Making a Mark – demonstrating social impact

Social Enterprise Mark holders demonstrate their social impact and the real difference they are creating for their communities and stakeholders

When applying for, or renewing, the Social Enterprise Mark, applicants and renewing Social Enterprise Mark holders need to provide evidence in support of how they meet Criterion F:

Social Impact StatementsThis includes a requirement for all Mark Holders to provide ‘social impact statements’, which illustrate how they are striving to meet their social and/or environmental objectives. These should cover their social inputs, social outputs, and social outcomes. This is to ensure Mark Holders are reflecting upon their social/environmental impact and at the very least can articulate what they are doing year on year to make a difference.

We realise that demonstrating and proving impact or value has long remained a difficult – arguably, over-complicated – question for many social enterprises. Therefore, we have developed this page to share a selection of the social impact statements, along with any supporting evidence provided, that we believe represents the best and/or most interesting of Mark Holder responses.

Support and Guidance

We offer tailored support and guidance to applicants and renewing Mark holders in producing Social Impact Statements

Please see below for examples of effective social impact statements, and supporting evidence, submitted by Mark Holders.

Social Impact – in their own words

Six Degrees is a social enterprise specifically set up and committed to helping people in the communities that we serve enjoy positive mental health.

Our social mission is to build resilient communities in which people with problems such as depression and anxiety are accepted, supported and equipped with skills to deal with the challenges they face.

Our services are rooted in the community we serve and have been rated as outstanding by the Improving Access for Psychological Therapy (IAPT) North West Regional Team.

Our social enterprise status allows us to:

  • Build on the successes of the NHS and work in a transparent and open way
  • Provide a lean and professional approach that is cost effective
  • Demonstrate value for money to those who commission our services

Six Degrees Social Enterprise CIC

Six Degrees Social Enterprise is a Community Interest Company based in Salford that provides support for people who are experiencing mental health problems.

Six Degrees helps people with common mental health problems to deal with the challenges they face, actively supporting them at the times they most need help.

Services include:

  • 1:1 talking therapy for people who are struggling with common mental health problems such as depression or anxiety
  • Courses and groups including Mindfulness, Take Control and the STEPS course for the Jewish community
  • Supervision, training and consultancy services

Social inputs - providing mental health support services

We provide 1:1 talking therapy for people who are struggling with common mental health problems such as depression or anxiety. We also work closely with specialist teams to support people with chronic health problems such as diabetes and Coronary Obstructive Pulmonary Disease (COPD). Research indicates that in such cases people may benefit from psychological support.

We provide several courses and groups including Mindfulness, Take Control and the STEPS course for the Jewish community.

We also provide supervision, training and consultancy services.

We carry out research into the effectiveness of mental health interventions provided in primary care. Current research projects include the Knowledge Transfer Partnership on ‘emPoWereD conversations’, our communications training course for the day to day carers of people living with dementia; and the Randomised Control Trial for our Take Control course.

Social outputs - measures of activities

In 2014/2015 over 7,000 people used our services and of these, over 92% of people entered treatment.

We have also helped 185 Salford residents who were on benefits to get back to work.

Social outcomes of activities

In 2014/15 over 92% of people who entered treatment reported a measurable improvement in their mental health.

In 2015 we used 15% of our trading surpluses to sponsor charitable causes that further our social mission:

  • Financial support to the Turjuman BME project that has enabled the organisation to establish itself as an independent charitable organisation providing health, wellbeing and social support to many people in Salford’s South Asian community
  • Financial support to Salford Women’s Centre so that the organisation can continue the work of its community café which provides subsidised meals and an invaluable place of refuge
  • Financial support to the Singing with Dementia music groups that offer a place where people living with dementia and their carers can relax, enjoy the atmosphere, singing and companionship
  • Work with under-represented groups such as people who hard of hearing or deaf and people with learning difficulties to obtain improved access to talking therapies
  • Sponsorship of a Psychological Wellbeing Practitioner Masterclass on the COM-B Model of Behaviour Change, University of Manchester

Furniture Resource Centre

Furniture Resource Centre is one of the leading suppliers of contract standard furniture in the country, working with housing associations and local authorities across the UK for over 25 years. It is a charity, which aims to assist people living in poverty through the provision of furniture and the provision of jobs and training opportunities.

Furniture Resource Centre know and understand the housing sector and are the top ranked furniture supplier on the Procurement for Housing framework, leading the way in furnishing homes throughout the UK. They provide a full one-stop service for all furniture deliveries and they have the experience and expertise to meet all their clients’ needs, providing the highest quality products at the right price and always with the very best customer service.

Social Impact Statements

Social Inputs - creating practical solutions for those in furniture poverty

FRC Group’s vision is of a society where people can obtain good quality, affordable furniture without experiencing the devastating impacts of Furniture Poverty – no bed to sleep on or unmanageable debts. We campaign to raise awareness of Furniture Poverty and create practical solutions to get furniture to people who need it. Our work also helps create sustainable employment and better futures for people.

Within FRC Group:

  • Furniture Resource Centre provides furniture to social housing providers to create high quality furnished homes for people
  • Bulky Bob’s collects reuses and recycles unwanted bulky waste – furniture and appliances – to get reusable items to people who need them
  • Bulky Bob’s Furniture World, ‘pre-loved’ furniture is donated to people in urgent need and is sold at very affordable prices to people who have a little money to spend

Through all our activities we create opportunities for people from long-term unemployment to receive training and gain skills and qualifications that will help them move into sustainable work.

100% of surpluses are used to create social value.

Social Outputs - measures of support provided

Social housing tenants receive furnished accommodation – over 9,000 deliveries made by Furniture Resource Centre between April 2014 and March 2015.

Low-income families can buy affordable ‘pre-loved’ furniture – over 3,000 people bought ‘pre-loved’ furniture.

Households in crisis need receive packages of furniture delivered to their home – 844 households in crisis need received donated furniture packages and had them delivered at no charge.

