Cornwall and the Isles of Scilly: Social Enterprise Zone Strategy 2014 2020 Developing Cornwall s economy and reinvesting the profit to maximise social impact 1
About Social Enterprise in the UK T38% OF SOCIAL ENTERPRISES WITHIN About Social Enterprise in the UK ARE WORKING IN THE 20% MOST DEPRIVED COMMUNITIES 11% 38% OF SOCIAL ENTERPRISES ARE LED BY WOMEN, COMPARED TO OF SOCIAL ENTERPRISES EXPORT OR LICENCE ABROAD HE UK 19% OF SMES AND 3% OF THE FTSE 100 Social Enterprise in Cornwall and the Isles of Scilly 215,000 THE AVERAGE TURNOVER OF A SOCIAL ENTERPRISE 44% OF SOCIAL ENTERPRISES OPERATE IN SOCIAL CARE, WELFARE OR HEALTH AND WELL-BEING 2 1 Data from The People s Business, SEUK (2013) 2 Data from Research Among Social Enterprises In Cornwall and Isles of Scilly (2014)
Contents Introduction 3 What do we mean by social 4 enterprise? Social enterprise development 5 activity Overview of the strategy 6 Priority 1 - Collaboration and 8 awareness Priority 2 - Business support and 9 sustainability Priority 3 - Learning and skills 10 Priority 4 - Social innovation 11 Contribution to economic 12 development priorities Case studies 13 Next steps: Implementing the 14 strategy Breakdown of Zone Workstream 15 activity 2014/15 Introduction This strategy has been developed by Enterprising Leaders and Cornwall Voluntary Sector Forum (VSF) working in partnership to help the local social enterprise sector and strategic partners identify challenges and opportunities. The aim is to strengthen and develop social enterprise activity in Cornwall and the Isles of Scilly for maximum social, environmental and economic impact. Social enterprises are businesses trading for social and environmental purposes. They have a clear social purpose and generate profit from trading in goods and services to further this purpose. The scope of the sector ranges from micro businesses through community groups to large organisations trading successfully in national and international markets. Increasingly, voluntary and charitable organisations are adopting a social enterprise business model to generate income through trading and minimise dependency on grant funding. Social enterprises contribute to sustainable development through a triple bottom line approach - creating social, environmental and economic outcomes. The sector is growing and has a strong reputation for innovation, resilience and adding social value. Social enterprises have proved to be particularly successful in deprived areas and in providing career options for those who have traditionally been under-represented in the business environment such as for women and for people from minority ethnic communities. Corporate and social responsibility and environmental and social impact are increasingly a consideration for individuals, private businesses and public sector organisations when purchasing goods and services. The business with a conscience approach which is embedded in the ethos of all social enterprises addresses these issues and provides a model to inspire all businesses from multi-nationals to small, medium and micro enterprises. In December 2013 and led by the Enterprising Leaders group, Cornwall was recognised as the first rural Social Enterprise Zone in the country by Social Enterprise UK. This recognition provides a real opportunity to put social enterprise firmly on the map and build on the strengths of the sector. The Zone provides a high profile vehicle to engage social entrepreneurs and promote the sector as a viable model to support economic, social and environmental progress. Social enterprise lends itself to innovation and creativity. There is considerable potential in Cornwall and The Isles of Scilly to continue to grow social enterprises. This can capitalise on the natural assets of the county and provide a socially entrepreneurial framework alongside the traditional business model. Organisations operating a social business model require a tailored approach to business support at start-up and to enable innovative, sustainable development and to make a significant contribution to economic prosperity. This Social Enterprise Strategy is intended to provide the framework to support this to 2020 and beyond. 3
What do we mean by social enterprise? There has been much debate about what is a social enterprise. The most commonly used definition is: Social enterprises are businesses with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners. Social Enterprise UK the national organisation for social enterprise states that social enterprises should: Have a clear social and/or environmental mission set out in their governing documents Generate the majority of their income through trade Reinvest the majority of their profits Be autonomous of state Be majority controlled in the interests of the social mission Be accountable and transparent This strategy is based on Transform Research s 2013 survey of a representative sample of Cornwall s Voluntary, Community and Social Enterprise (VCSE) organisations that firstly identified social purpose organisations as they were: Community Interest Companies (CICs) Organisations registered as Charities and Companies Limited by Guarantee Companies Limited by Guarantee only; or Industrial and Provident Societies. As Transform Research have stated: It should be noted that combining these questions with the mapping approach above produces quite a rigorous definition of Social Enterprise. Then a second set of questions were asked to define social enterprise more strictly: 1. Does this organisation regard itself as a social enterprise? 