This blog was produced in collaboration with social enterprise bodies from Australia, Canada, New Zealand, the UK and the USA.
Wages are a highly discussed topic across most sectors and industries. Around the world there is ongoing publicity that highlights concerns around modern slavery, exploitation of workforces and disparities in income.
When it comes to social enterprises there can be the expectation that they go above and beyond on wages, by virtue of their model – doing business for good. Wages are a complex area in general and, for social enterprises, there are unique circumstances that further affect approaches and perceptions.
We know that as social enterprises we must value staff, ensuring that they are being paid fairly, especially for those that are marginalised or prone to exploitation – for example, people with a disability. We also know that social enterprises need to attract talent and skills to the team.
As a group of international social enterprise certifiers and standard setters, we all recognise that we want to be more effective in creating transparency and understanding around these points. Giving the issue more prominence can assist and empower those that work in social enterprises, as well as create confidence in the ‘social enterprise brand’ for customers. Across social enterprise certifications/accreditations in Australia, Canada, New Zealand, the UK and USA – there are standard principles that we each apply around wages.
The focus for all certifiers is on the broader remit and raison d’etre of a social enterprise – i.e. evidencing social, cultural and environmental purpose being at the heart of the business. However, all certifiers include some form of ‘sense check’ on wages, for example through self or public declarations, and understanding pay policies and challenging ‘out of the ordinary’ pay levels where they are visible. However, wage audits and verification, which are not checks mastered in the regular domain, are not a pass-fail criterion of social enterprise certifications.
Amongst the certifiers there are several consistent issues and questions that arise around wages:
Concerns of underpayment
For some certifiers, stakeholder underpayment has now become a key issue, particularly for the most vulnerable employees and where there is no minimum wage legislation as a safety net, as is the case in the USA, where minimum wage varies by state.
Other concerns of underpayment have arisen in Australia, where many social enterprises pay employees with a disability an acceptable productivity-based rate. Although lower than minimum wage, these rates are consistent with legal requirements and enable these individuals to have employment where they otherwise might not attain it. While this is an ongoing subject of debate in Australia, solutions have and continue to be developed to equalise outlier wages.
Disparity in salaries
A further consideration is very high salary payments, with a focus on the pay differentials between highest and lowest paid staff. Across all certifiers this is not an easy assessment and there are a variety of considerations at play including the sector of the organisation.
For example, in the UK there is a need to set salaries to attract locum GPs in the NHS, while other industries face similar shortages of skills which can affect wages. In the UK, the Social Enterprise Gold Mark standard considers pay differentials between highest and lowest paid staff but doesn’t have a pass/fail approach, rather a collective scoring on a number of ethical issues.
Paying yourself is not at odds with social mission
All certifications also report the issue of founder underpayment, which has largely fallen under the radar. At times each of the certifiers has encountered social enterprises founders, particularly amongst younger generations, who are uncertain as to whether they can draw a wage and how this would be viewed in the certification assessment.
This is a fundamental misunderstanding of what social enterprise is about. Social enterprise has to become a sustainable business, nobody can afford to work for free ongoing and indeed this may mask underlying viability issues. On the other hand, we expect social enterprises not to be duplicating the ‘fat cat bonus’ and huge pay differentials that have dogged other sectors.
Some social enterprises, where their business model allows for it, go over and above legal obligations, while others resource wages within their means and in line with minimum or legal requirements. Aside from a sense-check there are no hard and fast rules around payment of wages in social enterprise certification. The variations in legal context, industry and workforce means there are different and valid approaches. Ultimately, we should be looking at what social enterprises can achieve within their own industry and national context.
For seekers and stakeholders of certification, the issues around wages may affirm or challenge assumptions and experiences. The local certification bodies are a resource to tap into as questions and issues arise.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/04/Cashflow.jpg445600Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2021-09-13 08:06:492021-09-13 08:06:49Certification and social enterprise wages
By Mark Cockerton, Advisor on urgent healthcare & GP out-of hours services
We will soon be having a(nother) reorganisation of the NHS.
I’m assuming that readers will have read the White Paper so I haven’t covered the detail of those proposals. As a very broad summary: A major feature of the 2012 reorganisation was to introduce automatic tendering of NHS healthcare services and bring the commissioning of NHS healthcare services under the jurisdiction of the Competition and Markets Authority.
Both of those are going to be reversed next year. It says it all that the previous ‘reforms’ are being dismantled by the governing Party that introduced them.
9 years too late in my view…
Regular tendering of urgent care services has become commonplace. There is precious little evidence of any VFM or service quality benefits arising from tendering; neither are there any shining examples of that process improving collaborative working in urgent care. Some of you will disagree with that, however my assertion is that it isn’t the competitive tendering process that drives service quality.
Many of us remember the world before competition when our organisations were fully-compliant against all 13 NQRs and there was an immediate action plan drawn up to deal with any non-compliance. The assumption that including a requirement to collaborate in a contract specification would mean that collaboration would follow is a pretty damn naïve one. It often had the opposite effect with services much less inclined to collaborate after being in competition with each other during a tender process.
Had NHS competitive tendering been a success when judged against the huge cost of the organisations (including CCGs and Commissioning Support Units) set up to service the system, we’d have been given examples showing us how well it was all working. I have never seen any VFM comparisons taking into account the cost of commissioning, contracting and tendering.
Given the failure to achieve notable service improvements from competitive tendering there is strong public and NHS staff support for scrapping section 75 of the Health and Social Care Act 2012 and for removing the commissioning of NHS healthcare services from the jurisdiction of the Public Contracts Regulations 2015. That’s something that I also support as the current commissioning arrangements are not fit for purpose.
Collaboration and integration
I believe that different parts of the NHS and other healthcare Providers will work together more easily once they are freed from feeling they need to erect barriers with organisations that could potentially compete with them, whenever the next tender is issued. Fear of future competition from ‘partner’ organisations is something I frequently observe and its a serious barrier to co-operation in the urgent care sector currently.
That’s because the local Acute Trust, Community Trust, Ambulance Service, GP Federation, Primary Care Network and commercial provider can (and do) compete with the Social Enterprise provider to deliver urgent care services; either alone, or in partnership with another organisation. I can’t think of another part of the healthcare system that has such a range of organisations competing to deliver it, or where tendering opportunities have been more plentiful. The replacement of the requirement to regularly tender urgent care contracts and replace that with the expectation that local Providers will collaboratively work together in an Integrated Care System, to provide the best service possible with the available resources, has my support… in principle.
However, there are huge challenges coming for organisations that have followed a policy of remaining ‘independent’ and made little progress towards integration. There are many references in the White Paper to ‘placebased’ services and those organisations operating in areas where they have little geographical relevance as they won their contracts in areas where they had no history of service delivery are particularly threatened.
Where are the threats to Social Enterprise organisations, including UHUK members, providing urgent healthcare and unscheduled primary care?
Having worked for one of the Pathfinder Integrated Care Organisations I learned first hand how easy it is to push an ‘external’ Provider outside the integrated care system. How would an organisation without longstanding links to a local geographic area and enjoying little emotional ownership from local primary care and patients, be able to ‘win’ against an alliance of Acute Trust/ Ambulance Service/ core local Primary Care organisation and Local Authority?
Without enjoying strong local emotional ownership, or being fully embedded within local primary care and/or having local ‘political’ support, social enterprise and commercial organisations risk losing their contracts when the term ends. In my view.
The alternative outcome is that organisations external to the Integrated Care System may be offered a ‘take it or leave it’ financial envelope that will be very unattractive. The expectation is of course that the Integrated Care System delivers value-for-money. Those core organisations inside the System will seek to maintain their income so far as possible by forcing those organisations outside the System to take the brunt of efficiency savings.
Any commercial and social enterprise organisations that have depended on a strategy of continually securing new ‘out of area’ contracts to replace other ‘out of area’ contracts lost in competitive tendering processes in order to maintain their financial security, are particularly threatened. That’s because their prospect of securing future contracts in areas where they don’t currently have a very well-established presence is going to be minimal.
Future integrated urgent care contracts are very likely to be secured by collaborative arrangements between local Acute Trusts, Local Authorities, a core local Primary Care Organisation and Ambulance Trusts. Any provider outside the local area and the Integrated Care System is, by definition, going to be unable to define how they will be able to offer integrated care.
Organisations that have built an integrated management structure and physical infrastructure paid for by a contract portfolio that includes ‘out-of-area’ contracts are likely to have their future financial viability adversely affected. The economy of scale issues that drove their organisational development become financial barriers when the organisation needs to downsize if it loses one or more contracts that it is unable to replace.
Politically, Acute Trusts/ Ambulance services/Community Trusts/ Mental Health Trusts/ Primary Care Collaboratives and Local Authorities have a size and influence that no Social Enterprise could ever hope to match.
High-level discussions will already be taking place between NHS Trusts, Local Authorities and Ambulance services to position their organisations in the Integrated Care Systems. Agreement about who from those organisations is going to become the Chief Executive Officer may already have been reached.
In some areas Primary Care will have been included in those preliminary political discussions. However, only those social enterprise providers that are extremely well-established locally and have some local political clout will be a party to those discussions. That is also something I saw in the Pathfinder Integrated Care Organisation I worked for. By the time Primary Care joined the discussions it was clear that alliances had already been formed between the Acute Trust and Ambulance service and it was catch-up from that point. Securing appropriate influence for the Primary Care organisation against the combined might of the Acute Trust and Ambulance Service, when the CEO of the Acute Trust was the CEO of the Integrated Care Organisation following a deal with the Ambulance Trust ‘was a challenge!’.
Bear in mind that the Boards of Integrated Care Systems need only to include NHS Trusts, Local Authorities and Primary Care. There is certainly no expectation or requirement that Social Enterprise providers have a seat on the Board and very few will do.’
Plan for action
There is still nearly a year until the new Integrated Care Systems are expected to be up and running in April 2022. So there is still time to build a ‘political alliance’. The obvious alliance for social enterprise urgent care organisations is with local Primary Care Organisations but building relationships with local Acute Trusts/Ambulance services/ Local Authorities is essential too.
Social Enterprise urgent care providers tend to have unrivalled access to local GPs and that gives an opportunity to improve relationships and ensure that the organisation is ‘emotionally embedded’ within local primary care.
Much of the high-level strategy on the establishment of the Integrated Care Systems will be undertaken by senior clinicians. Clinical Directors of the organisation should be outward-looking and seeking to establish effective working relationships and networks with all other local healthcare Providers, including Acute Trusts and Ambulance Trusts. It is not the time for organisations to be inwardly-focussed.
All other Senior Managers should be given an objective to build effective working relationships with local healthcare providers. The Chief Executive has a vital role in building the most effective working relationships with CCG leadership.
Dust off the organisations constitution and ensure that it is being followed, particularly with regard to the involvement of patients, staff and GPs in the organisation. At times of change, buy-in and support from local people is often valuable.
Dust off too the latest tender submission you made and remind yourself about the promises made with regard to integration, seamless care, joint working, patient involvement etc.
There will almost certainly be a due diligence process before a Social Enterprise provider is included in an Integrated Care System so make sure you are keeping to your Constitution and can demonstrate how you are different to a commercial provider.
If there is any opportunity to work with the Acute Trust/ Ambulance Trust/ Primary Care – take it.
Any organisation that is dependent on ‘out-of-area’ contracts to maintain financial viability should be reviewing its exit strategy for those contracts and making plans to limit its financial exposure if those contracts are lost and replacement contracts are not secured. That includes reviewing its management structure so that staff and managers are identified to particular contracts and can be TUPE’d should individual contracts be lost.
The proposed reorganisation is, in my view, the biggest threat to the viability of Social Enterprise providers since the introduction of NHS 111. Leadership of those organisations need to step up and help to secure their future. Those organisations that are still around in 3 years time will be those that have been able to form political alliances and relationships with far larger organisations.
Mark Cockerton has 40 years experience in the NHS and not-for-profit urgent care sector. He is currently Managing Director of Urgent Healthcare Solutions, which provides leadership and support services including tendering, organisational development, interim management, IT and telecoms advice, HR support, mentoring services, patient involvement and financial advice exclusively to the Social Enterprise urgent health sector.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2021/06/Healthcare.jpg267400Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2021-06-29 08:47:212021-06-29 08:47:21What the NHS White Paper means for social enterprise urgent care providers
It seems simple enough; social enterprises should trade together more. It is a bootstrap way to build a social economy and emerging from the pandemic, we need to pull together to build back better.
But we are a long way from this. Would it surprise you to know that, on one recent estimate, only one out of every four social enterprises are purchasing products or services from other social enterprises?