Long-term unemployed people are trained for a future career in the logistics industry – in 2014/15, 25 people took part in our 12-month salaried training programme Driving Change.

Economically inactive people can take part in volunteer placements to develop personal or work related skills – 157 people volunteered with us through our Launch Pad programme.

Social Outcomes - creating homes and opportunities

Our work contributed towards creating a home for more than 12,000 households who received furniture either supplied by Furniture Resource Centre or Bulky Bob’s.

75% of the previously unemployed people who completed Driving Change went into work at the end of the programme.

91% of Launch Pad participants were achieving the personal goals they set for themselves. For 77% of Launch Pad participants, their goals were related to finding employment in the future. For 23% their goals were about developing their personal and social skills.

Social Impact – in their own words

We believe Furniture Resource Centre is unique in the world of contract furniture.

Our top priority is to deliver a first class commercial service to our customers and to exceed their expectations at every stage of the contract delivery. However we are also a business with a difference.

Furniture Resource Centre operates with a ‘Commercial Head and a Social Heart’ and we are committed to ensuring that each and every one of our customers receives the:

  • Best Service
  • Best Quality
  • Best Product
  • Best Aftercare
  • Best Price

We use the surpluses that we create to help address the housing needs of many of the UK’s most disadvantaged people and use the contracts that we win as an opportunity to employ and train people who need a helping hand onto the employment ladder.

Social Impact – in their own words

We are committed to showing the strength of using business models to address social issues, and we work closely with partners to create a stronger ecosystem to enable social enterprises to flourish.

Social Enterprise Acumen CIC is an inspiration to the communities within which it works by developing and delivering programmes to create an enterprising culture. We achieve this by:

  • Proactively encouraging enterprising thinking
  • Acting as a positive agent of change
  • Being a conduit for creative solutions

We know that we make a difference in the confidence of the social entrepreneurs we support, enabling 85% of them to start their enterprise and, for those at the development stage, to grow their businesses by on average 50% in turnover.

Social Enterprise Acumen CIC

Social Enterprise Acumen provides support to social enterprises and inspires individuals and organisations across the UK and overseas. It provides support to existing and start-up social enterprises.

Social Enterprise Acumen inspires individuals and organisations to explore the feasibility of using enterprise to tackle social problems. It supports them in creating sustainable social enterprises, enables creative thinking, facilitates understanding, encourages constructive action and fosters a “can do attitude”.

It has a proven record in motivating and enabling individuals and communities to create sustainable and lasting positive social change.

Social inputs - supporting social entrepreneurs

We deliver support for social entrepreneurs to help them to develop their ideas and turn them into sustainable social enterprises. We do this through coaching, training, small grant awards and membership of our social entrepreneurs network.

We won a contract with UnLtd to run the Lead the Change programme across North East England and also delivered training students in secondary schools, universities, housing associations and community centres.

We also support organisations to become more socially enterprising through consultancy, including social impact measurement, investment readiness, strategic and business planning.

We delivered support on Social Impact Readiness through the Cabinet Office Impact Readiness Fund.

For 18 months, from April 2013 to September 2015, we ran an ESF Co-financed National Offender Management Service capacity building contract to support the development of a consortium of social enterprises in order to enable them to deliver contracts with the agencies of the Ministry of Justice. This has been classified as grant funding in our accounts but is a contract won competitively.

We also worked with another consortium in Cumbria to bring 5 organisations together an develop their capacity to deliver.

We worked on two contracts with groups of special schools to establish the feasibility of setting up social enterprises to provide employment opportunities for people with learning disabilities and produced a report which can be used as a business case for further funding.

We also worked in Redcar delivering support with business planning through training and coaching for individuals from a very disadvantaged area.

We also carried out a piece of research for Tees Valley UnLtd into the social investment market in the Tees Valley.

Social outputs - measures of activities

In 2014/15, we delivered social enterprise training to 325 people across the five universities in the North East, Wakefield High School, Apollo Studio, Northstar Housing and the Millin Centre, all of which was delivered pro-bono by our Chief Executive.

We supported 60 early stage social entrepreneurs and a further 25 people who are at a development stage for their social enterprises.

We calculated that we contributed an additional value of £16,000 to the £12,500 of support funding in the contract for this work.

We supported a total of 14 organisations in the two consortia and delivered training to over 70 of their staff against the organisational training needs we identified as part of the project.

We worked with 4 organisations to support them with social impact measurement and in all cases enabled them to develop their theory of change, an outcomes framework, agree measures and either put in new tracking systems or upgrade existing systems to enable them to produce a social impact report.

Through our work in Redcar we supported 60 individuals to develop their business plans for self-employment as community based entrepreneurs.

Social outcomes of activities

We were still at an early stage in developing our outcomes at the year end of June 2015, as we are still a comparatively new business. However, we do know that we have made a difference in the confidence of our social entrepreneurs, enabling 85% of them to start their enterprise and, for those at the development stage, to grow their businesses by on average 50% in turnover and with an increase in staffing of 10 people across the 25 businesses.

The training with students asked for feedback, which showed we had increased knowledge of social enterprise for 100% of respondents and that 40% were interested in starting a social enterprise at some time in their life.

We had an independent evaluation of the Contract North Consortia work and overall all of the members felt that it had benefited their business, increased their capacity to bid for contracts and improved the skills of staff and management.

We asked for feedback from our business planning support, which was rated overall at an average of 4.5 out of 5 for quality.

We have now increased the database of social entrepreneurs with whom we work in the North East to over 450, and since we have been running the Social Entrepreneurs’ Network we have had much greater engagement with the start up entrepreneurs, who have reported higher levels of confidence on an ongoing basis.

Since the end of the 2015 financial year, we have run the first ever North East Social Enterprise Festival with 63 exhibitors and 750 visitors, and are already planning the 2016 event at the Sage, Gateshead.