2. Does this organisation have a clear social and/ or environmental mission set out in its governing documents? 3. Does this organisation reinvest any surpluses/ profits it makes in this social/environmental mission? 4. What proportion of this organisation s income comes through selling goods or services? 4
Engine Room The Engine Room is a business support and development programme for social enterprises and small and medium sized enterprises in Cornwall and the Isles of Scilly. The programme provides tailored support for businesses, enabling growth, the development of new business and new products and services. The programme is open to start-ups as well as established businesses. Funded by the European Regional Development Fund (ERDF) Convergence Programme, the service is based across four hubs in Redruth, Truro, St Austell and Liskeard and is delivered locally by CN4C, Cornwall College, Cornwall School for Social Entrepreneurs, and the Real Ideas Organisation (RIO). The programme works with and alongside Social Enterprise Focus (see below) creating a complete wrap-around support service for all social entrepreneurs and enterprises. Cornwall Social Enterprise Zone In December 2013 and led by the Enterprising Leaders group, Cornwall was recognised as the first rural Social Enterprise Zone in the country by Social Enterprise UK as part of its social enterprise places scheme. The development of the Zone has already provided the opportunity for social enterprise leaders to collaborate and extend networks within and beyond the sector. This includes the Engine Room Steering Group, the Enterprising Leaders Group and cross sector communication mechanisms including with the LEP. School for Social Entrepreneurs Cornwall School for Social Entrepreneurs Cornwall (SSE Cornwall) exists to provide training and opportunities to enable people and organisations to use their creative and entrepreneurial abilities more fully for social benefit. Based in St Austell at the SSE Cornwall Hub, it is a Community Interest Company with a wide range of partners across Cornwall, the region, nationally and internationally. It currently runs the Lloyds Bank Social Entrepreneurship Programme and is a delivery partner in both The Engine Room project and Social Enterprise Focus project offering business support and networking events for established and start-up social enterprises. 5
Overview of the strategy Who? What? Why? How? When? Social enterprises in Cornwall and the Isles of Scilly Supported by public sector, education providers, businesses and investors A development framework to strengthen and extend contribution of social enterprises to economic, social and environmental development A clear vision for the future Four priorities outlining what the social enterprise sector can achieve Aims identifying areas for development to achieve the vision Delivery plans with SMART targets Economic, social and environmental challenges. Opportunities to adapt and strengthen the sector Local, national and international policy, priorities and directives New European funding to support developments Designation as a Social Enterprise Zone Using the skills and experience of the social enterprise sector Working together to strengthen the sector offer Collaborating across sectors to share knowledge and develop new opportunities A six year plan 2014-2020, backed by a 20 year vision of the future Developed in 2013 Pilot projects in 2014 Linked to local and national development plans Informed by? Research: local, national and international, both primary and secondary Policy and directives Local plans, reviews and processes including LEP Strategy Good practice guidance Social enterprise profile, activity and skills Consultation with social enterprise leaders, commissioners, planners and partners Methodology and Evidence Base The first draft of this Social Enterprise Strategy was produced in the summer of 2013 in collaboration with The Engine Room Steering Group in the context of available local and national data, research, economic priorities and good practice guidance. This was followed up by research and online and workshop consultation to ensure that proposed areas of activity reflect the needs of Social Entrepreneurs. The following provides a summary of the key local consultations and research: The Engine Room, survey, March 2013: 45 