The early days of social enterprise were rooted in identity rather than trade. The flag of social enterprises attracted people who were willing to affiliate with a big idea and were liberated by it. The focus has been on new and growing social enterprises, spreading the model. Looking back, one legacy of this voluntarism has been its limits. Instead of building systems and scale, it is as if we have been working on the assumption that we can only change the world one social enterprise at a time.
How we do expect to build a social economy if we are not taking more care ourselves of how we direct our own spend?
To go fast, the saying goes, you should travel alone. But to go far, you should travel together.
There are three questions perhaps to ask ourselves:
Why is collaboration not more prevalent across social enterprises?
What can we do to encourage effective supply chain collaboration?
Should we look to work across wider businesses with purpose?
The co-operative sector, overlapping with social enterprise of course, has long had an answer to these. It is called Principle 6 – co-operation between co-operatives – and it is embedded in international frameworks, national regulation and the articles of co-operatives themselves around the world. I would argue that we need the equivalent of a Principle 6 for the wider social enterprise sector.
Trade and exchange between co-operatives (secondary co-operation) has been at the heart of where co-operatives have been able to grow and make a big difference, in areas such as Northern Italy, Basque Spain, Finland and Francophone Canada.
In any region, once you have more than 10% market share through social enterprises such as co-ops, there can be an impact throughout the entire economy. Emilia Romagna in Italy for example is the region in Europe with the highest percentage of co-ops in regional gross value added, over 40%, and the lowest level of social and economic inequality. The networks of inter-trading across co-operatives in Italy, based on Principle 6, has led to the formation of wonderfully sophisticated financing mechanisms, such as mutual guarantee societies (a model we have never had in the UK) as well as development funds dedicated to new enterprise formation. In a ‘pay it forward’ model, every new social care co-operative in Italy commits to supporting a further co-op when they themselves are up and running.
We do have some great examples of social enterprises trading together:
Toast Ale has made beer with Divine Chocolate. Enjoy!
At Pilotlight, we have expanded the support service that we provide as a social enterprise ourselves from charities alone to include wider social enterprise. We are working for example now with Generation Success, which supports people from under-represented backgrounds into careers in business.
There are then those social enterprises who are set up to serve social enterprises, such as Roots HR, an accredited Social Enterprise Mark holder. Indeed, the Social Enterprise Mark itself would be an example, as a secondary service for social enterprises, as is FLOCERT, the fair trade accreditation service.
These are hopeful examples. The expansion of social enterprise associations and networks at UK, devolved and local level is a sign too of people wanting to connect and work together. But the reality of practice falls far short of this, as recent datafrom Social Enterprise UK for its research panel reveals.
Source: Social Enterprise UK
Only 11% of social enterprises buy social for things that are core to their business and a further 12% buy social for incidentals such as office supplies, training or food/drink. Taken together, it appears that around one in four social enterprises (23%) are buying from other social enterprises.
This may just be too low an estimate. The research methodology didn’t allow for multiple choice answers and there are other positive forms of collaboration that the data points to, notably a further 11% that supply to social enterprises and 21% that partner with social enterprise in service delivery. It is also a significantly lower estimate than data from the State of Social Enterprise report in 2019, which suggested that around one in three social enterprises (36%) generated income by trading with other social enterprises – although the same report also cautioned that this level had reduced compared to two years before (43%).
As a sector, our focus is on others. We want to persuade others to buy social and in this, we are following the money. I estimate that for every penny of expenditure by business on corporate social responsibility, £25 is spent on procurement that could be open to social enterprise, while for every penny given by government in charitable grants, £1 is spent on procurement.
The Buy Social Corporate Challenge (and in Scotland) is going from strength to strength, with over 20 private sector partners now signed up. £91.5million has been spent by them with social enterprises. Extraordinary efforts have also been made with the Social Value Act, to open up public sector procurement, for the state to buy social. From 1st January 2021, all major central government procurements must now explicitly evaluate social value, where appropriate, rather than just “consider” it.
But how we do expect to build a social economy if we are not taking more care ourselves of how we direct our own spend?
We have a big task ahead of us and working together has to be a component of this. We need to think social and buy social in far more creative ways if we are to build an economy based on values and enterprise.
Some of the comments from survey respondents for Social Enterprise UK help perhaps to explain why this is currently so low. The enthusiasts are finding a way – “In our retail shop, we stock a wide of products from other social enterprises who share our values of good design and creating impact with every purchase. We also rent space in our offices and showroom to other social enterprises.”
But the practical barriers are putting off others:
buying social is “not very important as there are not many to work with.”
“I have not found other social enterprises in the textile industry who I can work with.”
“We prioritise social enterprises as our suppliers but haven’t found many out there (we’re in retail, selling zero waste products).”
We can’t wish these barriers away, but equally they could be a priority for business development in the sector, because if buying social is to take off, here are the primary business opportunities.
At one point, Marks & Spencer was the most important source of small business development in the UK, with a team of 150 technicians who worked with domestic clothing suppliers to bring products to market. Why could co-operative retailers such as The Co-op, Midcounties, Central England, Lincolnshire, Scotmid and Southern Co-op, for example, not play a similar, patient role in bringing forward social enterprise products onto the shelves? After all, thirty years ago, as I saw, they were key to making things work for fair trade.
Where businesses collaborate in this way, it is possible to create a better outcome for all involved. Collaboration in business helps us to problem solve. It brings people together and opens up opportunities to learn from each other. Collaboration opens ups channels of development and of marketing that may have been closed before. Above all, it boosts morale, reducing the feeling of isolation and creating a sense of contribution and shared purpose.
There are opportunities here. In Scotland, the Social Enterprise Census concluded that the social enterprise sector – including housing associations and credit unions here – spent £3.98billion collectively in the last financial year. Imagine the multiplier if we spent more of that through high quality and high impact social enterprises. Indeed, in conversation with me on this, Chris Martin, Chief Executive of Social Enterprise Scotland, suggests the need now for a Buy Social Challenge for social enterprises; to help map their spend and set targets for purchasing.
Just the process of mapping spending, as local authorities such as Preston have found, can help identify opportunities for business development. In the co-operative sector, many of the large ‘secondary’ co-ops in areas like Finland and Francophone Canada were formed by primary co-ops generations ago, coming together to create service providers. With the demand side on side, the suppliers they formed faced none of the usual early-stage trading challenges of winning sales for a new entrant. As businesses owned by co-ops, this also bound the new enterprises into a wider sector, with accountability flowing back to those they were serving.
Arguably, for scale, we could also be looking towards an integrated approach to buying social, including all organisations in social ownership and impact – including co-ops, mutuals, employee-owned firms, worker co-ops, B Corps, charities and non-profits.
Pauline Gannon of Social Impact Ireland tells me that this is exactly what is needed: “a true, innovative, pathway forward to putting social at the heart of all business, not just social enterprise.”
But I know… start on definitions again and we are all more likely to fall out than hang together.
We need a green, employment rich, caring and creative economy for the UK. This could be and ought to be led by social enterprises… We need to compete at scale, and to do that, we need to pull together.
Even Principle 6 in co-operatives has proved patchy in some countries and some sectors – international research by Euricse suggests that it is one of the least observed of the seven co-operative principles dating back to the nineteenth century Rochdale Pioneers.
We have a big task ahead of us and working together has to be a component of this. We need to think social and buy social in far more creative ways if we are to build an economy based on values and enterprise. Rather than celebrate simply the numbers of social enterprise, we should test the extent to which we are creating social enterprise value chains at scale. Imagine cascades of buying social throughout the economy and the effect this could have.
We need a green, employment rich, caring and creative economy for the UK. This could be and ought to be led by social enterprises.
We are not here to mess about, nor simply to sing our own praises as a sector. There is a bigger prize. We need to compete at scale, and to do that, we need to pull together.
It is time for social enterprise to think big… and to buy social.
Ed Mayo is Chief Executive of Pilotlight – an award-winning charity and social enterprise which transforms the lives of disadvantaged people in the UK by offering charities and social enterprises access to the strategic business support they need to become more efficient, effective and sustainable.
Thanks to the following for their contributions to this blog post – Chris Martin (Social Enterprise Scotland), Julie Hawker (Cosmic), Pauline Gannon (Social Impact Ireland), Andrew O’Brien (Social Enterprise UK), Rose Marley (Coops UK), Martin Shaw (Association of Financial Mutuals).
https://www.socialenterprisemark.org.uk/wp-content/uploads/2020/06/Unity.jpg600400Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2021-04-27 09:03:412021-04-27 15:57:20Why it is time for Social Enterprise to Buy Social
Student Hubs is a national charity that works with five UK university partners to deliver extracurricular and in-curricular social action programmes. Each year, we work with over 1,800+ university students to support the communities in our five Hub cities of Bristol, Cambridge, Kingston, Southampton and Winchester.
One of the biggest community groups we work with are young people, particularly young community participants facing disadvantage. It is these young people who are disproportionately impacted by the pandemic, with 16-25 year olds seeing record unemployment, mental health issues at an all time high, and the issue of digital exclusion making schooling and education even more challenging. There is no doubt that the long-term impact of Covid-19 will continue to be felt by these young people for years to come.
Our vision and mission is about mainstreaming student social action, engaging university students with social and environmental challenges faced by our communities and creating active citizens for life – something we desperately need in the midst of the current crisis. So how can youth social action and social enterprise support these groups to thrive beyond the pandemic?
Students and young people need confidence and support
Young people are currently isolated, away from their peer and support networks, and potentially dealing with factors such as grief, unemployment, lost learning and lack of opportunities. Before we start with new opportunities, we need to support the crisis of confidence that lots of young people will be currently facing. This requires 1:1 support, role models and interventions which listen to young people and provide meaningful frameworks to get them to a place where they can see themselves making a difference again.
Through Student Hubs’ youth social action programme, LinkYouth, taking place at Kingston Hub in London, a key part of the offer is about providing mentorship, group work and 1:1 discussions for young people. This allows young people to be seen and heard, to have their opinions valued, and to have the confidence to recognize what they bring to the table, as well as for students to see themselves as leaders and role models in this space.
Students and young people need skills and experience
Once students and young people have found their motivation and confidence, that’s when the focus on skills, experience and learning can come back. Through social action, volunteering and social enterprise, students and young people become advocates for themselves, raising money and awareness for causes, and growing their skills in leadership, teamwork and communication in a supportive environment.
Young people need to make the change they want to see
Finally, it’s important that young people see themselves as the solution to a better future. But this requires other people to advocate and believe in them, and space for young people to reflect on this for themselves. These are the tools we will need to rebuild post-Covid, and social action and entrepreneurship allows young people’s ideas to blossom, and for them to provide the solutions their community needs.
We see this in our Service Learning programme at Kingston Hub, where we build social action into the university curriculum, with students becoming consultants and researchers for local community groups facing individual challenges. The programme allows students to have the opportunities to use their academic knowledge, support their community, and give back in a way that they may have struggled to access outside of their degree course.
At Kingston Hub, we’re currently working in partnership with the Rio Ferdinand Foundation through our Service Learning delivery, engaging Graphic Design students to create content for their 10 year anniversary launch, designing activities dedicated to engaging young people into activity. They are also working with students from the Children and Youth Development course at Kingston University to create content for their social media campaign encouraging young people into activities online.
We call all be active citizens
Becoming an active citizen for us at Student Hubs means being an active member of the community, volunteering, being a conscious citizen, and supporting others to thrive. By investing in this future, we can support the students and young people who have been so negatively affected by the pandemic, and build something better for the future we hope to see.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2021/03/Student-volunteers.jpg412800Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2021-03-15 11:04:522021-03-15 11:04:52Why youth social action and enterprise is the answer to a post-pandemic future
In a time when the world’s richest people have increased their wealth by $600bn, almost 100,000 people in the UK are facing homelessness thanks to the economic turbulence caused by the Covid-19 pandemic, adding to the staggering number of people currently living unhoused across the country.
Homelessness in the UK has always been a shameful issue, but due to recent circumstances surrounding the pandemic, the UK Government’s failure to address it is tantamount to a national disgrace. And since the government refuses to take positive action, what then can the country’s charities and social enterprises do to tackle homelessness? Unfortunately, there probably isn’t one simple solution, but rather a multitude of techniques will be required.
To that end, many charities and social enterprises are turning to social housing as a temporary salve to the homelessness issue. Social housing will provide safe, affordable, and high-quality homes to those most in need. It acts as an alternative to other temporary accommodation and aims to give people who would otherwise be homeless the support to escape from that life.
Social housing will allow residents to live and socialise together, and is a superior alternative to the likes of homeless hostels and even council housing, because trained staff will be on site to provide meaningful, 24-hour support to residents.
Well-known homelessness support charity Shelter recently commissioned a report on their vision of how to tackle homelessness in the future, where they recommended constructing 3 million more social homes, introducing new rent reforms to increase the standard of living across the board, and advocated for social renters to have a more vocal presence in the community.