The profile of social enterprise in the North East is higher with the public and with other stakeholders.

We continue to pursue our aims into 2015-16 and aim to make profit having invested in our staffing in 2014-15 to enable us to grow.

Abbeycroft Leisure

Abbeycroft Leisure is a charitable leisure trust that manages 11 sports and leisure facilities across Suffolk.

There is a wide range of pay and play activities at each centre as well as weekly sessions run especially for the over 50s, adults with disabilities and children, with the offer of a crèche to enable parents to access facilities and activities. The organisation also provides facilities for outdoor sports.

The main activities of Abbeycroft are the promotion of health and fitness through the provision of education, training and support as well as encouraging social interaction within the community.

Social Impact Statements

Social inputs - sports and physical activity outreach programmes

Abbeycroft Leisure manages 11 leisure facilities, including a Health and Wellbeing Centre and an Education facility available for community use. These comprise fitness studios, swimming pools, health suites and exercise class programmes. Concessionary rates are given to students, senior citizens, people with disabilities, the unemployed and people on income support.

The sports development and physical activity function organise a wide range of outreach activities so that those communities who have difficulty accessing leisure facilities still get the opportunity to engage in sport and physical activities. Examples of activity is as follows:

  • Stand Tall is a 12-week physical activity course aimed at 14-25 year olds living with mental health concerns such as depression or anxiety who are physically inactive and undertake less than 30 minutes vigorous exercise per week. Sessions are based on boxing techniques that aim to support with behaviour change, health improvements and increases in activity levels.
  • Monday Mums is an antenatal group that educates and empowers pregnant women who are overweight or obese. Supporting a healthy pregnancy and birth experience with the aim of reducing BMI levels and increasing the chances of having a vaginal birth.
  • Keep Active works with under 25’s and over 55’s to increase participation in physical activity by working both on and off site to increase activity levels and improve health.
  • An initiative called Explore Outdoor works with schools and businesses to develop interpersonal skills and helps to get people active who wouldn’t normally engage with traditional sport.
  • The GP Referral scheme continues to thrive and sees regular referrals come through our doors to experience the benefits of exercise on their health and quality of life.

Social outputs - key statistics

Abbeycroft Leisure’s leisure facilities have attracted over 1 million visits in the last financial year, showing an increase of 4%.

  • Stand tall received 124 referrals
  • GP Referrals received 195 referrals
  • Monday Mums worked with over 60 mums-to-be as referred by mid-wives
  • Explore Outdoor worked with over 7000 people / 347 sessions
  • Keep Active continues to work with over 80 people each week
  • Otago Falls Prevention worked with over 1,200, 67-89 yr olds
  • Free swimming sessions for under 16’s and over 60’s saw an attendance of 7255
  • 12 apprenticeships are currently in place, at least 3 former apprentices are now working for us and developing their career path, and the number of apprentices working in the organisation is likely to increase over the next year.

Social outcomes

Exercise on Referral has seen 61% of clients continue participation in physical activity.

Stand Tall gives an SROI of £6 for every £1 spent and has seen 66% of clients continue increased levels of participation in Physical Activity.

Monday Mums has worked with over 60 mums throughout 2014/15 with 86% having a vaginal birth compared with 54% of high BMI ladies who hadn’t attended the programme.

17 volunteers were trained in Spectator Safety Level 2 and over 63 volunteers supported activity.

Abbeycroft Leisure hosted The Aviva Women’s Tour which saw the economic impact of visitor net expenditure at around £440,000 and an estimated 15000 spectators. There was anecdotal evidence to suggest that community cohesion was improved via the community activity that took place around the event. This event fed into the Women on Wheels charity cycle ride which Abbeycroft Leisure organise, and saw almost 200 ladies 8 – 80 yrs sign up to the event, raising £3000 for charity.

A social impact model for the whole organisation is currently in development and will be ready for use for 2016/17.

Social Impact – in their own words

Our mission is “Inspiring a Healthier You”. To achieve this, we aim to:

  • deliver high quality leisure facilities and provide customers with tailored expert advice at an affordable price
  • create opportunities for people to take part in sport and leisure activities in groups to enhance general wellbeing, encourage support and friendship and create a sense of belonging for members of the community
  • organise and engage in local, regional and national initiatives to further enhance the opportunities available to participate in sport and physical activity
  • ensure that the facilities and activities on offer are accessible to all sections of the community
Women on Wheels 2015

Women on Wheels 2015

Social Impact – in their own words

We set up Abianda to address the gap in services for gang-affected young women and to change the way services are delivered to them, so we can more effectively respond to their needs.

We do this through our unique model of practice – we address the barriers that stop young women seeking help & work alongside them to design & deliver our services.


Abianda is a social enterprise that works with gang-affected young women and the professionals that support them. Gang-affected young women are a hidden group in our communities, experience sexual violence and exploitation and can’t always access services for help.

They aim to bring about a culture change in the way services are delivered to gang affected young women in order that:

  • They are no longer a hidden group in our communities;
  • Services can respond in partnership to their complex needs;
  • Young women and their children can be safe;
  • They can make the changes they want in their lives and contribute positively to their communities

Social Impact Statements

Social Inputs - services for Gang Affected Young Women and professionals

Abianda is a social enterprise that works with gang-affected young women (GAYW) and the professionals that support them.

We aim to bring about a culture change in the way services are delivered to GAYW in order that:

  • GAYW are no longer a hidden group in our communities;
  • Services can respond in partnership to GAYW’s complex needs;
  • GAYW and their children can be safe, and;
  • GAYW can make the changes they want in their lives and contribute positively to their

We work to the assumption that GAYW are the experts on their lives and those people affected by a problem are best placed to find solutions to it.

