidence or experience to take it forward. Having a bespoke support offer meant staff were able to work with the diversity of residents which exist in communities, increasing the reach of the programme. Try It Awards in particular have been used as a way of enabling people to test or refine their ideas, as well as tool for helping people improve their confidence and learn by doing. This approach seems to have been particularly effective at mobilising the skills and resources of local women to improve the areas in which they live. How Try It Awards have helped engage women Gender issues can play a key role in reinvigorating areas and communities. Men are more likely to take part in local decision making (such as voting and attending public consultations) xi, and are much better represented amongst local business 73% of mainstream entrepreneurs are men xii. There is also evidence to suggest that planners often overlook women s concerns due to unquestioned assumptions about their social and economic roles, and that doing so reduces the effectiveness of urban regeneration initiatives. xiii Whilst gender is not an explicit focus of Star People, the outreach methods and support provided through the programme to engage Big Local residents have been effective in releasing the potential of local women. Between June 2011 and March 2014, 57% of Star People Award Winners were female, higher than the proportion across UnLtd s Awards (48%). This is notable, as evidence from mainstream entrepreneurship suggests women are typically more riskaverse and have lower levels of confidence in their ventures than their male counterparts. xiv,xv One of the principle reasons the programme has been successful in engaging women has been the programme of support available. PAGE 13

14 Chart 1: Star People Awards by gender 80% Male 60% 40% Female 20% 0% Try it Do it Build it Chart 1 highlights women were more likely than men to be awarded a Try It award. The low risk nature of Try It awards appears to have helped women overcome barriers to stepping forward with ideas to improve their local areas. Building local partnerships The programme has also leveraged the networks, expertise and knowledge of Star Partners in each area to get beyond the usual suspects and encourage people to step forward who may have had limited previous experience or opportunity to take action locally. When it was launched in 2011, this way of partnership working represented a relatively new approach for UnLtd. A diverse range of organisations make up our network of Star Partners, and includes entrepreneurs, local businesses and voluntary and community sector organisations. Examples range from the Kirkby Unemployed Centre in Merseyside, a social enterprise with historical links to the labour movement, to Shropshire Rural Community Council, a charity working in rural areas. All Star Partners are organisations with deep reach and ties within Big Local areas. Through referrals and recommendations, Star Partners have helped the programme reach out to all sections of the community and have encouraged people to step forward who may have had limited previous experience or opportunity to make their idea a reality. I don t know if Whitleigh s different from other areas, but the people we re recruiting have never really done anything like this before. Star Partner, Whitleigh, Plymouth PAGE 14

15 The characteristics of Star People Award Winners Intensive outreach enabled UnLtd staff to reach sections of communities previously under-represented amongst social entrepreneurs and in UnLtd s Award making, supporting people to take action who may not otherwise have done so. UnLtd believes these people bring skills, experience and insights not usually utilised in standard regeneration projects. Reaching beyond the usual suspects : Jennifer s story Working in the Clubmoor area of Liverpool, Jennifer is addressing the need for value-for-money childcare. Her venture started out providing early years provision for children aged two to four years old to keep them on a level playing field as they enter pre-school. Through Star People, Jennifer first received a Try It Award before progressing to a Do It Award. She says her Award experience has built her confidence to just get out there and mix with other people. In addition to support from her Big Local Partnership, advice and guidance from her Award Manager has helped her focus on how she would take her venture forward: I suppose it s built my confidence and made me become a little bit more grounded in what I kind of need to do. It gives you the cash to go and do it, and it all holds you accountable so you have to do that and it keeps you so straight and so focused on what you need to deliver. The personal development in Jennifer has had a positive impact for her community. She has now opened an Ofsted-registered after school and holiday club, taken on 10 volunteers to help her run her venture, and is working in partnership with local children s centres, her local hospital and a children s hospice. In early 2015 she also plans to open a day nursery. Her overall aim is for every single child in Clubmoor to benefit from the service she provides, whatever their background. By making her venture sustainable, she is also seeking to create job opportunities for local people, as well as education and training opportunities for people who are interested in completing qualifications in childcare. Within a year of opening both sites, I am confident I will see a steady flow of income streaming back to Clubmoor for additional services to be delivered. PAGE 15