Other notable charities and social enterprises that support this notion include Edinburgh’s Social Bite and Cyrenians. They have worked together to build a Social Village in the city, staffed by skilled social support workers who can provide one to one support to help residents achieve their goals.
Similarly, Community Campus ’87 is working hard to combat youth homelessness in Teeside by providing vulnerable young people with a place to live, as well as a personal support worker to help them break the cycle of homelessness, while Brighter Futures is providing employment skills and training to unhoused individuals in the Staffordshire community.
So it’s clear that some of the UK’s top charities and social enterprises support the idea of social housing, and for very good reason. This kind of housing is incredibly important, as it addresses two major problems that the UK is facing. Firstly, the trained staff present in social housing help to tackle a huge issue that exists in tandem to homelessness: mental illness. Around 80% of unhoused people have some kind of untreated mental illness which may act as a barrier to their successful reintroduction into society. With a dedicated staff, this barrier may be overcome, and it may well help the residents escape homelessness for good; it is certainly vastly superior to providing accommodation with no such support offered.
This support will come in a variety of ways: during their time living in social housing, residents can engage in social activities, including shared exercise and cooking lessons, which can reduce isolation and improve mental health. They will also be taught new life skills that will benefit them when they move on, and staff will help all residents find permanent housing, and after their stay will provide ongoing support in order to ensure that they will be successful in their new home.
Secondly, social housing promises to provide quality housing for low-income families and individuals. In the wake of the Grenfell tragedy, we are in desperate need of safe and secure housing for all, not just those who can afford it. Social housing can provide this, because the charities and social enterprises who are dedicated to its implication won’t cut corners in the interest of profits.
This will be a much-needed change to the current private rental sector, which is experiencing sky high rent prices for low quality, even dangerous accommodations. Shelter predicts that this sector is currently reaching a breaking point, and that in the coming years, we will need more than ever a way to support low income individuals to escape not only homelessness, but also being trapped in extortionate and unsafe rental properties.
So, while social housing may not fight the causes of homelessness in the way we inevitably must, it provides a much-needed balm to the wounds homelessness causes. A country cannot be deemed successful or worthy if it fails to provide the most basic of human needs, housing, to every single citizen, and if the UK government refuses to shoulder this responsibility, then we must all do everything we can to support the charities and social enterprises that will.
Calum Rosie is a writer and correspondent for Immigrationnews.co.uk, a website dedicated to shedding light on immigration injustices and social issues.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2021/02/Housing.jpg615922Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2021-02-16 08:25:412021-02-16 08:25:41The Need for Social Housing
In 2016, I, an ex-beggar, ex-rough sleeper, ex-offender, ex-Marxist and an ex-racist (among other things) was elevated to the upper chamber of the United Kingdom’s bicameral legislature: the House of Lords. Why had I applied, you may ask? Gone through hours of interviews and applications forms? And what did I have to give to this reputed institution?
The short answer is that I am the founder of The Big Issue. An improbable social invention, a disruptor to charities and an emulsifier to the classes of society. Its success and my reputation grew from its novelty and usefulness: not a charity, but a social enterprise responding to a crisis. It sold opportunity. For The Big Issue’s customers were not those that read its magazine, but the homeless population who exchanged their money for the ability to work. At no point would a Big Issue vendor feel victimised or feel disempowered in their capability to shape their life. A seemingly odd approach to the vulnerable, and yet the only one I was comfortable with, given my experiences being in situations like theirs.
Out of the box thinking is what some have called it – something people have since characterised me by. Have you ever wondered what is intrinsic to out of the box thinking? Well of course, the box itself must not be working; it must be caging the aspiration of your thought and multiplying unoriginality. In 2016, Parliament was the box to me. Hence, my compulsion to intellecutally infiltrate the House of Lords to understand why our system broke and then to fix it.
The result is that in January 2020, I introduced my Wellbeing of Future Generations bill and launched my Today for Tomorrow campaign (just in time for Covid-19).
The aim? To bring about a culture of long-termism by shedding light on the unintended consequences of past actions. Jolt those who were on autodrive into a new way of thinking and as a result, tackle climate change, pandemics, poverty, mental health (and so on).
The negative consequences of not considering long-term wellbeing has become increasingly evident: to mention but a few, it has led to mass extinction of biodiversity (limiting our ability to make medicinal and agricultural discoveries), created waves of pollution which negatively impacts our health and is making mass migration evermore likely as climate change makes lands uninhabitable.
As with anything, we must start by diagnosing the problem: democracy, the best of the flawed systems available, on too many occassions is built on a process of short-termism. Hence, by putting checks and balances in place, we hope to avert the problems created by this attitude: like by emplacing a committee in Parliament to review the effects of all incoming legislation on the long-term and amend that legislation accordingly or by conducting assessments on the likely future trends and risks in our country, taking children’s views into account, so we can prepare for them well ahead of time.
This month our campaign notched into overdrive, as the date for the bill’s second reading in the House of Commons approached (now delayed due to Covid). The pinnacle of this will be our ‘Wellbeing Week’, running 25th – 28th January, which provides MPs the opportunity to have a 5 minute chat (online) with a few young people, actively seeking social justice in areas such as climate change, racism or mental health. This will hopefully offer MPs the chance to understand why protecting future generations and focusing on long-term wellbeing may just be our silver bullet.
So please visit our website now to take part in our Call to Action, making sure your MP attends! I came to the House of Lords, compelled to fix a broken system. With your help, hopefully I can.
Lord John Bird is the founder and Editor in Chief of The Big Issue. The Today For Tomorrow is a cross-party campaign powered by The Big Issue. The Wellbeing of Future Generations Bill is being led through Parliament by The Big Issue founder, Lord Bird, and is co-sponsored by Caroline Lucas MP.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2021/01/TodayforTomorrow.jpg420800Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2021-01-22 08:44:552021-01-22 08:44:55Take action today for a better tomorrow
At a time when face-to-face interactions are limited to 2-metre distances and people are staying at home, the online presence of your Social Enterprise takes on new importance. Therefore, now may be a good time to improve your website and enhance the user experience.
Whether your enterprise is involved in hospitality, leisure, retail or any number of industries, Covid-19 likely means that your shopfront and customer engagement has moved online.
There are many steps you can to take to maximise the value of your website, keeping customers, beneficiaries, funders and partners happy.
Here are some ideas:
Adjusting your current website, to enable you to sell and take payments online, or deliver services remotely and virtually. Pivoting your business model and processes can be the key to thriving (or surviving) during times of difficulty.
Reviewing the Search Engine Optimisation (SEO) performance of your website. This reflects how highly search engines, such as Google, rank your website when people search for it. It is important that your site is visible to the right people – helping your to promote your service/product/cause to your target audience.
Enhancing the visitor experience of your website, ensuring that the speed of loading, the ease of navigation and the enjoyment of the content are all as good as they can be. Does your site respond to different screen sizes, such as smartphones? (You can check here). Is it accessible for people with reduced sight? These are considerations you might need to take into account.
Securing your website, to avoid risk of malicious attack, and to give confidence to your customers and visitors. Do you have an SSL certificate? This provides the “s” in “https”. Without one, Google can penalise your performance in searches, and many popular browsers like Google Chrome and Mozilla Firefox will warn customers that your website may be unsafe to browse.
Aspiring to reach new audiences, attract new customers, win business, promote new causes – this is what the correct online presence can help you with. There’s more to it than just having a website. You need to ensure that your site up to scratch (as above), but you also need to take advantage of other areas of Digital Marketing: use of social media, advertisements, mailing-lists, newsletters, blogging and content creation.
Cosmic is a Social Enterprise which specialises in digital skills training, digital consultancy, IT technical support and website development. It provides an innovative range of services and support to help people identify their Digital need and to progress with their ambitions.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2021/01/Cosmic-website.jpg456684Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2021-01-19 09:56:512021-01-21 15:34:25Is your website fit for purpose?
By Dr Sally Kah, social entrepreneurship researcher and lecturer in business
Build Back Better should win the popular slogan of the year. In fact, we should call 2020: We Failed, But We Will Build Back Better. Now that we are slowly coming out of lockdown, how might we begin to build back better? What do we need to do to build back better? In the context of social business, what mechanisms are required to build back better? These are critical questions we must answer if we are truly going to build the local and regional economies back better.
Before I talk about how social enterprises can build back better, let me briefly explain why social enterprises are better equipped to address the implications of the global health pandemic. Social enterprises are organisations established to address social, economic and environmental issues. They use dual logics, that is, for-profit and not-for profit initiatives to create social change in society. These institutions can adopt any legal structure, operate through any organisational size and, in any sector of the economy – at least in the UK. Their fundamental principles and framework for doing business are about tackling complex societal problems. Therefore, social enterprises understand the social and economic implications of the pandemic and the interventions required to address them. However, these institutions face internal challenges, namely, changing workspaces and the financial constraints due to the lack of business (e.g. for-profit social enterprise). They also face external pressures in terms of the increased need for their social interventions, especially in deprived localities.
Therefore, building back better will require comprehensive mechanisms and a dose of cognitive processing. The social enterprise ecosystem is a framework that will enable social enterprises to build back better. The purpose of the ecosystem is to provide specific blocks to demonstrate important enablers for developing the organisation. In research authorised by the European Commission on 29 European countries, six dimensions of social enterprise ecosystem were identified:
certification systems, marks and labels;
social (impact) investment markets;
impact measurement and reporting systems;
networks and mutual support mechanisms;
specialist business development services and support
Certification systems, marks and labels
Certification systems, marks and labels are formal ways to validate systems and processes in an organisation. Certifying systems are vital for adding value to the technical and non-technical elements of the enterprise. For example, obtaining certification from Social Enterprise Mark CIC (or a national equivalent) is a value proposition and competitive advantage for procurement. Research has shown that implementing management or accreditation standards improves performance. It also exposes accredited organisations to different networks and supply chain opportunities.
The legal framework can also determine the opportunities and constraints that social enterprises face; therefore, consideration must be given to different actors and regulatory frameworks. For instance, opportunities may arise for social enterprises with a specific legal structure that determines their social identity, such as the Community Interest Company (CIC) in the UK. Many countries are now developing innovative legal frameworks to support social enterprises and the social economy more widely. In Spain, Sociedad Laboral was designed to facilitate the buyouts of employees from failing businesses. This framework presents an opportunity for social organisations in Spain.
Another dimension of the ecosystem to enable social enterprises to build back better is social (impact) investment markets. Social investment is a common theme in the world of policy, particularly in Europe. The UK is the world’s largest social investment market, worth £3.5 billion. There are many investments and funding opportunities for social enterprises and Big Society Capital is working to increase access to investment. It is imperative that social organisations understand the finance systems in their region and the relationship between the typology of social impact and the investment.
Social impact measurement
Regardless of the significance of the social intervention, evidence of the impact created is crucial to funders, policymakers and the wider society. Impact measurement and reporting systems are vital instruments to establish legitimacy. Although many social enterprises face the challenge of identifying the right tool or framework for measuring impact, there are organisations and research papers that identify tools to capture the impact created. The New Economic Foundation is one such organisation, with a list of over twenty social impact tools for organisations in the third sector.
Networks and mutual support mechanisms differ across regions; however, they are important resources for collaboration. Networks can be formal (i.e. the School for Social Entrepreneurs) or informal (i.e. social networks). Networks that serve as incubators tend to provide resources through Corporate Social Responsibility funds, mentoring and workspace for innovation. The Global Social Entrepreneurship Network is one organisation that supports early stage social start-ups. More established social enterprises can network through membership at Social Enterprise UK, the British Council for social enterprise reports, and initiatives across the UK Commonwealth countries.
Specialist business development support
Finally, the specialist business development services and support dimension recommends seeking tailored business support for enterprise development or growth. Specialist support is now offered by universities and independent research centres, whose primary role is to contribute to knowledge on this topic. One of the most popular research centres is the Skoll Centre for Social Entrepreneurship at the University of Oxford. Collaborations between universities and social innovation hubs are becoming popular and more accessible. For example, in Rotterdam, a foundation and the city established a network of specialist advisors to train students from a business school to provide six-month mentorship programme for start-ups.
To conclude, social enterprises are game-changers and social impact creators can succeed and fail like any other business model; however, their fundamental principle for addressing social, economic and environmental issues places them in the best position to tackle the implications of COVID, both at local and regional levels. To address these challenges, the six dimensions of the social enterprise ecosystem discussed above are pivotal to building back a better and fairer society.
Dr Sally Kah is a social entrepreneurship researcher, and lecturer in business. She investigates the social impact of social enterprise in the UK.