For young women we deliver:

  1. The Star Project: a one-to-one service for high risk GAYW aged 16-24
  2. Train-the-trainer: training for GAYW to become professional trainers in order that they co-deliver our training packages to professionals on a paid basis
  3. Bespoke participation projects: national projects to understand problems, and the solutions to them, from young people’s perspective
  4. Young Women’s Business Advisory Group: where young women develop business and leadership kills and influence strategic planning and the development of Abianda.

For professionals, we offer:

  1. A range of training packages: including, working effectively with GAYW; Child Sexual Exploitation, Solution Focused Therapy; and Participatory Practice with marginlaised young people
  2. CARE: consultancy, analysis, review and evaluation services for local authorities, institutions and organisations

All of our work has a direct social impact, whether working with young women or the professionals that support them. IN the last operational year we have:

  • Worked with young women not in employment, education or training (NEET) to understand the barriers they face in accessing employment and training. We supported them to influence the opportunities available to young omen in their local authority
  • Worked with our Young Trainers to develop monthly seminars on how to work effectively with gang-affected young women. They are delivering these seminars to London professionals
  • Trained professionals from a range of of professional contexts in order that they are more confident and equipped to support young women affected by gangs and children who are sexually exploited
  • Began a European project that will increase the knowledge and skills of specialist sexual violence (SV) services to use participatory practice with marginalised young people afected by SV

Social Outputs

In 2015/16, our key outputs were:

  • 7 x Young Trainers, who are gang-affected (GAYW), have delivered Abianda training packages to professionals on a paid basis
  • We have delivered a intensive 3-day training programme to 60 professionals on working effectively with GAYW
  • We have delivered child sexual exploitation training to 100 professionals
  • Developed new partnerships with statutory and non-statutory partners in Islington to support and risk manage our one-to-one work with GAYW
  • Consulted with 44 young women aged 16-24 about the barriers and challenges that young women face in accessing employment and training
  • Ran a young women’s event for 11 young women who were not in employment and training
  • Worked for 1 year with 7 young women who were not in employment, education or training (NEET) through 18 group work sessions addressing barriers to employment and training

Social Outcomes - changing lives

GAYW tell us that working with Abianda has changed their lives and they can safely talk to us about risks they feel they cannot discuss with other services. We have independently evaluated our services in order to formally gather this information from our service users. The evaluation stated that Abianda is innovative in:

  • Developing an unique model of practice that is clearly articulated & implemented in practice;
  • Using approaches & techniques that establish trusting relationships quickly & engage successfully with young women, hitherto with a history of non-engagement;
  • Working closely with other agencies, specifically with regard to risk management & safeguarding in an area where there are specific safeguarding challenges;
  • Meeting MOPAC’s core principles & minimum standards that to date, have been established as important in working with this group

We collect beginning and end data on all our projects which details the impact and the need from the perspectives of our service users.

Outcomes for young women include:

  • Increased knowledge:
    • of the risks they face in the context of gangs
    • of healthy and un-healthy relationships;
    • of sexual violence, CSE and other VAWG issues;
    • identifying the skills and strategies they are already using to navigate these risks and how they might be able to deploy these skills and strategies in the future to keep them (and their children where applicable) safe
  • We support young women to make the changes they want to make in their lives and to contribute positively to their communities
  • We support GAYW to:
    • manage big and difficult emotions (including anger, anxiety etc) that can lead to, or be a symptom of self harm and other mental health issue;
    • bounce-back despite adversity;
    • think critically about interconnectedness of the individual and social context as well as gender and identity;
    • navigate the risk they experience due to gang association;
    • keep themselves and their children safe and have control over their own lives

As well as the SFBT techniques which are laced through our approach, we have a range participatory exercises that help us do this.

100% of professionals trained have:

  • Increased abilty to identify GAYW
  • Increased knowledge of how young women are affected by gangs
  • Increased confidence to work effectively with GAYW

Social Impact – in their own words

We operate in a rural area of Mid Wales and cover a large catchment area covering villages such as Llanwrtyd Wells, Llangammarch Wells, Beulah, Cilmery, Garth, Abergwesyn and all the areas in between. Our services are available to all who need it whether they are young or old.

We endeavour to increase social inclusion and improve quality of life for our customers. Our key social beneficiaries are those that have been affected by social isolation, whether that is because of disability, illness, or lack of accessible transport.

Llanwrtyd Wells

Llanwrtyd Wells Community Transport

Llanwrtyd Wells Community Transport provides a diverse range of transport services to it’s local community, wherever possible linking with existing bus and rail routes.

1 in 4 people in their catchment area are unable to drive or do not have access to a car. Since 2007, they have successfully delivered a quality, demand-responsive, flexibly routed, integrated transport service designed to meet the needs and aspirations of those living in their community.

Over 90% of turnover is generated from transport contracts, group hire to local voluntary organisations, work for Arriva Trains Wales and the Heart of Wales Line Travellers Association, event recycling activities and recently the sales of glass cullet products.

Social Impact Statements

Managing a community centre to enable social interaction

Recently we have opened our very own community centre/social hub at the old station in Llanwrtyd.

We use the hub as a centre where people can get to together over a cuppa. We have various activities including coffee mornings, exercise clubs, befrienders and this is just the beginning, we hope to expand the services we offer over the coming year.

We offer free transport to those who are unable to make their own way to the hub, ensuring no one is socially excluded. We are also in the process of organising talks from various groups, i.e. fire safety unit, Bobby, and Age Cymru, so that they can ensure everyone has access to any information they require. We also have computers in the hub, so those who have no access at home can access the internet for whatever reason they may need.

Reducing social isolation via ‘shoppa’ service

We run twice weekly shoppa services for anyone unable to access regular means of transport. We collect from the door and return to the door, and our drivers always assist with the bags of shopping.

This not only allows our users to get to the shops to get what they need, it is also a social outing, they regularly all go for a meal out when they go on the shoppa trips. Through our shoppa trips, the users create a friendship wheel, where they all communicate and check on each other on a regular basis. This is a great way to break the loneliness that can be felt by many who suffer with rural isolation.