16 As Table 2 shows, Star People Award Winners are less likely to hold a degree and as a group are generally older than the typical UnLtd Award Winner or UK social entrepreneur. There is also a greater representation of women and, compared to other Award Winners, greater representation of people from a White ethnic background. These patterns reflect our strategic commitment to backing social entrepreneurs in their communities, and addressing some of the imbalances observed in our general Award making and the UK population of social entrepreneurs. Table 2: How Star People Award Winners compare to other social entrepreneurs Star People ( ) (Application data. N=480) UnLtd Award Winners xvi ( ) ( Application data. N =8,961) UK Social Entrepreneurs (2009) (n=865) xvii Age 35% are aged 48 or older 27% are aged 50 or older 33% are aged 45 or older Gender 57% of Star People Award Winners are female 48% of UnLtd Award Winners are female 46% of UK Social Entrepreneurs are female Ethnicity 74% are from a White ethnic background 69% are from a White ethnic background 87% are from a White ethnic background Qualification levels 35% hold a degree 47% hold a degree 58% hold a degree Chart 2 further illustrates how the programme has unleashed the potential of groups previously under-represented in our Award making. PAGE 16

17 Employment status of Star People Award Winners (n=480) compared to other UnLtd Award Winners (n=7,629) (data from application forms) Star People UnLtd Award Winners Retired people, the unemployed and those looking after a family and/or home are better represented amongst Star People Award Winners than across the rest of UnLtd s portfolio. The next chapter examines the social impact these Award Winners have had locally, and the types of ventures established. PAGE 17

18 BUILDING A CULTURE OF ENTREPRENEURSHIP Star People Awards support individuals to find ways of transforming their entrepreneurial idea into a venture that has the potential to become sustainable in the longer term. This is part of a wider trend happening in the UK that has seen the number of microbusinesses (firms with zero to nine employees) grow 60% since the year 2000 to 4.7m businesses. xviii Yet this wealth of energy still remains under-utilised in community regeneration programmes. This chapter explores how Star People is tapping in to this energy and building a culture of entrepreneurship in Big Local areas. It begins by looking at the impact Award Winners have had in their local areas. It then proceeds to look at the different types of ventures Award Winners have established. Creating better places to live Evidence shows that generally speaking area-based programmes start out by tackling issues that are immediate and they feel they can do something about. xix Star People Award Winners also have this local focus and our research found that Star People Award Winners work with a variety of groups in each area. Chart 3: Groups supported by Award Winners ventures (Application data. N=535) 46% Children/Young people 15% Older People 10% 8% Lone Parents Mental Health 7% 4% Disabled Refugee/Asylum Seeker 4% 6% Other PAGE 18

19 Many Award Winners are passionate about working on age related issues, with most supporting children, young people and/or older people. Survey data demonstrates the types of opportunities and social impact Star People Award Winners are able to create for these groups and others in their local area. Locally-focused impact Most of the social entrepreneurs supported through the Star People programme create social impact by providing services or activities, supporting a median average of 60 beneficiaries each during the course of their Award. Many ventures work with a smaller number of people than this, whilst a few reach many more. On average we have around 30 people each week come [to our community centre] as a place of meeting. Many of these people have significant difficulties in life and as a result of being here they have been able to access friendships and support. Award Winner, Welsh House Farm, Birmingham Creating voluntary opportunities Over 62% of ventures work with volunteers, creating a median average of two voluntary opportunities each for their local community (n=111). We have worked on a few projects within the community, planting out, hanging baskets etc, [and we are] still working on revamping one piece of land into a community garden/play area. But the feedback we have is that everything that has been done has been worthwhile and from the point of view of the volunteers I am getting nothing but positive reports on the work they are undertaking. Award Winner, Northfleet North, Gravesend Providing training Almost half (47%) offer training opportunities for the local community too, providing a median average of one place each (n=111). We encourage residents to go on training courses with a recognised qualification and give them the opportunity to gain work experience in the cafe. This gives them a better chance to return to full-time employment in the future. Improving employability Award Winner, Brookside, Telford The majority of ventures were small and locally focused microbusinesses. Whilst few provided substantial employment opportunities directly, 34% of Award Winners supported someone else to find a job during the 12 months of their Award, and on average each venture supports two people to find employment (n=111). Hastings Works is a kind of one-stop shop signposting service for people looking for work and training. In addition to that we provide advice and support there for people looking for work - so everything around careers advice, help with recruitment processes, online application forms, approaching local employers. In addition to that, it s a resource centre for people to use the computers and the phone and whatever. We re kind of creating a space where we can say to people: look, we re here to help you, you ve got all the tools you need, do what you need to do. Helping people do the job search they need to do, rather than perhaps what they re being told to do. Award Winner, North East Hastings PAGE 19