respondents social entrepreneurs in Cornwall and the Isles of Scilly. Cornwall Voluntary Sector Forum, Growing Successful Social Enterprise workshop, April 2013: 50 participants VSF members and partners. Cornwall Voluntary Sector Forum, online survey, July 2013: 64 respondents open online survey promoted by VSF and partners on strategy scope. Transform Research, survey of Cornwall s VCSE organisations, November 2013: representative sample of 452 organisations interviewed in depth about finances, skills and issues. Cornwall Social Enterprise Zone, launch workshop, December 2013: 50 participants social entrepreneurs and partners. Workshop session to identify action points to support achievement of Zone aspirations. Transform Research, survey of Cornwall Social Enterprises, Jan 2014: 91 social purpose organisations identified in the main VCSE research re-interviewed to identify social enterprise needs and activities. Cornwall Voluntary Sector, online survey, Jan 2014: 124 respondents open online survey promoted by VSF and partners. Consultation on draft strategic vision, priorities, values and areas of activity. 6
Our Vision Social enterprises thrive and make an increasing contribution to sustainable social, economic and environmental development in Cornwall and the Isles of Scilly. Our Mission To develop Cornwall s economy and reinvest profits to maximise social impact. Our Guiding Principle Enterprises that deliver environmental, social and financial returns are better for Cornwall. Our Priorities 1. Collaboration and awareness A co-ordinated, visible and strong Social Enterprise Zone supporting social, economic and environmental development. 3. Learning and skills A highly skilled, forward thinking, workforce providing training, employment and career progression routes. 2. Business support and sustainability Resilient, sustainable social enterprises delivering relevant goods and services which add economic and social value. 4. Social innovation Social enterprises delivering innovative community-led solutions for people, planet and place. Cross cutting themes Inclusion Active engagement and support to enable full participation by all. Collaboration Working together within the social enterprise sector and with public and private sectors across disciplines to achieve maximum social, economic and environmental impact. Sustainability Developing goods and services which are financially and environmentally sustainable. 7
Priority 1 - Collaboration and awareness What are we aiming for? Co-ordinated, visible and strong social enterprises supporting social, economic and environmental development. Route to Success: Routes 1 and 5 1: All businesses are committed to delivering the Triple Bottom Line trading for people, planet and profit to deliver balanced sustainable growth. 5: The diversity of social enterprise is effectively represented in key decision making social enterprise leadership and understanding is clearly valued within Cornwall s strategic partnerships. Aim 1.1 Establish a sustainable Social Enterprise Zone in Cornwall and Isles of Scilly. 1.2 Raise profile of current and potential Social Enterprise activity 1.3 Raise awareness of the benefits of the triple bottom line approach Area of Activity 1.1.1 Establish and promote an online presence for the Social Enterprise Zone. 1.1.2 Plan and deliver events to extend engagement with the Social Enterprise Zone. 1.2.1 Cross-sector awareness raising campaigns on social enterprise activity, opportunities and support needs. 1.2.2 National/international good practice visits. 1.3.1 Develop a triple bottom line tool for businesses. 1.3.2 Targeted public sector/commissioner/leader social enterprise impact awareness activities. 1.3.3 Establish and promote links to private sector corporate social responsibility. 1.4 Strengthen cross-sector links 1.4.1 Knowledge Transfer and networking events. 1.5.1 Representation on local boards and partnerships social enterprises as equal partners. 1.5 Strengthen social enterprise 1.5.2 Training and support for collaboration. planning and representation 1.5.3 Social enterprise networks and forums. 1.5.4 Direct finance to support communication and participation in planning. THE BIG IDEAS Annual Top 100 Cornish Social Enterprise Scheme Social Enterprise for Dummies Book Social Enterprise Directory/Map Breakfast networking events 8