Community garden to provide fresh produce to those in need

We had our second year of proper production in our community garden last year. We have a couple of volunteers that keep the garden for us and all the fresh produce is distributed to those in need in the local community.

Many families find it difficult to afford fresh fruit and veg, so this is a way of us ensuring they always have access to fresh produce. Last year we supplied 27 families with fresh fruit and vegetables on a weekly basis.

Peninsula Dental Social Enterprise CIC

Peninsula Dental Social Enterprise CIC (PDSE) is responsible for the running of Dental Education Facilities (DEF) across the Southwest, with clinics in Exeter, Truro and two in Plymouth.

Both the school and the clinics were established to tackle oral health inequalities in the far Southwest, training dentists who may stay in the region once qualified, treating patients in the teaching clinics who may not otherwise have access to treatment and providing and promoting oral health education in the communities served. PDSE’s Community Engagement Team work closely with many of our local communities including schools, prisons, care homes and charitable organisations to promote and develop programmes for oral health education. Students work alongside the Community Engagement Team to deliver oral health projects within these local communities.

Social Impact Statements

Providing clinical services to socially disadvantaged groups

PDSE has treated almost 10,000 patients in the last year, providing first class clinical services at no cost to the patient. Most patients have not had access to a dentist, often as a result of social healthcare inequalities, which PDSE seeks to address.

Providing clinical placements for undergraduates

PDSE has provided clinical placements for 267 dental undergraduates in the last year, supporting professional learning with excellent facilities and a dedicated professional team of dental nurses and support staff and highly qualified supervising dentists.

A new Dental School program to train undergraduate Therapy Hygiene students is also now supported by clinical placements in our clinics, promoting teamworking within the dental professions. PDSE has also started an apprenticeship program for trainee dental nurses, widening access to a professional career and participation in education.

Engaging with the local community

The PDSE Community Engagement Team has developed a range of innovative programs designed to promote oral health and oral health education, and also to involve students in community projects.

Some examples are:

  • The Dental Ambassadors project which trains adults with physical and learning disabilities to provide peer learning in the setting of their own community group
  • The Open Wide and Step Inside animated film which gives simple oral health messages to primary school age children
  • Setting up and supporting brushing clubs in local primary schools, providing oral health education and curriculum support in early years education, with additional learning materials developed by the team

Social Impact – in their own words

Peninsula Dental Social Enterprise (PDSE) is committed to improving oral health across the South West.  PDSE is the first project of its kind to receive the prestigious Social Enterprise Mark, the only independent proof that an organisation puts people, planet and community ahead of profit.

PDSE has adopted the following statement which forms the underlying principle for its community engagement activities:

The company’s activities will provide benefit to:

  1. Members of the community in Devon and Cornwall requiring dental treatment, other clinical and non-clinical services and other relevant information
  2. Students and other members of the community who require education and training in dentistry and related clinical and non-clinical services

Please click here to view the PDSE Social Audit Report.

Social Impact – in their own words

Watermans’ mission statement is to inspire communities through creative practice. Specifically, the organisation has three key goals:

  1. to build an engaging and interactive programme with West London communities
  2. to bring communities together through cultural participation
  3. to promote engagement with innovative digital and new media arts practice

positive word cloud Watermans

Watermans is rooted and directly engaged in its community, stimulating creativity and cultural participation, but also contributing to other aspects of community development through our work in education and learning, health and social care, regeneration and community cohesion. We deliver these programmes across Hounslow and in other boroughs across West and South London, principally through contracts with public sector agencies.


Watermans is a world class, high profile arts centre, driven by a strong ethos of community participation and a belief that the arts should be for everyone.

Watermans believe it isn’t just important to reach audiences, but to get audiences to participate in the arts. This idea drives everything they do.

It means that there are always things to do there for people from all walks of life. It means that they make a point of catering for minority groups, disabled groups and marginalised groups. It also means that they treat these groups just like everybody else, with the same access and opportunities and expectations.

Social Impact Statements

Bringing communities together through cultural participation

Watermans aims to build an engaging and interactive programme with West London communities and bring them together through cultural participation. This is especially relevant to the geographically and culturally diverse London Borough of Hounslow where the level of provision and participation in Arts programmes varies greatly across the borough. To progress this, Watermans takes a leading role in developing and delivering outdoor arts and outreach arts programmes across the Borough to develop and engage new audiences.

During 2014-2015, Watermans programmed arts events seen by a combined audience of more than 30,000, of which 44% reported they had not been to an Arts event in the previous 12 months. Watermans is also a lead partner in Hounslow for Creative People and Places (CPP), an Arts Council England fund to increase engagement in the arts through long term collaborations between local communities and organisations.

The three main aims for CPP Hounslow are:

  • To develop 4 hubs in key locations across the borough to deliver front line engagement and empowerment activity
  • To deliver high quality, high impact outdoor arts events in Hounslow town centre, tailored to local communities, to develop significant new audiences
  • Capacity building to develop local artists and arts groups, and therefore arts provision across the borough

By increasing access, awareness and excellence in the arts the objective is to raise the level of engagement in the arts to 45%, which is in line with the average of Outer London. Each hub is supported by a dedicated community arts worker who will support local community groups in developing community based Arts projects. The first such projects commenced in October 2015.

Engaging with local families

Watermans engages with local families through programmes such as Children’s Theatre, Family Cinema and ‘Short Break’ events for families with special needs. These programmes run through the year and are complemented by special themed events such as the ‘River Weekender’ (part of the Totally Thames festival) and Fun Palace (part of the nation Fun Palace festival).

These activities support local families and encourage their participation in the Arts, and also contribute towards.the LB Hounslow Civic Pride programme which aims to support and empower local communities and families.