20 Developing social capital The place-based approach of the Star People programme and the outreach undertaken by staff means networks and social capital play a key role in Award Winner s work. Social capital in this context refers to the connections among individuals social networks and the norms of reciprocity and trustworthiness that arise from them. xx It is an important feature of the Star People programme because networks and connections provide access to resources, ideas and decision-makers. Our survey data shows that Star People Award Winners have had a positive effect on social capital in their Big Local areas, with 85% of Star People Award Winners creating at least one form of social capital (n=111). The most common examples include: When you see them getting a little bit of money, doing something that works, that shows other people, it just gives [others] an idea that, okay, maybe I should try something. Star Partner, Kingswood and Hazel Leys, Corby This effect has been even more pronounced in areas with Star Partners and strong partnerships between the Big Local and Star People programmes. It has created a supportive environment for those less confident or familiar with social action and entrepreneurship to step forward. It helps explain how several of the areas included in our research had been successful in moving beyond the usual suspects to equipping people with lower levels of confidence and histories of engagement with the required skills and knowledge to effect social action and deliver change. Helping people connect with others they might not otherwise meet (80%) Giving people access to information (73%) Promoting neighbourliness, encouraging people to help each other out (71%). Through our qualitative research we have seen how this can contribute to engaging beyond the usual suspects. Award Winners can reach out to those with previously lower levels of engagement and may act as role-models or as examples of what can be achieved. PAGE 20

21 Supporting older people: Sue s story Sue has been an active resident in the Clubmoor area of Liverpool for years. Before becoming a Star People Award Winner she was involved with her Big Local partnership and was volunteering for a charity supporting older people. She had reached a point however where she did not feel she was making a substantial impact locally. She felt she had grown that despondent, I thought I m ready to walk away now [from volunteering]. The Big Local Rep drew her attention to the Star People programme as an opportunity to have more of a direct impact locally. This encouraged Sue to change her mind. Maybe because I am very community minded I didn t feel like I was making a difference [in her previous role] and that s where the Star People came along. Using her Do It Award, Sue converted a previously troubled pub into a community centre, with a specific focus on facilities for older people. Although this was her first time setting up anything like this, she has quickly made it a success, engaging the local community with services and fundraising activities. The service is already proving to be a real asset to the community. Sue currently provides facilities and activities for a group of older people who live in sheltered housing nearby, for example, where the communal facilities had recently been closed. Without services such as Sue s, these older people would have nowhere else to meet and socialise locally. The centre has also been welcomed by the community more widely, replacing a pub which was previously a trouble hotspot, and providing a space that can be hired at low cost for local events. PAGE 21

22 The types of social ventures Star People run Star People Award Winners run a range of social ventures, from one-off projects to sustainable ventures. The majority of these ventures are small and locally focused. This is in keeping with the wider population of microbusinesses, though 19% already employ paid staff, compared with only 9% of sole traders expecting to employ someone in a 12 month period. xxi Chart 4 illustrates the various sectors in which Star People Award Winners work in. Most Award Winners say they work in the community, with several also working in the arts, health sector or with environmental issues. 1 Examples of ventures range from youth clubs and play-schemes, to bread-making classes, digital photo training and paediatric First Aid courses, among others. Chart 4: Sectors of Award Winners ventures (Application data. N= 555) 65% 16% 15% 13% 11% 7% Community Health Arts Education Environment Sport 1 Note that each venture can address more than one area so the percentages do not add up to 100%. PAGE 22