Sally is currently working on projects that examine the social impact of vocational education and training programme on young women and, the social impact practice of social enterprises in specific regions of the UK. She has presented her research at recognised conferences – International Social Innovation Research Conference, Institute for Small Business and Entrepreneurship and the British Academy of Management.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2020/08/Blog.jpg450600Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2020-08-24 10:51:212020-08-24 10:51:21How the ecosystem can enable social enterprises to build back better
It’s been over a month now since we went into lockdown, and as individuals and businesses fight to adapt, we are all adjusting to life in the new normal.
This is no different for social enterprises; some have struggled to operate and have lost entire revenue streams, others have adapted business models, traditional brick and mortar businesses operations have moved to digital delivery, and some have even managed to thrive in a changing world.
We’ve seen and heard some amazing stories. For example, Creative Optimistic Visions, who work to positively influence and support people who are vulnerable to victimisation and abuse, have moved to online classes to ensure they can keep delivering. The Good Loaf, a social enterprise bakery, has pivoted to a click and collect delivery service, and Oddbox, a fruit and veg delivery service, has expanded their catchment area for deliveries. From providing PPE, to keeping essential services going, to ensuring basic good reach at risk groups, social enterprises are making their mark on the new normal.
However, many social enterprises and charities are also struggling to survive, whether that’s due to significant drops in revenue, furloughed work forces or uncertainties about the future of their business model. Whatever position you’re in, it’s important to understand some of the key areas of financial support that are in place.
Grants will often be the type of money most needed at the moment, however social investment could be an option when you:
Need bridging finance: where it’s clear where the repayment will come from
Are pivoting your business model: when you have a good business plan that may have additional risk in delivery
Are operating business as usual: where revenue streams appear resilient or unaffected and you are delivering your plans pre-crisis
In light of the Covid-19 crisis, social investors are looking at a number of options to help the sector, including exploring new funding and adjusting existing funding. Here’s a few ways of finding out more:
Learn about new emergency finance options being offered by social investors to extend the Government’s Coronavirus Business Interruption Loan Scheme (CBILS) to social enterprises, making it easier for them to access. This includes the Resilience and Recovery Loan Fund, specifically aimed at social enterprises and charities, as well as the Community Investment Enterprise Facility, which is aimed at small enterprises that have a positive impact in their communities.
Use Good Finance’s investor directory to explore which social investors are providing emergency finance and are open to new investees.
Read more about how social investors are responding and their key messages in this open letter.
For many organisations, grants will continue to play a crucial role in supporting them during this time.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2020/05/Good-Finance-banner.jpg204400Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2020-05-01 11:50:512020-05-01 12:12:20Financial support for social enterprises during COVID-19
There is much talk about the disability employment gap and its causes. At Evenbreak, we wanted to find out from the real experts (disabled job seekers themselves) what barriers prevent disabled people from gaining work. People on the Enactus programme at UCL conducted research on our behalf. They received an overwhelming response from more than 700 disabled participants, giving compelling evidence into the real lived experiences of disabled people.
By far, the most significant issue for disabled candidates is finding employers that they feel confident to apply to. Over 82% of respondents said that their most pressing problem was finding truly disability-friendly employers. Whilst many employers describe themselves as ‘equal opportunities employers’, this was rarely borne out in practice, particularly in relation to disability. And 71% of respondents rated employers poorly when it came to empathy and understanding around disability.
The second biggest barrier identified was a lack of confidence in the recruitment process, including a fear of the process being biased or discriminatory throughout. Candidates felt their opportunities to demonstrate their qualities and skills were limited. This included a lack of offering adjustments (which were rarely mentioned in job adverts), relying on CVs and work experience when their opportunities may have been limited, and the nature of interviews (50% said the face-to-face interview was their biggest barrier, with 75% regularly experiencing an obvious lack of interest from interviewers.
Lack of confidence in their own abilities appeared to be the third biggest barrier, including concerns about how employers might perceive them.
Broadly what this research demonstrates is that there are many ways that employers can remove barriers for disabled people, and some are quite easy. Ensuring that disabled candidates know that employers are serious about their talent is important, and there is a clear need for recruitment processes to be more inclusive and accessible.
One of the enduring mantras in the world of disability is “nothing about us, without us”. This makes perfect sense – why would non-disabled people try to second-guess what works for disabled people? It’s the reason Evenbreak only employs disabled people, and it’s the reason Evenbreak commissioned this research.
Now the barriers are known, it’s time we all work together to remove them. Are you in?
https://www.socialenterprisemark.org.uk/wp-content/uploads/2020/03/Barriers-for-disabled-people.jpg600900Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2020-03-12 14:49:442020-03-12 14:49:44The real barriers faced by disabled people looking for work
By Kath Walkling, Account Executive at Byfield Consultancy
Social Enterprises – A Marked Distinction
Currently there is no single UK-wide legal definition for social enterprises. Within the social enterprise sector, it is generally agreed that certain criteria should be fulfilled by organisations claiming to operate a social enterprise business model. These include:
Trading primarily for defined social or environmental purposes, in contrast to trading to maximise the benefit of shareholders and owners;
Earning at least 50% of income from trading;
Having independent ownership; and
Committing to spending at least 51% of any profits on achieving social or environmental purposes.
For greater public trust and recognition, it is advisable to apply for accreditation, such as that offered by Social Enterprise Mark CIC (SEMCIC). It is responsible for the Social Enterprise Mark (SEM), the only internationally available accreditation for social enterprises, therefore securing global visibility. The accreditation body provides a checklist of the points mentioned above, externally assesses whether a business has fulfilled the criteria and regularly monitors successful applicants. Should your business not qualify at the point of application, SEMCIC also provides guidance about how to make the necessary changes.
The governing documents of a social enterprise, to be filed at the relevant authority, must clearly state its purpose. A number of law firms and legal advice platforms are available to ensure that you successfully set up your community-orientated business.
Free Legal Advice
Understanding the complexities of the differing legal structures, law firm Tozershas created a free resource pack in collaboration with SEMCIC. The pack gives explanations of the various legal structures and statuses available to businesses, which include:
Community Interest Company (CIC);
Company limited by shares;
Company limited by guarantee;
Charitable Incorporated Organisation;
Registered Societies – Co-operative society and community benefit society
Advice is given on the financial, reputational and regulatory implications of each structure.
For example, a company limited by shares is unlikely to automatically meet the SEM criteria. This company is usually established in a corporate environment. It issues shares to shareholders, encouraging investment for the company’s growth while also maximising shareholders’ benefits. Specific clauses, such as its trading purpose to be primarily for social or environmental purpose, must be inserted in order to attempt to qualify for the SEM.
On the other hand, in most cases, a CIC should automatically meet the SEM criteria. Although this company can be limited by shares or guarantee, it will naturally have a social or environmental purpose, will be independently owned and will be approved by the CIC Regulator.
In addition to the resource pack, Tozers provides a free 30 min call or meeting to existing or prospective social enterprises. Businesses which have already received the SEM also receive a 5% discount for further legal advice.
A number of other law firms also give advice and provide a briefing note on their website about the services which they offer:
Purposely is a free online tool which advises businesses on inserting the correct clauses and objectives in governing documents.
The platform provides model articles for businesses to adopt. For example, the Model 4 articles will meet the SEM qualifying criteria. The Model 3 articles similarly address the social and/or environmental concerns of a social enterprise. It lacks, however, a legal commitment to reinvest the majority of profits back into the business itself and the services it provides; it is therefore less likely to qualify.
Working in a Mental Health setting, I have been a frontline witness to the many challenges my clients faced in their daily lives. And yet, surprisingly, one of the greatest challenges they had to contend with, had nothing to do with their disabilities per se.
And it’s not a problem that normally comes to mind…
Boredom is something society tends to reserve as a problem only for People without disabilities. But that’s not the case. Nor is it a matter of simply having a bit too much ‘idle time’.
Let’s delve into it a bit more:
Have you ever been unemployed?
I have (does that plummet my Linkedin score?). It’s a week of bliss followed by interminable hours of existential crisis. Without the structure of work, the hours seem like days, the minutes feel like hours, and the seconds crawl past.
Now imagine living like that. Every. Single. Day.
The truth is, unemployment & boredom are far more prevalent afflictions for People with Disabilities than we seem to understand.
And yet, we do appreciate the psychological toll that unemployment & boredom place on People without Disabilities. It is clinically documented that unemployment “damages emotional health”.
The literature cites:
Lack of structure.
Damage to self-esteem.
Increase in Anxiety, self-doubt, & Depression.
Sense of “helplessness” due to a lack of direction & meaning.
Sense of disconnection with others & alienation from society.
Why do we assume the heavy, psychological disturbances of unemployment to be reserved only for People without Disabilities?
And there’s another misconception here:
We tend to think People with Disabilities don’t want jobs. Like employment might somehow be ‘too hard’ for them. An unnecessary addition to their existing challenges and stresses.
But the fact is, employment is not an additional stress they wouldn’t cope with. It’s a way to empowerthem. It’s a path to fulfillment, identity, resilience.
And that’s something many People with Disabilities crave. They want to offer value. They want to be contributing members of society.
How would we feel if society only saw us as burdens? Ignored our potential? Refused our offer to contribute?
We’d feel miserable. Disconnected. Inhuman.
Why do we think People with Disabilities are an exception to this? Why do we place the psychological burdens of a lack of structure, meaning, sense of value or self-esteem, onto people who are often already contending with existing emotional challenges?
We seem to think People with Disabilities are too ‘preoccupied’ for employment. But the desire for a sense of meaning, life-direction or self-worth are not lofty goals reserved for the able-bodied & minded, they are fundamental human necessities.
It can be difficult to fill the hours working in an Assisted Living Setting.
Meals and activities can only take up a limited amount of time.
It is the long hours in-between that are the most agitated. And, interestingly, these are also the hours where we’d see the most behavioural incidents. It’s demoralising to have that much time to fill. It is, ironically, too much freedom.
Unfortunately, the solutions offered are fairly band-aid. Doctors offer antidepressant prescriptions. Netflix & Youtube become the defaults to fill the day.
But watching movies from 10am to 5pm, with a break for lunch and a trip to the shops, is not a conducive path to wellbeing. Not for a person who is certainly capable of gainful employment.
Think about it:
If you’d been unemployed for a year, and your Doctor offered you a Sertraline prescription and a few DVD’s to pass the time, how would you feel about that as a solution?
I sincerely believe that every client I’ve ever worked with is capable of at least some degree of employment. And I sincerely believe the lives of every single one of them would be transformed by having a job.
We must shift our attitude towards People with Disabilities, and appreciate them for the resource & value they can offer to the community. If you are an employer, and you have suitable vacancies, I urge you to consider applications from People with Disabilities. Full-time, part-time, ad-hoc or even work-experience.
The benefits will be entirely mutual.
Thanks for reading.
Chris Walkling is a freelance copywriter, specialising in helping social enterprises to build their brand and sell their story.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2019/10/Employing-people-with-disabilities-blog.jpg267400Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-10-21 12:09:392019-10-22 08:48:12Why are we not employing more people with disabilities?
A growing movement across the USA is getting a substantial boost this month, as we launch Society Profits in Michigan, bringing with us the Social Enterprise Mark accreditation and a partnership with the Good Market online platform.
Society Profits will be the first social enterprise support business in the USA to offer curated access to accredited, transparent and trustworthy sellers that exist solely for the purpose of doing good in our communities and for our environment.
Social enterprise is a growing business sector in the USA, combining the best of the non-profit and for-profit sectors; running businesses that sell everyday goods and services in companies that reinvest their profits for social or environmental benefit. Social enterprises often exist to employ those farthest from the labour market and tend to be run by women and minority ethnic groups. Research suggests that the USA social enterprise sector employs over 10 million people and has annual earned revenues in excess of $500 billion. I believe that consumers and corporate purchasers want to rest assured that buying from these companies is genuinely giving money directly to those in need, and that externally verified accreditation is essential for this transparency.
Offering third-party accreditation to social enterprise businesses, and routes to market through social impact procurement, is a concept that has been benefiting society in other parts of the world for many years. I feel strongly that this approach has real potential for local communities in the USA, helping the many hundreds of social enterprise companies in the country to grow and diversify. When the public can trust that a business is reinvesting all of its profits in social or environmental causes, they can buy with confidence and vote with their wallets for a better way of doing business.
Last week, I was in London with Lucy Findlay to sign the exclusive US franchise agreement for the Social Enterprise Mark – the only global accreditation standard for social enterprises. The Social Enterprise Mark uses rigorous criteria to externally verify that an organization is operating as a social enterprise.
There is no other accreditation like this currently in the United States. The Social Enterprise Mark goes further than the B Corp Certification. B Corps are for-profit businesses committed to responsible practices, whereas social enterprises have a social or environmental purpose baked into the very core of their business model. The Social Enterprise Mark accreditation provides a set of clearly defined standards for social enterprise and externally verifies that these standards are being upheld.