Delivering Participative Arts workshops

Watermans offers Participative Arts workshops delivered by professional artists throughout the year, and an intensive four week programme of workshops through the summer (‘Urban Ambush’). Artforms range from Asian Classical dance to Parkour/Street Dance, Drama, Animation, Digital Media, Visual Art forms and Music.

The Participative Arts programme is highly inclusive – 29% of those attending Urban Ambush having some form of special need (communications, learning, access) and a similar percentage are from disadvantaged backgrounds. Besides being fun, feedback from participants, artists and youth workers consistently demonstrate the workshops deliver a wide range of benefits. In addition to nurturing new skills and interests, they help participants develop their powers of creativity and self-confidence, how to work in a group and other key life skills.

Supply Shack

Supply Shack is a social enterprise and an award-winning supplier of business products and services, specialising in design, print, signs, banners, exhibition displays, office stationery and branded gifts. Divisions include: Office Shack, Design Shack, Print Shack, Sign Shack, My Gift Shack.

Supply Shack is dedicated to trading for both people and the planet with a unique giving-back business model – they do this through raising funds, sponsoring an event or donating time and profits. They also engage with charities and apprenticeship schemes, offering those less privileged the opportunity to get on the employment ladder.

Social Impact Statements

Supporting charities and good causes

  • Created a musical event for The Butterfly Foundation to raise awareness
  • Choreographed a stage play for women from the Butterfly foundation who were subject to domestic violence
  • Built a Therapy Shack for Hannah House (BCHA) clients who were homeless and suffered from drug and alcohol dependency
  • Recycle various office furniture items and give them back to nominated charity partners
  • Deigned, Printed and installed free of charge £3,500.00 window display to promote Lewis Manning Hospice new charity shop
  • Provided a £1000 incubation fund to kick start Lewis Manning Hospice development project for their new end of life centre
  • Organise a high profile ball to promote Life Education Wessex children’s charity
  • Raise awareness for charities through our social media platform
  • Nominated charities have a dedicated support Supply Shack team that will help to raise their profile by committing resources to run events

Offering opportunities for workplace experience

We have recruited apprentices and offer work place opportunities for those from socially disadvantaged backgrounds.

Currently working with Prospects UK who take on individuals who’ve been referred to from the Job Centre. Working also with Catch22 a non profit charity who work with young individuals who try to turn their lives around by offering work place opportunities. We have already taken on one apprentice from this organisation.

Creating community value

The profits from our Shack divisions are reinvested into our community with a heavy focus on making a difference to people’s lives.

Social Impact – in their own words

Our social impact timeline outlines our activities and illustrates how we have made a difference.

Supply Shack Impact

Our primary focus is to provide employment and training opportunities for young people and people from socially disadvantaged backgrounds. Through our training programs we hope to empower them to make educated career choices, realise the options available to them, boost their social confidence and improve their employability.

Social Impact – in their own words

Iridescent Ideas Social Impact

Our latest Social Impact Report shows the full impact of our work.

Our social impact in numbers:

Iridescent Ideas

Iridescent Ideas CIC

Iridescent Ideas is a Community Interest Company (CIC) that helps other social enterprises to succeed. They deliver business advice and influence policy-making to help enable the conditions for a social enterprise economy.

They want to see a sustainable, more balanced and less environmentally damaging economy, and they believe social enterprise is the solution.

Social Impact Statements

Providing business advice and support

  • We have provided business advice and support to 36 social enterprises, charities and voluntary groups.
  • Around 150 people have benefited from workshops we delivered on social enterprise themes.
  • We helped 4 organizations access c£230,000 in funding to help them deliver work
  • We supported 18 individuals around setting-up and developing social enterprises

Developing local social enterprise network

We invested around 200 hours (equivalent of over £10,000) in free support to develop the local social enterprise network

Supporting and promoting local social enterprises

We were key players in Plymouth becoming the UK’s first Social Enterprise City. This prestigious award in September 2013 generated press, radio and TV media interest which really put social enterprise into the mainstream in Plymouth.

It is providing a platform for many social enterprise initiatives. Highlights include Plymouth City Council providing £500,000 in a Social Enterprise Investment Fund and the annual Social Enterprise Festival that saw over 1,000 people attend events in November 2013


Art4Space is a leading Community Arts Organisation, established in 1999 by a group of 3 experienced professionals to address social, education and health issues using the arts to inspire and strengthen communities.

Over the years they have built up a strong level of trust, professional acumen and have demonstrated vast social impact. Giving people creative experiences and putting high quality art work into the public realm is what drives Art4Space. They define ‘Community’ as: pupils, older peoples groups, tenants of housing estates, corporate teams, youth offenders.

Bringing groups together with a common creative focus improves a sense of well-being. Art4Space workshops have therapeutic benefits, build confidence and self-esteem, encourage team building and problem solving, develop creativity and imaginative thinking.

Social Impact Statements

We are innovative and inspire and lead others

Art4Space are innovative and able to inspire and lead others, for example our ‘Birds Fly to Africa’ project reached out to thousands raising awareness about global partnerships and sustainable education projects

We create positive change through community art commissions

We have created positive change through our community art commissions this year and completed 15 in total

We are focused on our cause

We are focused on our cause and demonstrate an integrity that makes us trusted. We have increased our Facebook page to nearly 1000 likes and more people are accessing our services than ever.

Demonstrating social impact through story-telling

Art4Space demonstrate how they are making a difference through telling the story of their journey to fulfill social objectives. Their Birds Fly to Africa project case study illustrates how the steps taken in reaching a destination are equally as important as the final result.

The below video really brings alive the story of Art4Space’s Birds Fly to Africa project.

Social Impact – in their own words

MHDT Social Impact ReportOur activities are empowering residents to take control of their health and well being, gain employment and start their own businesses and community group.

Our Social Impact Report shows our impact goes beyond this.

Manor House Development Trust

Manor House Development Trust is a community-led, charitable Trust that works in partnership with local residents, community groups, voluntary sector, private sector, and public agencies to bring about lasting improvements for the benefit of all in the Woodberry Down and Stamford Hill area of East London.