23 Table 3 highlights the key activities Award Winners planned to deliver with their Awards when they first applied, with the most popular organising a service and passing on skills. 2 Table 3: Activities delivered by Star People Award Winners (n= 555) Activity Frequency Percentage Organising a service % Passing on skills % Organising an event 52 9% Campaigning an issue 22 4% Other 26 5% The example of Build It Award Winner, Rosemary Saunders, helps to illustrate how Award Winners delivered a combination of activities. Rosemary has established Corby Sports Dimensions in the Big Local area of Kingswood and Hazel Leys. Amongst other things, she runs clubs for young people during school holidays, providing them with activities as well as volunteering opportunities for local people. In this sense she is providing a service as well as passing on skills. The Star Partner described the impact these holiday clubs were having locally: [The project is] really changing young people s lives and through that change you can actually see the biggest impact so far, that young people in the area started believing that there s something there for them, something that interests them, something that excites them and there is a future. Star Partner, Kingswood and Hazel Leys, Corby Making solutions sustainable Including their Award, most Award Winners had generated some income over the course of their Award (69%) (n=111). Evidence to date suggests that the programme has been successful in supporting people to develop solutions to local issues, and that many are looking to make these sustainable. Essentially, it s a snack bar although it s potentially developing and growing. It takes locally-made, traditional flavours like curried goat and jerk chicken and some Indian flavours, and it s turning them into snacks - so, these are never made/done before type of things The ideas is, from an enterprise point of view, to get products that local people make and get them to be bought outside [by the public]. Award Winner, Welsh House Farm, Birmingham Given the start-up nature of many of these ventures, the areas they are working in and the backgrounds of the social entrepreneurs, the most common income source after 12 months is grant funding. It is not 2 Note that these activities are not mutually exclusive so the percentages do not add up to 100%. PAGE 23

24 uncommon for start-up businesses to use funding to help them get their ideas off the ground. Sixty three per cent generated at least some of their income through grants, with 41% generating the majority of their income (more than 50%) through grants. Starting up: Claire s Story In North East Hastings, Do It Award Winner Claire has used a mixture of grant funding and her own money to get her charity, Littlewood Farm, off the ground. The Farm provides day-care and vocational training for adults with learning disabilities and adults with mental health problems. The grant funding has enabled the construction of a purpose built facility, complete with a classroom and an outdoor cooking area, and is fully wheelchairaccessible. Income for the venture comes via referrals from two local authorities and personalised, whom she highlighted are fully supportive of the work: In Hastings and Rother, the day-care services provided by the Council are closing and there are a lot of learning disabled adults who don t have much to do. We thought that by providing purposeful day care there s an opportunity to address a need. And it s supported by commissioners, social workers locally, and by local schools who are keen to see us succeed. The Star People programme s emphasis on sustainability means that many Award Winners are also exploring other income streams. Survey data shows: 61% of ventures generate at least some of their income through trading (n=111) Over a quarter of these (28%) are generating the majority of their income through trading (more than 50%), twelve months after receiving their Award The majority of Award Winners (53%) also reported either breaking even or making a profit after 12months (n=92) 89% of these social ventures are still running by the end of their 12 month award period (n=160). Going forward the programme will be working intensively with a smaller number of areas in order to help build even more of a culture of entrepreneurship, particularly in areas where the Big Local Plans and actions reflect these ambitions. As Award Winners continue to grow and develop their ventures, the impact created so far is likely to grow, to the benefit of their local communities. The next chapter illustrates how the support provided through the programme has enabled these Award Winners to develop their ventures and achieve impressive results. PAGE 24

25 GROWING STAR PEOPLE This chapter looks at how UnLtd has supported Star People in Big Local areas, the personal impact of the programme on them and how this support has enabled them to deliver their work. Supporting Star People Award Winners UnLtd s starting point is with the individual. Award Managers work closely with Star People and Star Partners in Big Local areas to help residents fulfil their vision about how to improve their area. Awards are a direct investment in individuals and include funding, advice, access to networks, pro-bono support and mentors, and practical support. This support model is different from more traditional placebased programmes since it focuses on supporting individuals to affect change in a locality, and provides them with the support and resources they need to make their ideas a reality. The financial support on offer Research conducted by both UnLtd and Renaisi xxii, who conducted an independent evaluation of our Awards, has shown how the Star People programme has adapted UnLtd s suite of Awards to maximise their impact in Big Local areas: Try It awards of 500 cash were first introduced on the Star People programme in response to an identified need for an accessible, entry-level award. They have been used as a tool for helping people take their first steps in creating a solution to a local issue, particularly those with limited experience of similar activities. Do It awards of up to 5,000 are typically offered to social entrepreneurs who are at the start of their entrepreneurial journey, or whose ventures still require time and support to mature. Through Star People, Do It awards were made to encourage local entrepreneurship, placing an emphasis on sustainability. Despite a general greater experience and confidence of Do It Award Winners compared to Try It Award Winners, Do It Awards still provide personal development. Award Winners have commented that this has given them confidence in their idea and venture. xxiii Build It awards of up to 15,000 have been less widely used but are seen as vital to creating a culture of social entrepreneurship and informing the long-term vision of communities in Big Local areas with limited or no experience of this model of social action. Staff on the Star People programme used the suite of Awards to provide a pathway to sustainability, so that local people can progress from Try It to Do It and Build It awards if required. Evidence from Renaisi shows how Try It Awards have given people confidence to believe they could develop the venture to a larger scale, and UnLtd survey data shows 42% of Try It Award Winners feel they would have struggled to run their venture without their Award. How Award Managers have supported Star People Award Managers provide practical support and advice to local Award Winners, and have spent time getting to know areas. Observations undertaken as part of this research also showed how some Award Managers use a coaching approach to bring the best out of Award Winners. Rather than depositing knowledge on to Award Winners or advocating a particular approach, many Award Managers facilitate a learning process using experience and problem posing to help Award Winners reflect on the assets they already have to make their venture a success. Several Award Winners commented during interview that this process of reflection helped to embed new ideas, skills and awareness: PAGE 25