I am also excited to be working in partnership with Good Market to provide a curated online platform and marketplace that makes it easier to find and connect with accredited social enterprises. Good Market has a basic curation process that is accessible to startups and local initiatives, but enterprises that have third-party verification earn additional points and are recognised as being at a higher level. When it comes to social procurement, third-party verification is critical. Corporations and other institutional buyers need to be fully confident that they are sourcing products and services from accredited social enterprises.
To find out more about Society Profits, becoming an accredited seller or socially responsible buyer, please contact me via emailor on +1 734 623 9907.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2019/08/Society-Profits-new-logo.jpg286504Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-07-11 09:06:352019-08-27 08:29:33Society profits from new social impact support business launching in the USA
“When the well’s dry, we know the worth of the water.” Benjamin Franklin
Keeping our wells abundant, thriving with water is essential for survival. For an organisation, survival and success is dependent on performance of employees. For staff to perform at their best, to thrive, being at both optimal physical and mental health is a big contributor.
Workplace wellbeing is something that’s been making a recent splash in the business world. Some employers may be still looking on with hesitation to get their feet wet, wondering if it’s a fad or fashion. Well think back to Corporate Social Responsibility fifteen years ago and where it’s evolved to today, the fashion of workplace wellbeing is likely to stay, and here’s why.
The majority of the measures by companies to improve workplace wellbeing were until recently considered ‘perks’ or employee benefits. But as research from the Global Wellness Institute shows, $3billion is the current cost of work-related stress to businesses worldwide. And the 2017 Farmer/Stevenson Thriving at Work report revealed that the yearly cost of absenteeism to UK employers alone is £8.2billion. And these numbers are on the rise.
The matter of employee health and wellbeing is no longer a ‘nice to have’, it’s becoming a hard, economic factor of productivity. Governments, economists and a growing number of employers are urging that it’s time to take this topic as seriously as we take research and development and investment in technology.
The positive news is progress is being made. The UK government has set workplace mental health standards for employers to follow (Farmer/Stevenson Thriving at Work); some employers are now including performance indicators on staff health and wellbeing in annual reports (like Thames Water); and even the young Royals are campaigning for improved mental wellbeing in workplaces (Heads Together & Mental Health at Work).
So, if you’re a business leader who is considering getting your feet wet, you may ask, where do we even start? And what’s the most efficient and effective way to embark on the journey.
With mental health or stress contributing to the majority of absences, it’s suggested that core investment should be made here. But with more research now making links between what we eat and our mental and physical wellbeing, it’s important to also promote healthy eating alongside physical exercise for overall illness prevention.
But the key to getting it right is not making this a box ticking exercise. According to survey data from The Global Wellness Institute, if an employee identified their company as genuinely “caring about their health/wellness” that employee’s overall health, stress and job engagement/satisfaction improved significantly.
But what does creating a culture of care look like in practice?
Having a robust wellbeing strategy and running targeted awareness campaigns throughout the year.
A culture that nurtures strong, supportive relationships between staff and managers (offering training on how to effectively line manage mental wellbeing).
Execs & managers leading by example, consistently walking the talk when looking after their own wellbeing alongside the workforce’s.
Encouraging a culture where people can be as open and honest about their mental health as they are about their physical health.
Encouraging unplugging from work on holidays and during unsociable hours.
Providing paid wellness days for staff to look after self-care.
For Social Enterprises, often small or medium-sized businesses, operating with leaner teams and operating budgets—reliable and well human resource is critical. When business objectives are already social mission-driven, creating a culture of care by looking after the wellbeing of one’s own arguably has a natural values-alignment.
It’s no surprise that one of the UK’s leading providers of workplace mental health support, Mental Health First Aid CIC, is a social enterprise who shuts its doors one day a year for all staff to take a wellness day.
For such future-thinking businesses, starting to re-assess their role in promoting wellbeing as both a business imperative and as part of their wider social responsibility is becoming fashion—they’re understanding the worth of their workers so, as Benjamin Franklin would say, their wells will not risk going dry. Even if the bottom line or Health & Safety are the initial motivators for many, with consistent top-down commitment, creating a genuine culture of care and thus a sustainably well workforce is achievable.
Heather Kelly was formerly Business Development Manager at Social Enterprise Mark CIC, and now works as a Wellbeing Consultant and Health and Wellbeing Coach at Aura Wellbeing.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2019/06/World-Wellbeing-Week.jpg360600Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-06-24 08:56:552019-06-27 09:33:28The case for investing in the wellbeing of your staff, and the key to getting it right
YouTube is not only the most popular video hosting platform in the world, it is also the second largest search engine.
Are you surprised? Then have a think: what was the last time you turned to video to learn something? If you recently looked up how to cook chili con carne, how to unclog your sink or how to do squats properly, chances are you found the answer on YouTube.
In Google’s popular communication strategy ‘HERO, HELP, HUB’, this is the HELP content.
HELP films are designed to answer any question your audience might ask or search for online. They allow you to show your organisation’s human side by being helpful and answering the public’s needs.
Crucially, they also drive traffic to your video channels, social media accounts and website. Is there a question clients ask you time and time again? What explanations are people actively searching for online related to your product or industry? Answer those questions and you will pull people to your content, whilst establishing your brand as an expert in the area.
1. HOW-TO VIDEOS
One popular type of HELP content are How-To Videos. This film we produced for Migrant Help teaches newcomers in the UK how to use a cash machine to withdraw money:
Another example, is Historic Royal Palaces showing viewers how to perform a Victorian-style Morris Dance.
2. EXPLAIN HOW YOU OPERATE
HELP films can be a response to questions about your organisation’s way of working, or your area of expertise. Here, bakery-cafe chain Le Pain Quotidien tells the story of how they produce organic coffee, from bean to brew:
3. SHARE PRACTICAL INFORMATION
HELP videos can also communicate practical information about your organisation, business or venue with your audience, like The Wallace Collection in London showing school groups how to enjoy a visit to the museum. We made this film in the most relevant way possible – with the help of local primary school children:
This is just the start of what HELP videos can be. Depending on your industry, organisation, products and areas of expertise, you can think of many more types. What about a tutorial for a specific product, a review from a customer using your new service, or a team member answering FAQs?
Keep in mind: what questions are your audience asking and actively searching for online? Answer those with helpful videos and you’ll drive traffic to your online channels.
For more information and advice on using video to boost your business, see our free e-book:
https://www.socialenterprisemark.org.uk/wp-content/uploads/2019/06/Video.jpg12531880Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-06-06 12:40:042019-06-06 12:40:04How helpful video content can boost your online traffic
As a Social Enterprise delivering healthcare services, we are committed to the principles upon which we were founded, however, it is equally important to recognise that the organisation has to be financial sustainable to meet future demand.
I became CEO of the organisation at a time when we had lost a major contract and more than half of the 350 workforce were due to be transferred to the new provider; there was an urgent need to understand the core costs of the business and reduce the size of the organisation.
In order to deliver savings successfully you need to engage with staff, ensuring that they form part of the journey. Senior leaders within the organisation should remain positive about the process, providing reassurance to staff about the future.
In the past six months, we have delivered more than £1million of financial efficiencies, enabling vital funds to be redirected towards the frontline care of patients. This has been achieved in a number of ways, including the renegotiation of property rents, performance management of suppliers and by also focusing on the workforce and the internal culture.
It is important to recognise that any pursuit of cost savings should not be done in isolation or in a way that could be perceived as a ‘top down approach’; this can destabilise a workforce as people naturally feel unsettled and nervous about their job security. In order to deliver savings successfully you need to engage with staff, ensuring that they form part of the journey. Senior leaders within the organisation should remain positive about the process, providing reassurance to staff about the future.
By having this early discussion with staff, they felt part of the process, affording them the opportunity to produce sensible ideas to reducing costs.
I believe that we have been successful, because we have engaged our people in the process, being open and honest about the need to reduce our overheads and reposition the organisation; enabling us to invest in delivering high quality, safe services for the future. Like your organisation, our staff were hardworking and dedicated to delivering a high quality service to the patients that we serve, however, we knew that we needed to focus time and energy upon specific areas. In advance of starting this journey, I met with staff to explain the strategy that we would be pursuing and the rationale for it, ultimately, reducing overheads, enabling us to redirect those savings towards improvements.
By having this early discussion with staff, they felt part of the process, affording them the opportunity to produce sensible ideas to reducing costs. Despite pursuing a significant financial recovery program, the most recent staff survey has produced some unexpected results; high levels of staff satisfaction and recognition from staff that they felt valued by the management. These were some of the highest levels of staff satisfaction that we have achieved in our 14 year history.
Organisations shouldn’t be afraid or embarrassed to renegotiate with suppliers; we pursued an approach of informing our suppliers what we were willing to pay, versus what they were charging us.
With limited contractual information, the fastest way in which I was able to determine potential areas of savings was by simply spending a few hours reviewing our bank statements. This gave me an immediate snapshot of our suppliers, the costs attributable to each and provided me with an understanding of where to focus my time.
Organisations shouldn’t be afraid or embarrassed to renegotiate with suppliers; we pursued an approach of informing our suppliers what we were willing to pay, versus what they were charging us. There are numerous websites available where you can benchmark a vast array of different services, and we were able to use this as a baseline for conducting negotiations. Using this approach, we were able to reduce the cost of across a number of areas ranging from consumables through to software; all without a requirement for us to extend our existing contract periods.
We used a similar approach to that which is widely seen across the retail sector at the moment, of liaising with our landlord to obtain a rent reduction at our corporate offices. Initially hesitant, the landlord agreed a compromise which enabled our organisation to a real term rental and service charge reduction.
Embarking on an efficiency program can be daunting, but this can be a lever to effective change whilst still managing short term priorities with strategic goals and long term vision. It’s a balance between realising the positive economic aspects of change in conjunction with social aspects of workforce engagement.
The process of delivering financial efficiencies are typically focused upon identifying and achieving savings, identifying new ways of working can also be used to reduce costs. We are, at pace, now working with partners across the UK and Europe to develop new services based upon AI technologies. The repositioning of the organisation, coupled with our reduced overheads has meant that we have been able to pursue growth opportunities – we are on course to increase turnover by 20% this year.
Workplace change shouldn’t necessary have a negative effect. In our case, whilst undoubtedly there were pressures of managing an increased workload, there was an upbeat vibe across the organisation. Embarking on an efficiency program can be daunting, but this can be a lever to effective change whilst still managing short term priorities with strategic goals and long term vision. It’s a balance between realising the positive economic aspects of change in conjunction with social aspects of workforce engagement. Leadership provides the key, to facilitate and realise cost savings within a stable environment. Once balance is achieved, it then provides a platform for growth, sustainable development and produces the foundations from which the organisation can build upon.
In the final of a short series of blog posts on sustainable leadership and team-work in social enterprise, leadership coach and social entrepreneur Tim Segaller explains why strong working relationships can make all the difference
So far in this blog series, I’ve explored two foundations for long-term success in social enterprise. Firstly, authentic vision and leadership: founding your business on the solid ground of a focused social vision, and on your natural leadership strengths – rather than unrealistic and pressurising ideals. Secondly, mental resilience: maintaining energy and inspiration in the face of complex pressures – through simple but powerful mindfulness-based techniques.
The third foundation is building strong relationships. As social beings, we all thrive when we’re in good connection with others. Surrounding yourself with the right people – and getting them on board with your social mission – is critical for your business. This includes all the people you work with or for – employees, customers, suppliers, and other stakeholders.
Some people may have more natural ‘people skills’ – but it’s also possible for anyone to learn how to nurture and strengthen healthy relationships at work. In my work with leaders and teams, there are two related ways I help them do this.
Firstly, let’s look at emotional intelligence (EQ) – the subject of much research in the last 20 years. Put simply, it’s about understanding and being comfortable with the emotional landscape of both yourself and those around you. Leaders and managers with a high EQ are able to really ‘get’ other people – their motivations, preferences, and challenges – and use this knowledge to make good decisions in everyone’s best interests. Helpfully, the best way to train EQ is through precisely the same set of mindfulness-based skills as outlined in my previous blog on resilience. It’s all about deepening your awareness of self and other.
Secondly, there’s the ‘co-active’ model of leadership and communication. Sometimes the people we work with or for may get stuck – bogged down in complexity and over-thinking, or lacking confidence or relevant experience. When that happens, there are simple processes you can follow to help others access their own problem-solving resources. It’s about stepping into a ‘facilitative’ mode and giving others the space to think clearly and creatively – rather than stepping in to micromanage or fix things for them. Not only does this support others’ long-term development, it also frees up your time and energy to focus on the bigger strategic picture.