Priority 2 - Business support and sustainability What are we aiming for? Resilient, sustainable social enterprises delivering relevant goods and services which add economic and social value. Route to Success: Route 3 A social investment framework for Cornwall is developed connecting EU and private funding, the Social Value Act, potential funds for Social Investment Business and more. Aim 2.1 Accessible social finance e.g. SW Investment Fund 2.2 Pre start-up and ongoing specialist business skills training and support 2.3 Training and support with contract management. 2.3 Marketing, communications and consultation Area of Activity 2.1.1 Develop investment framework to include start-up and scale-up funds. 2.1.2 Identify current and future investment needs. 2.1.3 Establish seed funding opportunities. 2.1.4 Develop new investment streams. 2.2.1 Extend community based Social Enterprise Hubs. 2.2.2 Guidance and support on pricing. 2.2.3 Guidance and support with franchising. 2.2.4 Training and guidance in accessing social finance. 2.2.5 Specialist support for protecting intellectual property. 2.2.6 Specialist support for scale-up, exports and growth. 2.2.7 Finance and support for IT resources and digital skills. 2.3.1 Contract readiness training 2.3.2 Training and support relating to commissioning processes and contract submission 2.3.3 Contract management training and support 2.3.1 Good practice in social enterprise awareness raising activities. 2.3.2 Training and support with consultation 2.3.3 Market research and planning support. THE BIG IDEAS Map of social investment opportunities Online Social Enterprise Resource Bank South West Social Investment Fund Engine Room 2 Social finance mentors/ Business angels 9
Priority 3 - Learning and skills What are we aiming for? A highly skilled, forward thinking, workforce providing work experience, training, employment, career entry opportunities and progression routes. Social Enterprise is embedded across all levels of education, learning and developmental support - growing the next generation of social entrepreneurs. Route to Success: Route 2 Social Enterprise is embedded across all levels of education, learning and developmental support growing the next generation of social entrepreneurs Aim 3.1 Increase awareness and understanding of social enterprise opportunities 3.2 Develop social enterprise activity in Cornwall and the Isles of Scilly 3.3 Extend workforce skills training and support in line with VCSE Employment and Skills strategy with specific opportunities for social enterprises 3.4 Develop links and projects with schools and other education providers. Area of Activity 3.1.1 Work experience, mentoring and job swap schemes. 3.1.2 Coordinated social enterprise careers information, guidance and taster sessions. 3.1.3 Success showcases and shared learning opportunities. 3.1.4 Cornwall social enterprise talent showcase. 3.2.2 Business skills programme for potential social entrepreneurs. 3.2.3 Support for young person led Social Enterprises. 3.3.1 Develop cross sector training programmes with specific social enterprise modules. 3.3.2 Establish and promote Social Enterprises apprenticeships. 3.3.3 Carbon management training/qualifications. 3.3.4 Recruitment and human resources training. 3.3.5 Extend leadership and management training and qualifications with a social enterprise focus 3.3.6 Training and support in income generation 3.3.7 Ensure SE access to training in firm foundations and compliance 3.3.8 Quality assurance training 3.3.9 Training and support in collaborative and partnership working 3.3.10 Support for social enterprise leaders to develop learning companies/organisations 3.4.1 Establish relationships with governing bodies of schools/colleges/ education providers to raise awareness of social enterprise. 3.4.2 Develop projects to provide social enterprise information and opportunities for young people. 3.4.3 Develop long-term social enterprise partnership programmes with education providers THE BIG IDEAS Schools network for social enterprise Young Enterprise Fund Young Talent Future Entrepreneurs Programme Social Enterprise Qualifications 10
Priority 4 - Social innovation What are we aiming for? Social enterprises delivering innovative community-led solutions for people, planet and place. Route to Success: Route 4 A new metric for a sustainable Cornwall is in place an alternative to GVA and GDP that all sign up to and that we are the catalyst for developing. Aim 4.1 Develop mechanisms to support social enterprises in demonstrating impact 4.2 Encourage and support community led development 4.3 Support innovative research and development 4.4 Extend and promote social enterprise public sector solutions Area of Activity 4.1.1 Develop and establish a social impact framework for Cornwall and the Isles of Scilly 4.1.2 Develop and establish a new metric to measure social enterprise success. 4.2.1 Establish community based resource centres. 4.2.2 Support for communities to engage with social enterprise and support for social enterprises to increase community engagement. 4.3.1 Establish and promote social enterprise as a test bed for new goods and services. 4.3.2 Increase cross sector opportunities for innovative problem solving and creativity. 4.4.1 Develop and promote social enterprise provision of new solutions to public service challenges. 4.4.2 Provide training for commissioners regarding non-traditional service models and social value. THE BIG IDEAS Hack spaces Skills for crowdfunding programme Communityled renewable energy schemes Social Enterprise Talent Showcase 11