26 I ve always been passionate, but the idea was really stemmed from just speaking to [my Award Manager] the epiphany just came across to me that I could just get on with it and realise my dreams locally, and that was it then, my brain started working overtime. Award Winner, Whitleigh, Plymouth Award Managers have also worked to strengthen local networks and develop peer-to-peer support. This includes holding events that bring together Award Winners in a local area, running residential training sessions, facilitating exchange visits and bringing together Award Winners from a number of Big Local areas. Going to [the residential at] The Eden Project was amazing, and hearing all the other stories of people doing incredible things was really inspiring. Because it is easy to feel that you re just there on your own at home with this idea so probably that was the high point, definitely. Award Winner, North East Hastings PAGE 26

27 The role of Star Partners Our qualitative research in ten Big Local areas found that having a locally embedded Star Partner taking an active interest in the work of Award Winners created a supportive environment and enabled social entrepreneurs to strengthen their networks and connect with each other. Zebra Collective, the Star Partner in Whitleigh Big Local area, Plymouth The Zebra Collective is a workers cooperative which undertakes community development work and provides training and capacity building support across South West England. They have been part of the Star People programme since 2013, helping to identify residents with ideas for the benefit of Whitleigh, Plymouth. One of their key programme of activities is a Time Bank, where people offer up their skills, expertise and time in return for similar assistance when they themselves are in need. The Time Bank proved a useful vehicle for promoting the Star People programme, as one Award Winner described: So I went to the open day, it was just at St. Chad s and I met [the Star Partner] I explained to her that I was bored and she was like Excellent! So within ten minutes I was introduced [to the Award Manager] and half an hour later to an hour later, she was telling me that I could get this money for the project that I wanted to do. I literally walked out of the church feeling so enthused and rejuvenated by the whole thing. It was just absolutely fantastic and it s gone from strength to strength. Award Winners regularly met up with each other through Time Bank meetings and discussed the progress of their Awards. This effectively acted as a peer mentoring support group, with Award Winners recommending different services and support to each other. I wouldn t have been able to do any of that if it wasn t for the help with some of the people in the Time Bank and [the Star Partner and the Award Manager] it s just, yeah phenomenal, there s no other word about it. Award Winner, Whitleigh The Star Partner believes the main impact has been to invest in people who need to know they can do things. She commented: It s fantastic to watch the effect that the 500 can have on someone, just being trusted to be given 500, it makes you feel differently about yourself. Star Partner, Whitleigh PAGE 27

28 The research also identified a number of examples where programme partners had taken advantage of the ties and connections that existed in Big Local areas to widen their support networks. There was evidence in some areas that Big Local partnerships and Star People had interlinked and developed reciprocal relationships, mutually supporting one another to further their own and each other s aims. For example, in Whitleigh one Award Winner was complementing his own work by leading a sub-group of the Big Local partnership focussing on the environment. In the Kingswood and Hazel Leys Big Local area, the Star Partner worked with the Big Local steering group on key action areas that had been identified. This approach profiled local Award winners, identifying networks that could support individual and collective aims as a result. the programme has been successful, making 17 Awards. The local St Andrews Church houses the Big Local Partnership, alongside the Food Bank, a clothing service run by an Award Winner, as well as a debt advice service and well-being centre. These organisations are working together to achieve reciprocal outcomes. It is this collaboration between different agencies and organisations within an area that seems to be key to providing the right opportunities to help individuals translate their motivation to participate into action xxv Such collaborations occurred where Star Partners were closely linked with the Big Local partnership, for example acting as the locally trusted organisation xxiv, or involved with the partnership. This subsequently created positive synergies, particularly in terms of referrals from Big Local to Star People. In contrast, where there was less of a close link between the two programmes, it was harder for Star Partners to reach people. Star Partners are only one way to create synergies across the Big Local programme however, and the existence of a Star Partner alone does not limit or guarantee the success of the Star People programme locally. For example, in Clubmoor, where there is no Star Partner, PAGE 28