As I come to the end of this blog series, let’s sum up my three foundations for sustainable leadership and team-work into a single narrative. By cultivating inner qualities of resilience and resolve, you’re able to think more clearly, calmly and creatively. This allows you to access the ‘fuel’ of your authentic vision and leadership strengths – to keep you going when marketplace challenges get tough. Personal resilience also naturally leads to great working relationships, which are an essential support to anyone navigating the rocky landscape of growing a successful social business.
Tim Segaller will be running a workshop on ‘Sustainable leadership and team-work in social enterprise’ at the Social Enterprise Mark Conference on 20th June 2019. Book your conference tickets here. To find out more about Tim and his leadership coaching and training, go to www.enlivenedminds.com
https://www.socialenterprisemark.org.uk/wp-content/uploads/2019/03/Colleagues.jpg261400Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-03-29 10:05:552019-03-29 10:05:55You need never walk alone
In the second of a short series of blog posts on sustainable leadership and team-work in social enterprise, leadership coach and social entrepreneur Tim Segaller explores the importance of mental resilience for social enterprises
My first blog set out the challenge of sustaining energy, creativity and inspiration in the face of complex challenges. I introduced three key foundations:
authentic vision and leadership;
In exploring the first foundation, I explained why your vision and mission statements should be authentic, inspirational expressions of your desired social impact. And I made a case for an ‘authentic’ leadership ethos – based on your own natural leadership strengths – rather than striving to become the ‘ideal’ leader. This blog focuses on the second foundation: mental resilience.
Running a social enterprise can be tough (while rewarding!). Once the ‘honeymoon’ set-up phase has passed, there are many complex challenges: securing finance for scaling up, managing cashflow, and recruiting the right people. Such challenges can lead to frantic fire-fighting and plate-spinning. You may manage the intensity for a while. But eventually it’s likely to catch up with you – leaving you and your teams stressed, exhausted and inefficient. In the worst cases, it can lead to burnout or going bust.
The good news is that there are simple approaches to help you maintain energy and inspiration in the face of these stresses. Taken from the practice of ‘mindfulness’, they’ve been shown in neuroscience research to develop a steady mind – for focus, clear thinking and productivity. I’ve helped hundreds of people learn these skills, structured around a simple ABC formula:
Awareness – of your mental and physical experience
Being with experience – creating space to deal with intractable problems and challenging emotions
Choosing wisely – by responding flexibly instead of reacting automatically
For a taste of this approach, try this short exercise: Sit comfortably with your eyes closed. Notice sensations of breathing in your belly. If your mind gets distracted – by thoughts, memories or plans – just come back to your breathing. Keep doing this for a few minutes.
This exercise gives your brain a ‘power rest’, allowing the mind to become clearer and sharper, and the body more energised. It’s like rebooting yourself – so you can approach whatever is ahead of you with more clarity and resolve.
This is what resilience is all about, and it’s arguably the most important capacity at work. It allows you to adapt wisely to fast-changing conditions, which is critical for social enterprises. Sometimes the bright glare of your social vision can obscure the need to shift focus or tweak your business model. Resilience gives you mental agility to continually fine-tune strategy to meet the twin demands of delivering on social impact, and securing revenue and growth.
When you’re resilient you’re also better able to relate better to the people around you, and to build strong relationships. That’s what I’ll be exploring next week in my third blog.
Tim Segaller will be running a workshop on ‘Sustainable leadership and team-work in social enterprise’ at the Social Enterprise Mark Conference on 20th June 2019. Book your conference tickets here.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2019/03/Mental-resilience.jpg441400Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-03-22 10:00:542019-03-22 10:00:54Working with the grain of your brain: mental resilience for social enterprises
In the first of a short series of blog posts, leadership coach and social entrepreneur Tim Segaller explores how social enterprises can sustain energy, creativity and inspiration for the long haul
The passion, determination and creativity of social entrepreneurs are qualities to be celebrated. They are driving the growth of the sector, and broader social change.
My experience as co-founder of a coaching and training social enterprise, and in coaching leaders and teams in organisations, has taught me the critical importance of sustaining these qualities in the long-term – particularly in the face of complex challenges like accessing finance to scale up, managing cash flow, or recruiting and retaining the right people.
Most social entrepreneurs have shown they have the capacity to deal with tough challenges, otherwise they wouldn’t have got their businesses off the ground in the first place. But we all have our breaking points under pressure – in the worst cases leading to total burnout or going bust.
So how can you and your teams sustain energy and inspiration year after year, even when the going gets tough? That’s what I’ll be exploring in this blog series. I will set out three key foundations:
authentic vision and leadership;
Starting with the first: authentic vision and leadership. Every business needs a clear vision to provide ongoing focus and motivation to its people. This is particularly so for a social enterprise, as delivering on its social mission is usually as important as the need for revenue. So it’s vital to ensure your vision and mission statements fully and accurately reflect your original inspiration. They should be clear, heartfelt expressions of the social impact you want to achieve and why. Crucially, they should feel authentic and uniquely yours – rather than a worthy but bland general statement that you can’t really connect with.
On the theme of authenticity, let’s turn to leadership ethos. An easy trap to fall into, particularly in challenging times, is to think you must master new leadership models or skillsets. Of course there are always useful new tricks to learn. But often striving hard to reach a ‘corporate’ ideal can leave you feeling stressed and exhausted – preventing you from thinking clearly and acting decisively.
It’s far better to lead naturally, as yourself, based on your own distinctive leadership style and inspiration – trusting you’ve got what it takes to succeed. I’ve seen this many times in my work with leaders and teams: things run more smoothly when people play to their strengths and make space for their completely human imperfections.
None of this means that you should be complacent or resistant to learning and change. Successful social enterprises adapt to their environment – shifting focus and strategy, and evolving their business model. I’ll be exploring exactly this in more depth in my next blog, in the context of my second foundation – mental resilience.
Tim Segaller will be running a workshop on ‘Sustainable leadership and team-work in social enterprise’ at the Social Enterprise Mark Conference on 20th June 2019. Book your conference tickets here.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2019/03/Marathon.jpg426640Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-03-15 09:52:212019-03-15 09:52:21A marathon not a sprint: long-term success for social enterprises
In higher education (HE), we are certainly fond of the old acronym! I’m not sure how many people outside the sector will have heard of the TEF, REF and KEF. These refer to the Teaching Excellence Framework, the Research Excellence Framework and the Knowledge Exchange Framework.
Although, there’s much to be said about both TEF and REF, the focus of this piece is KEF, the newest of the frameworks, which is currently out for consultation until 14th March.
In November 2017, the Government asked the HE regulator of the time, HEFCE, to develop the KEF to support its Industrial Strategy ‘Building a Britain fit for the future’. Now led by Research England, KEF aims to enhance the contribution HE makes to the economy and society. In return, it seeks to bring the inspiration of that wider world back into universities and colleges.
The KEF has 2 main purposes:
to provide Universities with information on their knowledge exchange activities
to ‘provide business and other users’ with a ‘source of information, which may increase visibility of potential university partners and their strengths’
Research England is setting out to assess a University’s Knowledge Exchange performance against 7 perspectives:
1) research partnerships;
2) working with businesses;
3) working with the public and third sector;
4) skills, enterprise and entrepreneurship;
5) local growth and regeneration;
6) IP and commercialisation;
7) public and community engagement.
The inclusion of the 7th perspective (public and community engagement) should be applauded, and Research England thanked for its inclusion. But how is it to be measured and presented? It is proposed that a ‘narrative’ will be part of this process.
It is to be hoped that the Social Enterprise Gold Mark, which York St John University is proud to have achieved, will be recognised as part of the evidence to be used to demonstrate that universities are doing the right thing about knowledge exchange. The Gold Mark recognises business excellence and best practice in governance, business ethics and financial transparency. It is the only quality mark to provide a framework for achieving social enterprise excellence and recognises the important activity that institutions are doing in their local communities.
So, what can you do about KEF? If you believe that Universities should have a role in social justice and social enterprise, then you should go online and take part in the KEF consultation exercise – it is open to individuals and organisations.
Perhaps you might what to join me in commenting on the phrase ‘provide business and other users’ with a ‘source of information, which may increase visibility of potential university partners and their strengths’, quoted earlier in this blog. It important that we exchange the knowledge created and kept in universities with the most vulnerable members of our society.
The KEF, and particularly the public and community engagement element, is surely the framework which reflects many university’s values and their commitment to social justice and social enterprise. The Social Enterprise Gold Mark provides a quality standard that could be used to measure how far universities are achieving this.
Professor Karen Stanton is Vice Chancellor of York St John University. York St John changes lives by helping students to develop the confidence, knowledge and adaptability they need for a successful graduate career and fulfilling life.
Karen is also a Trustee of UCAS, Vice Chair of the Cathedrals Group and a member of the GuildHE Executive, as well as a Fellow of the Royal Society of Arts and Chartered Institute of Library and Information Professionals. She is also an Ambassador for the Uprising Charity and Inspiring Digital Enterprise Award.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2016/10/York-St-John.jpg242300Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-03-11 10:12:092019-03-11 10:12:09Enhancing the contribution HE makes to the economy and society
So, you’re starting to think about developing your Social Impact Report and what you might need to include in it.
Like all documents or materials you produce for external consumption it’s important to think about who your audience for this report is – what will they be interested in reading about? What are the key messages you want to convey to them? And, what might they be looking for?
There’s no point creating pages and pages of facts and figures if it’s not useful and relevant to those reading it.
This list is not exhaustive but is to help you start planning what you might need to bring together in to a report. This way you can start to think what you don’t have and how you’re going to start collecting or finding it.
The essentials of what to include:
Why your organisation exists and what you do
What are the needs / problems you’re trying to solve?
Do you have evidence to back this up? Be sure to include this
What are you trying to achieve? What is your vision, mission and values?
What do you do?
Headline figures – These are often good to include as an infographic. The purpose of this is to highlight those key facts and figures you want to share, if people read nothing else of the report you want them to read this bit – sometimes includes outputs as well as outcomes and impact data. Some organisations choose to share just these as an infographic on their website.
Detail of your outcomes and impact – This should form the bulk of your report for obvious reasons. What have you actually delivered and achieved – what evidence do you have to back this up? This could include your:
Ouputs and outcomes – what you’ve actually delivered and the immediate change
Financial Impact / Social Return on Investment (SROI)
Testimonials, Quotes or Case Studies (which bring the data to life)
Lessons learnt and areas for improvement – it’s always good practice to recognise the things that haven’t gone as well as you’d hoped or planned for, as well as the things that did. A report that doesn’t include any information about targets not being reached, or things that didn’t work out as planned always feels slightly disingenuous. So, explain what didn’t go as planned, way you think that was the case and how you plan to improve it next year or what you’ve learnt from it.
Next steps and plans for the future – this can be a good place to outline your intentions, goals or objectives for the next 12 months. Maybe as a result of your evaluation you’ve decided you’re going to do something differently or change the way you operate. Alternatively, this could include reflections on your impact measurement approach, recognising gaps in the data and how you plan to develop this in the future.
Basic overview of your finances – for most organisations including a summary of your headline figures (income, expenditure and operating profit/loss) for previous year, current year and project forecasts for next year is a useful addition to a social impact report. It provides useful data to potential funders and investors, as well as partners and others potentially looking to support or work with you. Even if they’re not what you had hoped for it shows openness and accountability (it’s public information anyway once you final your accounts).
It’s also important to include images of your organisation ‘in action’ to bring the data and stories to life. This isn’t about creating a wordy document resembling a thesis. It should reflect your brand and form part of your wider business and marketing strategy, think about what needs to be shared and what you can leave out. The simplest impact reports are often the best.
Here are some optional extra’s you may also want to consider including in your report:
An executive summary or Welcome from your CEO/Board
If this is your first impact report it can be nice to include your ‘Journey so far’ or Key Milestones you’ve had along the way. Often best demonstrated on a simple timeline.
About the Founder/ your team – again depending on the purpose and audience of your report this can be another nice way to introduce who you are
Your Theory of Change or how you’ve gone about collecting data and measuring your impact (methodology)
Thanks to – funders, partners, supporters etc
Who you work with or have been supported by – key partnerships / funders
Kat Luckock is an Impact Strategist & Business Coach for social entrepreneurs and ethical retailers. She specialises in helping businesses measure and communicate their social and environmental impact to stakeholders and customers so they can build communities of support and increase sales and income.
Kat works with social entrepreneurs all over the world and is excited to write a series of posts for the Social Enterprise Mark blog throughout the Autumn. This blog was first published on the Share Impact website on 14th January 2019.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/09/Kat-Luckock.jpg336336Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2019-02-19 10:40:342019-02-19 10:40:34What to include in your Social Impact Report
This is the third in a series of posts Shaziya is writing for our guest blog.
Once an organisation decides to pay individuals, it will need to consider setting up payroll in order to pay the correct income tax, national and pension contributions.