They champion environmental, health and economic improvements across the area and co-ordinate the delivery of a wide range of community development services across north-east Hackney.

Social Impact Statements

We are building community resilience

There is evidence of further impact, where six of these outcomes are also contributing towards building community resilience.

Building social capital

  • By offering opportunities for long-term engagement we are increasing the numbers of people who feel they have a greater sense of belonging by 500%.
  • By reducing the isolation people feel, we are helping to build trust and a sense of obligation to help others among residents
  • By building connections with other communities, we are helping to build trust among young people in their community

Building a local voluntary sector

By offering structured volunteering placements, we are providing people the training and long-term support to not only volunteer with local community initiatives but to take ownership of them.

Increasing access to local services

  • By offering affordable space and opportunities to engage with the community, we are attracting a network of new service providers to the local area bringing with them a range of vital services.
  • By targeting isolated people on their doorsteps, we are increasing people’s access to vital local services

Providing local training opportunities

  • By addressing the barriers people face to accessing local training, we inspired NEET young people to complete a training course rather than taking part in the London riots

Promoting healthier and greener behaviours

  • By building community cohesion, we are promoting long-term behaviour change

Tackling fuel poverty

  • By targeting fuel poor households, we are tackling fuel poverty and increasing people’s resilience to extreme cold weather

We are connecting people and organisations

These initiatives are having a variety of different impacts on the community:

  • Supporting isolated people in their homes is tackling fuel poverty and the illnesses associated with it. We estimate the PACT home Visits service has created savings in energy bills of £125,300 per year.
  • Collective learning: Group activities encourage people to keep attending and aid the learning process, which promotes long-term behaviour change.
  • Long-term engagement increases the likelihood of people adopting green and healthy behaviours by up to 70%.
  • Building connections with other communities is broadening horizons of young people, encouraging them to open about issues that affect them.
  • The offer of affordable space at the Redmond Community Centre (subsidies provided by the Trust to a value of £25,000 in 2014/15) has enabled a large number of new service providers to come to the area for the first time.

We are making better use of space

Manor House Development Trust is innovative in the way it manages its own space and how it influences its partners to use space. Over the years, it has used its strong relationships with regeneration partners to use disused space to the advantage of local people in a range of ways, promoting training and job opportunities and transforming local green spaces into areas to be enjoyed by the community.

  • The Redmond Community Centre is a hub of community activity, host to an extensive range of activities and services and a trusted place for residents to access those services. As Maggie describes, coming to the centre is like seeing her family. The centre is doing well to diversify the range of services residents can access by creating permanent features. By transforming the reception into a pop-up cafe and arts space; and the patio into an edible garden, residents can now benefit from opportunities to meet, appreciate art, grow, cook, share recipes and eat together. With added features like free WIFI, open access computers and a library, the centre is attracting more people and encouraging them to come more frequently to take advantage of the range of activities the centre has to offer. This can only contribute to greater impact in helping transform people’s lives in the future.
  • The PACT programme has made great strides in making better use of local green spaces by running wildlife and foraging walks, training courses and festivals. We are already seeing the impact of this where people are taking ownership of these activities, running the Hidden River Festival, volunteering to keep spaces clean and running community groups to manage green spaces.

Turning Point

Turning Point is a social enterprise, providing specialist and integrated services which focus on improving lives and communities across:

  • mental health
  • learning disability
  • substance misuse
  • primary care
  • the criminal justice system
  • employment

Tailored  and personalised care helps achieve positive outcomes by offering choice, creating independence and helping people build a better life.

Social Impact Statements

Helping people back to work

Services have an important role to play in providing employment, training, education and volunteering opportunities to service users. There are a number of barriers to entering, and sustaining employment for those with a history of substance use and/or mental health problems. Historically, education, training and employment (ETE) has often been an ‘add on’ to aftercare in treatment services, the assumption being that signposting to ETE support comes at the latter stages of the recovery journey, and signals exiting from treatment. However, we know that recovery journey in itself is not necessarily a linear process.

Our recovery services develop close partnerships with Job Centre Plus, Training Providers, and Local Colleges in order to see what training they can offer our service users. We also work closely with local social enterprises to create work experience opportunities and support our service users to set-up their own social enterprises.

Examples from 2014-2015 include:

  • The Recovery Kitchen in Birmingham is a catering enterprise run by a group of ex-service users. The development of the enterprise was aided by local consultancy support around start-ups, support from the ETE and volunteering leads with Birmingham Drug Line, and Turning Point central support services
  • Following setting up partnerships with local social enterprises offering supported work opportunities, South Westminster Drug and Alcohol Service has supported service users accessing provision at the House of St Barnabus in Soho, which offers a programme of support including supported employment opportunities within the club itself.
  • As part of ETE provision within Wakefield’s PBR ARC provision, a shop within the town centre has been utilised by service users developing ETE skills and experience. Since July 2013, The ‘Retail Learning Experience’ has provided placements for sixteen service users, who have volunteered within the social enterprise. All volunteers have achieved a qualification whilst in the RLE, relating to their volunteer placement, and an additional eight qualifications have been achieved by those able to complete additional accreditation. Four of these volunteers have gained employment post the RLE. In regards to the finance, all proceeds from shop sales have been reinvested back into building up the stock base, allowing the enterprise to function.

In 2014-2015, 658 people left our substance misuse services and went straight into paid employment.

In 2014-2015, 41 people in our learning disability services have been supported to access education, employment or training. Learning Disability service users are supported to undertake voluntary work and examples include volunteering as a warden at the local marina and wildlife park (Bedfordshire), in the local library café (Scotia House) and as part of local action groups such as the local autism partnership meeting (Bedfordshire) and attending People First advocacy group board meetings (Bradford).

Mobilising communities

Community life, social connections, supportive relationships and having a voice in local decisions are all factors that underpin good health, however inequalities persist and too many people experience the effects of social exclusion or lack social support.