29 The impact of the Award on Award Winners The Award experience has had three key impacts upon Star People Award Winners themselves; the development of their confidence, their skills and their ambition and ability to progress. Developing confidence Our research shows that through the process of setting up and running a project with UnLtd s support, Award Winners develop their confidence to take action, to make new questions, to ask the right questions. Confidence is a key outcome for Star People Award Winners, with 70% saying their confidence improved as a result of their Award (based on respondents who strongly agreed or agreed with this statement (n=50)). For some, this confidence also comes from the validation of receiving an Award. [The Award has] given me confidence, that the idea I ve had is one that s worth pursuing. I mean, I ve had loads of ideas in the past - Ooh, that s a great idea! - but I think it s a combination of having the idea, getting the award - there s that kind of acknowledgement that it s something worth doing. Otherwise it might just have fizzled out. Award Winner, North East Hastings This confidence is crucial to delivering positive social change in their community, and 82% felt more able to create social change as a result of their Award (n=142). Strengthening skills Seventy seven per cent of Star People Award Winner said the Award experience had improved their skills (based on respondents who answered a lot or a fair amount ) (n=140). I m a completely different person from what I was [earlier] this year and just being able to use my skills [is a big deal]. Award Winner, Whitleigh, Plymouth The most commonly developed skills were linked to personal development, including communication, networking, personal effectiveness and leadership skills (see Table 4). Award Winners gain these skills through the overall experiences of taking a lead and running their social ventures. In doing so, they also develop practical skills, such as marketing, financial management and business planning. Growing ambitions Early indications from our survey data are that these strengthened skills and improved confidence have contributed changes in Award Winners lives, helping them move towards their ambitions. Evidence to date suggests close to a third (29%) of Star People Award Winners progressed to become self-employed by the end of their Award (n=114). The majority of these say the experience of running their venture was very important or quite important in contributing to this development. There is evidence that the improved confidence and skills of Award Winners underpins personal development in other areas of their lives. Twenty six per cent say they progressed in their current job following their award (n=109), with 81% saying the experience of running their venture was important to this development. The next chapters briefly recap on the key findings in this paper, before outlining the way forward for both the Star People programme and our research into place-based working. PAGE 29

30 Table 4: Heat-map of skills developed as a result of Award, level of improvement and rank (Survey data. N= 94) Level of improvement Skills A lot A fair amount Rank Communication 37.2% 35.1% 72.3% Networking 35.1% 36.2% 71.3% Personal effectiveness 26.6% 43.6% 70.2% Leadership 33.7% 32.6% 66.3% Marketing 20.2% 44.7% 64.9% Financial management 18.3% 40.9% 59.2% Business planning 25.3% 33.7% 59% Working with partners 25.8% 31.2% 57.0% Social impact measurement 21.7% 33.7% 55.4% Knowledge about policies and legal issues 22.3% 33.0% 55.3% Managing a team 21.3% 28.7% 50.0% PAGE 30