To set up payroll, the organisation must register with HMRC as an employer and submit payroll information monthly or quarterly to HMRC, along with the payment of PAYE and NIC.
Employers don’t pay the first £3,000 of employer’s National Insurance Contributions, provided certain conditions are met. From April 2020 this allowance will be restricted to employers with a NI bill less that £100K.
There are instances where an organisation can pay individuals as self-employed individuals/contractors. However, the organisation has to consider off-payroll working rules (information available on the Gov.uk website).
There are three main areas to consider in order to establish if an individual is employed or self-employed:
Who decides what, how, when and where the worker completes the work?
Can the worker send a substitute?
Mutuality of obligation
Is the employer obliged to offer work and is the worker obligated to accept it?
Below is an outline of the rates applicable for payroll:
Income tax: payable from gross wages at 20% at basic rate or 40% for higher income earners.
NIC Employee: 12% or 2% for higher income earners
NIC Employer: 13.8% payable by the organisation
Pension by employee: 3%
Pension by employer: 2%
For all of the above, there are allowances – please see links in the list of references below.
Shaziya Somji is Managing Director of Harris Accountancy; an accountancy firm specialising in working with CICs and Social Enterprises. For further details or advice on tax for your organisation please book a free call via 0121 4558055 or online at www.harrisaccountancy.co.uk.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/04/Cashflow.jpg445600Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-12-18 11:01:072018-12-18 11:01:07Paying workers in your social enterprise
This is the second in a series of posts Shaziya is writing for our guest blog.
An organisation can look for loans and investments that would entitle the investor to a tax relief, provided it meets the conditions of that particular scheme. The organisation can check with HMRC prior to receiving the investment through an Advance Assurance and a Compliance statement, which must be sent to HMRC every time shares are issued under the scheme.
See the references list at the end of this post for links to detailed information on the applicable criteria.
Below is more information the available tax reliefs:
Social Investment Tax Relief (SITR)
Community Interest Companies (CICs), Community Benefit Societies with an asset lock, and charities can apply for this relief when raising finance through shares and loans (charities however can only apply for loan investment tax reliefs).
This relief would entitle the investors to 30% tax relief on their investment provided the investment is held for three years, along with certain criteria being met. On disposal of the investment there are tax reliefs available to cover any gain. (*see Capital Gains Tax relief below)
Enterprise Investment Scheme (EIS and SEIS)
Companies with a permanent establishment in the UK can apply for EIS relief within 7 years of their first commercial sale. This scheme offers 30% tax relief to the investors. When a company is raising funds (i.e. when it starts to trade) then it can apply for the Seed EIS within two years. This would enable investors to benefit from a generous 50% tax relief.
For all schemes there are eligibility criteria and conditions to be met in order to enable investors to benefit from the tax reliefs.
Capital Gains Tax Relief
When shares held in above schemes are disposed, gains arising on disposal on investment can be exempt if it has been held for three years.
Alternatively, one can claim for deferral relief. This can be applicable when you invest in SITR, EIS or SEIS the year you have a gain on disposal. The gain may be chargeable in later years. Here is a linkwith additional information.
Research & Development tax credits
R&D tax credits can be claimed by companies that work on innovative projects in science and technology. It can be claimed even if the project is unsuccessful. This tax credit allows you to deduct an additional 130% of the qualifying costs.
More information on the criteria and how to claim can be found here.
Shaziya Somji is Managing Director of Harris Accountancy; an accountancy firm specialising in working with CICs and Social Enterprises. For further details or advice on tax for your organisation please book a free call via 0121 4558055 or online at www.harrisaccountancy.co.uk.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/12/Shaziya_Harris-Accountancy.jpg483600Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-12-11 12:05:072018-12-11 12:05:07Investment relief available for social enterprises
This is the first in a series of posts Shaziya is writing for our guest blog.
It is a common misconception that Social Enterprises are exempt from tax. For HMRC, social enterprises are treated the same as limited companies for tax purposes. On a positive note, there are some reliefs available to social enterprises and charities.
In order to help you understand the different areas, I will be writing a series of guest blogs for Social Enterprise Mark CIC, which will cover the below topics:
Corporation tax is payable on the annual surplus (profit) at 19%. This is normally payable nine months and one day after the accounting year end. A simple way to work out an estimate of the surplus would be as below*
*This is an estimate to enable you to budget. There would normally be adjustments and reliefs before coming to the final corporation tax figure. Also see section below on Grants.
An organisation needs to consider its ‘taxable turnover’ on a regular basis to monitor if it has reached the VAT registration threshold of £85K.
A few definitions first; taxable turnover is the income received that is considered chargeable to VAT, i.e. this excludes any income received that may be exempt or outside the scope of VAT. For example:
Exempt supplies would be health services provided by registered doctors, education provided by an eligible body, and insurance services.
Outside the scope of VAT are voluntary donations to a charity, postage stamps provided by Royal Mail and welfare services provided by charities.
VAT is charged at either standard (20%), reduced (5%) or zero rate (0%), and these all count towards the £85K threshold.
From April 2019, organisations registered for VAT (compulsory registration) will need to comply with the HMRC new system of MTD (Making Tax Digital), which requires documentation to be held digitally and VAT returns to be submitted to HMRC electronically. For this reason, it will be advisable for organisations to use software compatible with HMRC Application Programming Interface (API) for book-keeping. (More details can be found in VAT Notice 700/22). Software like QuickBooks are compatible with MTD.
Grants received by a social enterprise are NOT always exempt from corporation tax and VAT. It depends on the nature of service and the agreements in place. Here is a link to an article explaining this in more detail:
Shaziya Somji is Managing Director of Harris Accountancy; an accountancy firm specialising in working with CICs and Social Enterprises. For further details or advice on tax for your organisation please book a free call via 0121 4558055 or online at www.harrisaccountancy.co.uk.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/12/Shaziya-blog.jpg670591Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-12-04 13:31:002018-12-04 13:32:56Taxes explained for social enterprises
This is the third in a series of posts Kat has written for our guest blog.
Why does social enterprise matter? What does it really offer us as an alternative to existing business practices?
I am super passionate about social entrepreneurship – you could say evangelical. However, I know there are many people confused by the concept and others who have simply never heard of it.
For me, if we are to make social entrepreneurship the norm (rather than the exception) and help scale it’s growth throughout the economy, more people need to learn and understand what it’s about, and also, more importantly, the impact that it can create.
Having spent the last 6 years operating in the social enterprise sector and being lucky enough to hear some amazing experts share their knowledge and insights I wanted to enable more people to access this information about what social enterprise is, why it matters, and what difference it can make.
The ‘Why Social Enterprise’ Summit is my way to help in this mission. It’s a two week, virtual summit with a wide variety of guest experts talking on a diverse range of topics from what is money and where is wealth held, to why do people matter, and how are businesses and consumers responding to this changing model?
Why I created the summit…
At a conference for social entrepreneurs earlier this year I was disappointed to see so few people in attendance, especially when the speakers and content of that conference were so useful, interesting and significant. It was mentioned by many people there that these discussions needed to get out to a much wider audience. I highlighted that the conference had really missed a trick by not streaming it live and utilising social media especially as some of the speakers had tens of thousands of followers on platforms like Twitter and Instagram.
It sparked an idea I had seen done in other industries. What about a free virtual summit where people could sign up and either join live or watch and listen to the presentations and discussions at their own convenience? This way we could reach a much wider audience, in different time-zones and with differing priorities.
Attending events and conferences isn’t always easy: taking time away from work or other commitments; the cost of the ticket and travelling; arranging child care etc. All that’s required for a free virtual summit is an internet signal and computer device.
So here it is. Interested in learning more about social enterprise at a time that suits you? Join live or watch the replays throughout the two weeks (19th – 30th November).
Kat Luckock is an Impact Strategist & Business Coach for social entrepreneurs and ethical retailers. She specialises in helping businesses measure and communicate their social and environmental impact to stakeholders and customers so they can build communities of support and increase sales and income.
Kat works with social entrepreneurs all over the world and is excited to write a series of posts for the Social Enterprise Mark blog throughout the Autumn. To find out more about Kat visit the Share Impact website.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/09/Kat-Luckock.jpg336336Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-10-31 10:00:092018-11-14 16:19:20Why social enterprise?
The UK is due to leave the EU in six months. There are many questions still unresolved, but one thing is clear. Whatever decisions are made between now and next March, UK employers will face a struggle after Brexit to find low skilled workers to keep their businesses moving.
A new report from the respected Migration Observatory at Oxford University calculates that over half a million EU citizens who currently work in the UK are carrying out low skilled jobs. These are jobs that don’t require qualifications gained after the compulsory schooling age. They include 132,000 people in cleaning jobs, 120,000 in basic hospitality businesses like coffee shops, 96,000 in warehousing and 90,000 working in factories.
That’s not all. In lower-middle skilled jobs (those involving some simple training as well as school qualifications), over 80,000 EU citizens currently work in our care services, 74,000 in food processing and 68,000 in shops and stores.
With parts of the UK experiencing virtual ‘full employment’, the Migration Observatory report confirms that current plans to address the likely shortfall of labour with non-EU countries will not be sufficient as the predicted number of EU workers in the UK falls.
But there is a solution closer to home…
We know that 1.36 million UK citizens who are keen to work don’t currently have a job. This might be because they are struggling to find the right job with the right employer, or because their support needs mean they need help to develop the right set of skills to help them secure that job.
Pluss is at the forefront of employment support. We provide specialist support for individuals with health conditions and disabilities to secure the right job with an employer who feels confident that they have recruited a great employee. Our conviction is that most people, with the right support, can be helped to realise their potential in work, and can make a significant contribution to our economy.
We believe that Brexit provides a real opportunity for government to reduce the welfare budget supporting working age people, currently standing at £81bn, by providing the necessary support for many of those 1.36 million Britons who are seeking a helping hand to find work and build a career in post-Brexit Britain.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/10/Brexit.jpg12001735Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-10-15 14:03:412018-10-15 14:03:41Brexit – Millions are ready for an opportunity…
Cosmic was Social Enterprise Mark holder number one. Although that position was very closely contested by the Co-operative Group South West!
In those days, I was heavily involved as Chair of RISE – the regional body supporting social enterprise developments in the South West – and therefore was also part of the team which developed and successfully launched the Mark. I also served for several years on the Board of Social Enterprise Mark CIC, working to develop its strategy for national and international developments.
For all of the years since then Cosmic has continued to support and encourage the further impact which the Social Enterprise Mark can make to the wider sector and business in general. The Mark has been a fundamental part of Cosmic’s brand identity for well over a decade now, and it has proved a highly effective way to promote to the world our social impact credentials.
Cosmic’s commitment to social enterprise remains as strong as ever, and the Mark acts as a regular reminder for all stakeholders – staff, Directors, partners and clients.
In more recent years, Cosmic has been able to embed the Mark into all of our marketing and promotional materials. As the sector and the Mark has gained wider recognition, it has become easier to describe how we use our business model to achieve social impact, but at the same time, the Mark still represents a very useful tool for us to engage in questions and discussions about how the model works at Cosmic. Describing that our commercial services (web development, training and tech support) have the ability to generate profits, which are then 100% utilised to develop social impact projects and match-fund our work in this area with other sources of funding has become a key message for our stakeholders and clients.
For example, our investment in digital apprenticeships for our own business and others, or more recently our involvement in the Enhance Social Enterprise programme, which provides digital business support for other social enterprise; both of these involved Cosmic’s own investment to achieve social impact. More broadly speaking, Cosmic operates every day in achieving social enterprise – staff, directors, partners and members all act as ambassadors to social enterprise, constantly seeking ways to achieve more social impact and share this ethos.
Cosmic is very proud to have been Social Enterprise Mark holder No.1 and we very much consider ourselves as a sector leader and ambassador. We will continue to champion the role which social enterprise plays in improving society in UK and abroad.
Julie Hawker is Joint CEO of Cosmic, a social enterprise based in Devon, which is very highly regarded for its work in addressing digital skills development and digital inclusion as key priorities across the region. Julie is also a Social Enterprise Mark Ambassador, committed to raising the profile of the Social Enterprise Mark.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/09/Julie-Hawker-Cosmic.jpg228228Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-09-26 08:59:032018-09-26 09:00:42Leading the way as a Social Enterprise Ambassador
This is the second in a series of posts Kat has written specially for our guest blog.
It’s true that balancing social and environmental priorities with commercial and financial requirements of a social enterprise is a challenge we all face as social entrepreneurs. However, what I’ve noticed, and increasingly been surprised by, in many quarters of the social enterprise sector is a resistance to talking about and focussing on finance, income strategies and profit to the detriment of many organisations’ success.