Contribution to Cornwall & Isles of Scilly Strategic Economic Plan Priorities The Cornwall and Isles of Scilly Strategic Economic Plan published by the Local Enterprise Partnership sets out the direction of the Cornish economy up to 2020. Social enterprise already makes a huge contribution to the economy of the area and it is vital that this economic impact is enhanced. tackle some of Cornwall s most pressing social and economic issues. The current and potential social enterprise contribution to the three key priorities of the strategy is outlined below. Social enterprises deliver balanced environment, social and financial impacts (the triple bottom line ). We believe these are better for Cornwall. Social enterprises create jobs and wealth and Future economy Social enterprise has a strong fit with renewable energy, food sustainability, e-health innovation and digital economy themes Our priorities on Business Support, Learning and Skills and Social Innovation resonate with the targets and interventions Growth for business Significant links with our strategy around Business Support - most social enterprises need bespoke support at some time in their lifecycle Social enterprises can help meet targets around job creation, research, new products and skills training Conditions for growth Important synergy with our priorities on Business Support and Learning and Skills This strategy will help meet targets around access to ICT services and skills for work training. 12
Case studies The Inspiring Women Network Founded by Nourallah Chakroun, The Inspiring Women Network aims to develop potential and create opportunities for women of all ages and backgrounds living in Cornwall through learning, training, volunteering and work opportunities. These opportunities are provided in a safe, stimulating, welcoming and enjoyable space, enabling girls and women to build their self-esteem and confidence, alleviate poverty and isolation, improve health and well-being and simply to meet new people and make new friends. The Network has an on-site crèche to support the participation of mums with children under four years and offers a range of weekly activities for participants to learn creative and resourceful skills. Workshops include arts and crafts, Pilates, Bollywood dance, yoga, cookery and baking, learning a second language, money management and assertiveness. The Network organises events throughout the year that brings communities together and is working towards setting up a Cultural Hub to promote and celebrate equality, diversity and culture. This will include a Development Centre and Cafe offering platform for local artists and performers to promote their work. Rebuild South West Founded by Craig Little, Rebuild South West is a unique building company which provides essential training and work experience for ex-servicemen and women whilst also addressing the empty home and redundant building issue in the South West. Through Rebuild South West, Craig aims to enhance the lives and prospects of the ex-service community, homeless and displaced families and longterm unemployed tradespersons. The scheme also benefits owners of empty homes, local councils and housing authorities. Rebuild South West has recently completed refurbishment of a 150 year old, derelict sail loft in Newlyn. Local tradesmen worked alongside 4 unemployed young people, enabling them to learn new skills and gain valuable work experience. The property is now available for use by the charity supporting homeless people. Catnip Collaboration The Engine Room, Tamar Grow Local and EcoKitty Engine Room Partner, RIO, has been working with Cornish business EcoKitty since early 2013. Specialising in exquisite, British-made gifts for our feline friends, EcoKitty uses recycled cardboard, an eco-printer, local wool and organic catnip in its range of hand-made products. One particular challenge facing EcoKitty was sourcing local organic catnip for use in their toys and gifts. RIO also began working with Tamar Grow Local, a Cornwall based cooperative of food producers promoting the growing and eating of local produce, around capital funding, new distribution channels and supply chain. From working with both EcoKitty and Tamar Grow Local through the Engine Room, RIO spotted an opportunity to link the two businesses together solving a supply chain challenge for one and providing a product development opportunity for the other. This unique collaboration is now seeing Tamar Grow Local sewing a test batch of locally produced catnip to supply Ecokitty for their environmentally friendly cat toys. 13