31 SUMMARY OF KEY FINDINGS There is an increasing need for new approaches to creating better communities. Through the Star People programme, which operates within Big Local areas, we have seen how individual social entrepreneurs can play a key role in making where they live better places, regardless of their background. UnLtd s starting point is different to other programmes aimed at improving local areas because we start with the individual. We believe the energy individual community members have for community change and regeneration remains an under-utilised resource. Summary of key findings The evidence presented in this paper highlights the benefits of taking an asset-based approach to placebased change and recognising that entrepreneurial behaviours exist in a variety of people and contexts. The Star People programme has supported over 566 people to date, building a movement of social entrepreneurs operating at the community level with the understanding, capacity and willingness both to assume the opportunities increasingly being offered through initiatives such as Big Local and to create their own solutions to local issues. This paper has shown how UnLtd has adapted its behaviour to enable people to come forward who may not usually consider themselves to be social entrepreneurs. Strong local networks have also been developed to create a supportive environment for local people to take action and help facilitate synergies. to develop their confidence and skills to create social impact and effect local change. Most of the ventures run by Star People Award Winners are small and locally focused, with many headed towards sustainability to continue their work after their Award. Through their work, Award Winners have created substantial impact to make their local areas better places to live, providing services or activities for local residents. In the process many have provided voluntary opportunities, training and have helped to improve the employability of local people, not only improving stocks of social capital locally but also contributing to the local economy. Whilst it is not a panacea for all the challenges facing communities, we believe more could be done to fully utilise and support the entrepreneurial talent already existing within communities. Star People provides a useful example for others working with communities; the solutions that emerge from this approach can bring new knowledge and know-how from the people with first hand experiences of local issues, and may uncover the key factors missing from many regeneration schemes and plans. UnLtd s ambition is to see all place-based regeneration interventions in the UK recognise and resource social entrepreneurs as entrepreneurial change agents. Our research demonstrates how intensive outreach, a bespoke support offer and local partnerships help engage wider audiences and potential social entrepreneurs. This includes groups who can be under-represented in some areas of community activity, such as retired people, the unemployed and those looking after a family and/or home, amongst many others. In turn we have seen the impact this opportunity can have on these people, helping them PAGE 31

32 NEXT STEPS Both the Big Local and Star People programmes are at the beginning of a long journey and, whilst much has been learned to date, there are many questions still to be explored and answered. The Star People programme (2014 onwards) Going forward Local Trust and UnLtd are keen to encourage enterprise and an entrepreneurial spirit across Big Local areas as Big Local partnerships create and deliver their plans. UnLtd will be supporting Star People make even better connections with Big Local partnerships, and create more opportunities for entrepreneurial solutions to emerge across all Big Local activities. This might include asking social entrepreneurs to respond to the issues Big Local partnerships have identified and seek to address through their Big Local plans; working more closely with a small number of Big Local partnerships to help them find those with entrepreneurial ideas which can feature in Big Local plans; or help social entrepreneurs feel supported once they have received their Star People award. entrepreneurs within communities. We will also continue to work with partners to promote and find social entrepreneurs, particularly in the remaining Big Local areas, and to ensure that existing Star People are supported through the remaining time of their Awards. Supporting the growth of social entrepreneurs and their ventures We recognise that, for many of our social entrepreneurs, growing a business is new. We want to accelerate the growth of our Do It and Build It Award Winners, creating opportunities for investment. This more intensive support requires a programme of workshops, mentoring and activities targeted at those social entrepreneurs with the potential to create jobs, apprenticeships, wealth and economic value for Big Local areas. Alongside this, we will bring together information about investment and create an accelerator programme of residential training sessions, workshops and visits from and to successful social entrepreneurs in order to extend and develop understanding and skills around social entrepreneurship. This represents a new approach, not only for UnLtd, but for place-based work more generally. There are several key areas of work the Star People programme will deliver going forward: Finding and supporting social entrepreneurs in Big Local areas UnLtd will continue to deliver an Awards programme across the Big Local areas, working to find and support social Harnessing and focusing resources in Big Local areas We will draw on the knowledge and resources of other areas of UnLtd s work, our partners and collaborators, to bring additional resources to the Big Local areas. We will also identify potential collaborators in our work, and negotiate a voucher scheme whereby social entrepreneurs can receive specialist support in areas such as marketing and sales. PAGE 32

33 Building a culture of entrepreneurship Local Trust and UnLtd have identified the need to help build a culture of entrepreneurial spirit where enterprise ideas can flourish, particularly in areas where the Big Local plans and actions reflect these ambitions. Going forward, UnLtd will identify and build on the assets in these areas and create opportunities for innovation and new ways of responding to the opportunities and challenges faced by Big Local areas. We will be assessing the progress of the programme and reviewing these questions constantly over the next three years. We will also be updating this paper and publishing our additional learning to highlight how working with social entrepreneurs in a place can impact on that place, and how social entrepreneurs actions and behaviours significantly and sustainably change the places they are active in. Keep up to date with our progress at Exchanging knowledge and sharing learning Working with our partners, such as the Local Trust, we will also be undertaking more research and capturing learning about how to further unlock and sustain the potential of communities. We plan to continue to share this learning, and we hope others recognise the value of supporting individuals to create positive change within a place. Our key research questions include: How can working with social entrepreneurs in a place impact on that place? What are the direct and indirect impacts, as well as the short, medium and long-term consequences for places and communities, of supporting social entrepreneurs? Can social entrepreneur s actions and behaviours significantly and sustainably change the places they are active in? How does a programme which supports emerging community based social entrepreneurs contribute to a place based regeneration approach? How do we capture the hidden knowledge, skills and behaviours which bring out the best in people? What does it take to build a critical mass of social entrepreneurship in a local area? What are the implications, for UnLtd and others interested in this work, of unleashing the potential of social entrepreneurs at the community level? PAGE 33