The assets within communities, such as the skills and knowledge, social networks, local groups and community organisations, are building blocks for good health and Turning Point mobilises those assets within our work.

Case study – Bradford Taxi Campaign

Our People’s Parliament is a set of regional groups feeding into a national Parliament which enable individuals we support through our learning disability services to have their say on what is important to them.

The People’s Parliament was established in 2014-15 and the first meeting saw the launch of the new Involvement Charter for Turning Point’s Learning Disability Services. The Involvement Charter has been co-produced by people we support, staff and management across the Learning Disability Services.

In 2014-2015 members of the Bradford People’s Parliament “Step Forward” were heavily involved in a local campaign with People First Keighley & Craven – a Self-Advocacy and Campaigns group for Adults with Learning Disabilities – to raise awareness of taxi firms charging excessive amounts to carry wheelchair passengers, sometimes double the standard fare.

The national Turning Point external affairs team has supported the campaign with expert advice. The campaign called for section 165 of the Equality Act 2010 to be enacted. This act imposes duties on the taxi driver when carrying wheelchair passengers and states that assistance duties should be carried out… without making any additional charges.

The campaign’s petition was distributed across Turning Point and as a result of a number of events one local taxi firm has made a public pledge to charge no extra to carry a wheel chair.

Case study – Birmingham Community Navigators pilot

In July 2013, Turning Point launched a pilot Community Navigator service which ran for 17 months targeting two particularly deprived neighbourhoods in Birmingham. Commissioned by Birmingham City Council, the pilot aimed to better to connect people to resources in the community promoting wellbeing and independence, thus reducing dependency on statutory services.

The staff team brought together professionals and local people working as paid staff and volunteers, and supported over 1,000 local residents providing signposting and support to engage with services, wellbeing coaching and peer support. In addition the service supported the development of new micro-enterprises and resident led initiates to promote health and well-being.

The pilot’s capacity building activity took a number of forms including: identifying gaps in local provision, supporting local community and voluntary organisations to extend or improve the quality of their provision and helping local people set-up new groups and networks.

Specific examples include:

  • training meals on wheels drivers to provide added value by referring vulnerable clients to the navigator service;
  • funding additional capacity of a seated exercise programme for older people;
  • supporting additional community transport runs by supplying volunteers to help out;
  • supporting the set-up of a men’s diabetes support group;
  • training volunteers to help people bid for social housing properties;
  • helping self-organised social groups for older people get going;
  • providing advice with marketing and undertaking DBS checks for members of a local timebank so it could take referrals from the local authority;
  • supporting a number of local people to develop business plans for new social care micro-enterprises.

Tackling the causes of addiction and poor mental health

Turning Point takes a holistic approach to recovery, helping to tackle the social problems that are so often at the root of addiction and poor mental health.

Case study – Ricky

Ricky’s Turning Point story began 30 years ago. In 1985, arrested and imprisoned for a drugs offence, he realised for the first time that he needed support to break the cycle of drugs and crime he was in. Probation officers steered him towards Turning Point.

“(Turning Point) spent a great length of time asking me about my expectations following my release and trying to gauge how they could best help me. I needed a safe and suitable form of accommodation. A really key part of getting clean and staying clean is wanting it for yourself. From my visits, Turning Point could see I was really committed to living a drug-free life after prison. I received care and support from a residential treatment centre in the West Country. It was the hardest 12 months of my life; it forced me to look deep within myself to find out why I had become an addict. I think my personal turning point was as soon as I got into treatment.”

Ricky’s life moved on. After years in recovery, he has recently re-trained “to do a job to give back to people like myself who need support in the early days of recovery.” He studied for a diploma in drugs, alcohol and substance misuse, and now has a diploma in counselling. “I went from addict to homeless to losing my family and finally to treatment and getting my life back. For me, Turning Point means a chance for a new life…if you want it.”

Case study – Out There Everywhere, East Kent

The region of Thanet in East Kent is affected by severe economic and social issues. The issues experienced by many who live in Thanet are too numerous and complex for drug or alcohol dependency to be treated as an isolated problem. Poor housing, unemployment, family breakdown and offending behaviour are often present at an inter-generational level.

To treat residents affected by drug and alcohol misuse in a more coordinated and effective way, in 2014-2015, Turning Point began a programme of proactive cooperation with other organisations working in the local area including:

  • local NHS services
  • the probation service
  • housing officers
  • the police
  • JobCentre Plus
  • community mental health services
  • homeless project
  • the carer support group
  • the local hospital
  • staff at the council’s gateway centre.

Turning Point shares information, trains staff to refer clients, places outreach workers in their premises and attends meetings both bilaterally, and as part of the local authority’s Margate Task Force anti-poverty group. If someone affected by alcohol or substance misuse comes into contact with of these services, Turning Point has an opportunity to engage with them.

Turning Point in Thanet currently has twice as many service users in treatment than in 2013. Work with the Citizens Trust has resulted in 27 service user going on to full-time education or employment, and the number of unemployed service users has dropped by 16 per cent.

There has been a 77 per cent success rate for those recovering from alcohol dependency and remaining sober after six months. This is despite of a 300 per cent increase in those presenting to the service with a dependency on alcohol. The organisation’s work with other agencies has made it possible to provide a holistic package of treatment to individuals. In turn, this makes long term-recovery much easier to achieve.

Social Impact – in their own words

Turning Point is a social enterprise, focused on improving lives and communities. Any surplus profit is used to provide the best services in the right locations for those that need most, across mental health, learning disability, substance misuse and employment.

Turning Point_Value of SubstanceSocial Return On Investment (SROI) is an approach that can help us include softer outcomes, tell the wider story about the difference that the service has made, and also consider which outcomes are most important. We have used SROI to understand the impacts of our activities and show how we understand the value created, manage it and can prove it.