Cornwall Social Enterprise Zone Activity 2014/15 Following the launch of Cornwall s Social Enterprise Zone, Enterprising Leaders together with social enterprise partners identified five key Routes to Success to pursue during the early years of the Zone. Planning for pilot activity for each of these routes has progressed over spring 2014 with leads and outputs being developed for each route as follows: Zone Route to Success Lead Organisation Key Activities 1 All businesses are committed to delivering the Triple Bottom Line trading for people, planet and profit to deliver balanced sustainable growth. Community Energy Plus 1. Scoping and researching a tool to support this. 2. Raising awareness amongst businesses. 2 Social Enterprise is embedded across all levels of education, learning and developmental support - growing the next generation of social entrepreneurs. Real Ideas Organisation 1. Raising awareness with school head teachers and educational leaders. 3 A social investment framework for Cornwall is developed - connecting EU and private funding, the Social Value Act, potential funds for Social Investment Businesses and more. The Eden Project 1. Developing and scoping the business case. 2. Developing the pipeline for social investment. 4 A new metric for a sustainable Cornwall is in place - an alternative to GVA and GDP that all sign up to and that we are the catalyst for developing. VSF and Pentreath Ltd 1. Hold 2 focus groups, one with customers using services who face severe and multiple disadvantage and one with businesses in the sector. 2. Run a masterclass with commissioners to feed in results and seek their buy in. 5 The diversity of social enterprise is effectively represented in key decision making social enterprise leadership and understanding is clearly valued within Cornwall s strategic partnerships CN4C Exhale CIC 1. Scoping leadership development for smaller social enterprises. 2. Developing communication routes for all Social Enterprises to be able to contribute. In addition, funding identified through the Local Response Fund and managed by Cornwall College has enabled a capacity building plan for the Zone to be progressed. Complementing the 5 themes above, the capacity building will help develop the Zone by: Providing interim coordination of the Zone to help drive activity identified in the action plan Raising the Zone s profile through key events such as the Royal Cornwall Show and Global Entrepreneurship Week Developing high level leadership training to develop the sectors leadership capacity Launching a range of courses to help social entrepreneurs to gain accredited qualifications to strengthen their social enterprises - #SESkills Given that the Zone is being developed on a voluntary basis by a number of committed organisations, the next stage will be to formalise the Zone s structure and its links with other important Social Enterprise support structures. 2014 will therefore see further development of structures and communications to ensure the Zone is feeding into strategic developments in Cornwall but also staying true to its routes as a Zone developed for and by Social Enterprise. 14
Implementation Timeline Desktop Research, consultation with Engine Room Steering Group and First Draft Strategy Development Workshop and online consultation regarding themes and activities for inclusion in strategy Liaison with sector leaders, commissioners, stakeholders and LEP representatives regarding sector priorities Independent Sector Research and Profiling desktop, telephone, online Review of strategic priorities in light of initial research, consultation and developments in Social Enterprise including Engine Room and Social Enterprise Zone Online consultation of full draft strategy Follow up independent sector research focusing on Social Enterprise activity Production and publishing of Sector Profile and Research findings Production of strategy information booklets and launch event Development of activity plans to support delivery of the strategic priorities May-June 2013 June-July 2013 July Aug 2013 Sept 2013 Jan 2014 Oct - Nov 2013 Dec 2013 Jan 2014 Dec 2013-Jan 2014 June 2014 June 2014 April - June 2014 Cornwall VSF Cornwall VSF Cornwall VSF Transform Research for Cornwall on behalf of Cornwall VSF/ Cornwall Council Cornwall VSF / Enterprising Leaders Cornwall VSF Transform Research for Cornwall on behalf of Cornwall VSF/ Cornwall Council Transform Research/ Cornwall Council/Cornwall VSF Cornwall VSF/Enterprising Leaders Enterprising Leaders Pilot projects April Dec 2014 Enterprising Leaders and partners Implementation 2015 2020 Social Enterprise Leaders and partners 15
This strategy has been produced by: Cornwall Voluntary Sector Forum on behalf of the Voluntary and Community Sector Commissioning Board in partnership with Enterprising Leaders as part of an ESF funded Future Skills project. Date of publication: July 2014 Please spread the word and continue to contribute so that we can ensure that the strategy has the maximum benefit for the people of Cornwall and The Isles of Scilly. Cornwall Voluntary Sector Forum 13a Kenwyn Street, Truro, Cornwall TR1 3DJ Web www.cornwallvsf.org Tel 01872 241584 Email admin@cornwallvsf.org Twitter @cornwallvsf Facebook www.facebook.com/cornwallvsf Reg. Charity No. 1111169. Company No. 05371203 16