34 ENDNOTES i NCVO, (2014), What is civil society? [online] ii Boyle, D., Clark, S. and Burns, S., (2006), Hidden work: co-production by people outside paid employment, [online] iii NCVO, Institute for Volunteering Research and Involve, (2011), Understanding participation: A Literature review, [online] iv Bellefontaine, T. (2011), The Evaluation of Place-Based Approaches, [online] v A locally trusted organisation is appointed in each area to administer the Big Local funding in line with the local plan. Each partnership employs a representative, referred to in this paper as a Big Local Rep. vi The full list of Big Local partners is available at: vii 28% (104/378) of awards made as of September 2013, when sample created viii Community Development Foundation, (2012), Early learning from the Big Local: An overview of evidence from the first 50 areas,, July 2011 to March 2012, pdf ix The English Indices of Deprivation provide a relative measure of deprivation at small area level across England. Data has been taken from 2010 for Big Local areas. [online]. x An illustration of the social entrepreneur journey is included as part of UnLtd s Theory of Change, available at: xi NCVO, Institute for Volunteering Research and Involve, (2011), Understanding participation: A Literature review, [online]. xii Levie, J. and Hart, M., (2010), What Distinguishes Social Entrepreneurs From Business Entrepreneurs? Insights from GEM, [online] xiii May, N., (1997), Challenging assumptions: Gender issues in urban regeneration, York: Joseph Rowntree Foundation. xiv Library of the European Parliament, (2013), Women s entrepreneurship in the EU, REV1_EN.pdf. Accessed 22/07/13. xv Sweida, G.L, and Reichard, R.J. (2013), Gender stereotyping effects on entrepreneurial selfefficacy and high-growth entrepreneurial intention, Journal of Small Business and Enterprise Development, 20 (2): xvi UnLtd data based on 8,961 lead Award Winners supported by UnLtd directly, from 2003 up to the end of March Star People data is based on the following samples: Age (n=586), Gender (n=480), Ethnicity (n=586) and qualification levels (n = 479). xvii Levie, J. and Hart, M., (2010), What Distinguishes Social Entrepreneurs From Business Entrepreneurs? Insights from GEM, [online] xviii Dellot, B. (2014), Salvation in a start-up? The origins and nature of the self-employment boom, [online] xix Institute for Voluntary Action Research, (2014), Big Local Foresighting, [online] xx Putnam, R.D. (2000), Bowling Alone: The collapse and revival of American Community, New York: Simon and Schuster. PAGE 34

35 xxi Department for Business, Innovation and Skills, (2013), Understanding Growth in Microbusinesses. [online] xxii Renaisi, (2014), Evolving the new awards: an evaluation of UnLtd s Awards Products, [online] xxiii Renaisi, (2014), Evolving the new awards: an evaluation of UnLtd s Awards Products, [online] xxiv A locally trusted organisation is appointed in each area to administer the Big Local funding in line with the local plan. Each partnership employs a representative, referred to in this paper as a Big Local Rep. xxv NCVO, Institute for Volunteering Research and Involve, (2011), Pathways through participation: what creates and sustains active citizenship?, [online] PAGE 35

36 Author: Stephen Miller Acknowledgement: With thanks to Madeleine Gabriel, Pam Hardisty Andrew Hemming, Hannah Kitcher, Paul Squires, Amy Sutton and Samina Zahir for their contributions to this paper. We would also like to thank all the social entrepreneurs and organisations who contributed to the research. PUBLISHED SEPT 2014 UnLtd is the trading name for The Foundation for Social Entrepreneurs, a company limited by guarantee. Registered in England No Registered Office: 123 Whitecross Street, London EC1Y 8JJ. Registered Charity No