This seems especially the case for early-stage social enterprises or those who haven’t received external support or backing from investors. In my experience a commitment to ‘doing good’ often gets in the way of prioritising a strategy to generating reliable income. And for many early stage solopreneurs with social or environmental aims, confusion about whether profit is allowed or the conflation of making profit with being wealthy sits very uncomfortably.
“Profit in and of itself cannot be seen as a dirty concept. Rather it should be understood that it’s the choice of how to spend or invest that profit that differentiates a social enterprise with other types of business.”
I suppose it does take a particular type of person to set up a business which doesn’t allow for personal profit or shareholder returns (at least not without limits). More often than not it’s about being able to do a job that’s aligned to one’s values and commitment to make a difference on an issue they care deeply about.
The risk however is that those of us working in the sector conflate the issue of limiting personal/shareholder profit with the need to create organisational profit. The difference being that organisational profit can be used to deepen or scale the powerful social or environmental impact the organisation was set up to achieve, rather than line the private pockets of individual shareholders.
Profit in and of itself cannot be seen as a dirty concept. Rather it should be understood that it’s the choice of how to spend or invest that profit that differentiates a social enterprise with other types of business. As such, it seems essential to me, as a social entrepreneur, to focus on both: delivering the social / environmental impact and creating a robust income strategy to enable it.
Where income and finance are not taken seriously the impact is limited and the social enterprises themselves struggle to continue at all or become dependent on increasingly constrained grant funding (with all its restrictions and limited timescales). This in turn hinders the sector as a whole and limits our collective opportunity to demonstrate the difference social enterprise can make to challenging the status quo (and those we compete with on a global scale), not doing business as usual, and most importantly tackling global inequality and environmental degradation.
A secondary symptom of not focussing on wealth generation (within a social enterprise) is individuals working more hours for less income; reduced competitiveness to attract the best people for roles; lack of investment in training and development; and limited research and development for innovation or expansion in to new markets.
Without profit we limit the possibility of the social sector to expand and challenge “business as usual” to the detriment of people and planet.
To conclude I want to share three reasons why getting more comfortable with generating profit is beneficial to your social enterprise:
1) It enables sustainability
With an operating profit you know you have reserves to take you into the next financial year. Consistent profits and sustainable income also allow you to plan more than 6-12 months down the line. Being able to create a strategy of what you want to achieve that extends 2-5 years in to the future helps you make big decisions and move your business forward.
2) It enables space for research, innovation and development (note how I didn’t say growth)
With profit you can choose to invest in the areas of the business that are struggling or new areas you want to develop and expand in to. Without an operating profit it’s very difficult to find money to invest in the development of your business and harness potential opportunities in the market place. Notably this isn’t always about growth or scaling the impact but could be about improving your service, developing products or simply deepening the impact you have by being able to invest more in your social or environmental cause.
3) It increases opportunity for investment
As someone who is no expert in investment this is just an assumption, but it is my understanding that an investor or funder is always going to look more favourably on a social enterprise that is able to demonstrate how it will maintain a sustainable income and generate a profit beyond the term of their investment.
On the whole, as I understand it, investors and funders want to help organisations start, get to the next stage or innovate something new (for profit or impact) but they don’t want to fund you indefinitely. They want to know their investment or grant will pump-prime your initiative and allow you to maintain operations afterwards – so they can see a return on investment and celebrate your success with you. So planning for profit and setting this out in your proposal will give them more confidence that it’s possible to happen.
Kat Luckock is an Impact Strategist & Business Coach for social entrepreneurs and ethical retailers. She specialises in helping businesses measure and communicate their social and environmental impact to stakeholders and customers so they can build communities of support and increase sales and income.
Kat works with social entrepreneurs all over the world and is excited to write a series of posts for the Social Enterprise Mark blog throughout September. To find out more about Kat visit the Share Impact website.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/09/Profits.jpg640960Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-09-10 11:00:032018-09-10 11:01:45The risk of not focusing on profit in your social enterprise
I like to think of social entrepreneurs as innovative ground-breaking, revolutionary AND tech savvy. The type of people who want to create change and are at the fore-front of the technology landscape – maximising the best tools to advance their business and deliver phenomenal impact.
Although there are many examples of social entrepreneurs who are like this, the majority of us at the early stage of business (1-3 years in) tend to be stuck in the reality of do, do, do and not lifting out head up to discover what tools could help us.
Okay so you’re using email, Office 365, sharing documents with your team via Google Drive (or something similar), and frequently look up your competitors on Facebook or LinkedIn but you have no idea what else is out there to help your organisation when it comes to digital technology.
No one would argue that when it comes to digital technology the world has moved on phenomenally over the past 20 years. In fact, the pace of change is difficult to keep up with at times. But how are we supposed to keep apace of all these changes and more importantly identify and decide which technologies are most useful to us day-to-day in our business?
In the first of my four guest blogs (released over the next couple of weeks), I wanted to share a variety of tools that could help your social enterprise increase its productivity, save time and as a result save money.
All the tools mentioned below are free to use, with upgrades for extra features and larger capacity. I’m sharing both tools I’ve used and some I’ve heard others recommend. They cover everything from diary management to lead generation, sales to CRM systems.
The first thing I want to introduce you to though is a little thing called Zapier. It’s like a wonder tool that links everything up so you can automate workflows and alleviate repetitive tasks in your business. Seriously, I could write a whole blog post just about this, there’s so much possibility with the tool. But if you’re using some of the other tools I mention below and you want simplify how they all connect up then check if Zapier can do that first.
Time killers! I focus in the rest of the blog on things that eat up time in your business, which could be simplified, automated or completely avoided with one of these tools.
The first one I know we all struggle with is losing passwords. Especially when you’re working across teams, you have new volunteers or interns helping out every couple of months, and you have to update your passwords regularly to stay secure. LastPass is your answer. Never forget a password again and give access to team members at the click of a button all in one secure place.
Time waster number two; Printing out documents like contracts and funding applications to sign and then scan back in to your computer to send via email. HelloSign is a simple tool that allows you to sign documents electronically, without all the faff and unnecessary printing.
Been sent a file or document you can’t open? Cloud Convert supports the conversion between more than 200 different audio, video, document, ebook, archive, image, spreadsheet and presentation formats without having to download any software on your computer.
Diary Management and booking meetings
How many hours do you spend on the phone or emailing back and forth to customers and stakeholders trying to find appropriate times to book in a meeting or call? For finding a convenient date for team or group of people Doodle is an amazing tool.
But what about when you want to allow customers and clients to book a call or meeting with you directly from your website or Facebook page? Calendly is my number one tool for showing when I’m available for meetings and helping customers book a call or meeting in my diary, without me ever having to speak to them. It also automates an email to confirm the booking and there are settings for reminders. You can also sync it with your Google Calendar (ICal or Office calendar) so you know when it’s been booked in too.
Do you spend hours looking for B2B leads on LinkedIn? Try Dux-Soup; a great tool that visits thousands of profiles for you, using key words and existing networks. When people see you’ve been looking at their profile they’re much more likely to look at yours and get in touch.
Video Conferencing & Webinars
Do you spend a lot of time on the road going to meetings? Why not organise more video calls to save you time, money and carbon emissions. It’s still face-to-face, you can share documents, screens, invite others in and record the calls with Zoom – my go-to video call platform. I run my business from my laptop and I couldn’t be without Zoom, it means I can connect to clients all over the world and jump on a call with my remote team members for weekly check-ins. You can also add bolt-ons for webinars and more than 10 people.
Email Communication & Sales Funnels
So you’ve probably heard of MailChimp and maybe you’re using it. I loved Mailchimp when I first started as a social entrepreneur. It was a great way to design and send weekly newsletters to our mailing list. It’s even easier now you can create opt-in forms and landing pages to capture email address on your website or via social media. And it probably is the simplest way if you’re just starting out with a mailing list and want to create a simple email sequence to introduce yourself and warm leads up.
But for the more advanced there’s the paid-for Convertkit or ClickFunnels; two great tools for creating more advance sales funnels for different audiences, leads and product types.
And if you want more of a CRM built in, Dubsado, Hubspot, 17 Hats and Capsule are recommended (although I’ve never used any of these myself).
Social Media Scheduling & Automation
If you’re not scheduling your social media so it automatically posts each day, you’re probably wasting time or not being consistent enough on Twitter, LinkedIn, Facebook or Instagram. Hootsuite, Bufferand Planoly (an App for Instagram only), amongst many others, are great tools to schedule all your posts for the month ahead so you do it once and forget about it.
Project planning and team organisation
Trello and Asana are two of the most popular platforms I see people using for project planning and team organisation. I also like Wunderlist for creating quick to do lists and setting deadlines or reminders for things.
Simple Graphic Design or Document Creation
Not a graphic designer? Don’t have the funds for Adobe Suite? I use Canva every single day in my business because it’s so easy to create graphics and documents.
My last money saving tip…
If your website is just for sharing information about your products or services, or you have an e-commerce store, don’t spend thousands with a web-developer – use simple platforms like Squarespace, WordPress, Wix, Weebly or Shopify to set up your website quickly and cheaply (from as little as £20/month including domain).
Kat Luckock is an Impact Strategist & Business Coach for social entrepreneurs and ethical retailers. She specialises in helping businesses measure and communicate their social and environmental impact to stakeholders and customers so they can build communities of support and increase sales and income. Kat works with social entrepreneurs all over the world and is excited to being featured in the Social Enterprise Mark blog for the next few weeks.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/09/Technology.jpg283400Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-09-03 09:34:252018-09-03 09:34:25Save time and money using digital technology for your social enterprise
Some certification badges are instantly recognisable as a mark of assurance when purchasing a product. According to the Fairtrade Foundation, 97% of Millennials recognise the Fairtrade Mark on food, compared with 69% for the Rainforest Alliance logo and 41% for the Soil Association Organic label. But how many people actually know what is required to acquire these certifications and how rigorous their testing methods are?
Whilst recognition is a good start, a deeper understanding of what badges actually mean and what tests and audits are required to achieve the result, will enable customers to be more discerning about the products they buy. Whilst certification bodies need to find better ways to engage and educate consumers, is it also key that consumers start to #GoBeyondTheBadge?
Even though the shift towards more responsible consumption is gaining momentum, it’s still far from being the norm. To make matters harder for those looking to make greener and more ethical choices, certifications in garment production can be extremely confusing. Beyond the Fairtrade Mark, there are few badges with such widespread recognition. There are hundreds of certifications available for each area of the supply chain, but most of them are not consumer facing. As a result, consumers often have to rely on the brand that they purchase from to make responsible choices about their supply chain on their behalf.
The certifications brands look for in a manufacturer is often dictated by what country they are from and what products they are producing. It can seem overwhelming and overly complicated for brands to decide which certifications are the most crucial. Brands need greater clarity and visibility over what certifications actually mean in reality, what the verification process is and how reliable the results are.
Conversely, it can be difficult and costly for manufacturers to accommodate the increasing certification demands from multiple brands from multiple geographies. They can feel frustrated at paying for certifications which verify a standard they are already certified for with another body, and it can also be detrimental to their efficiency if they are having to constantly host auditors at their facilities.
As consumers are becoming more conscious about what they are buying, more certifications are starting to emerge as the industry standard. Below we have highlighted a few certifications that consumers can look for in their clothes, however it is important to dig further into each of these to understand what is Beyond the Badge.
Works with brands, factories, trade unions, NGOs and governments to verify and improve workplace conditions. FWF represents over 120 brands, bringing together the key components needed to make a sustainable improvement to workplace conditions.
Brands should check if their manufacturers are certified by FWF if they prioritise having safe working conditions where their products are made.
FWF keeps track of the efforts made by the companies it certifies, and works to increase the effectiveness of efforts made by companies through sharing expertise, social dialogue and strengthening industrial relations.
Known for being the world’s most predominant processing standard for testing and verifying organic materials. It also provides a consumer label.
To qualify, textile products must be at least 70% organic fibres. There are also strict environmental, toxicological and social criteria, and a detailed quality assurance system. A manufacturer with this certification is clearly dedicated to protecting the environment while producing high-quality organic fabrics.
Often known as Oeko-Tex standards. It is a global testing and accreditation scheme for the screening of harmful substances within consumer textiles. It is the leading label for textiles that have been screened for harmful substances. The Oeko-Tex certificate issued by the relevant institute or responsible certification centre is valid for 12 months.
Supplycompass is a tech enabled end-to-end production management platform for responsible brands that want to find and work with the best international manufacturers. It enables brands to find their perfect manufacturing partner at home or overseas.
Brands can create tech packs, get matched with a manufacturer and use the platform to manage production from design to delivery. Supplycompass works with brands and manufacturers to embed responsible and sustainable practises in their businesses and deliver value and create opportunities for growth.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/08/Fashion.jpeg12531880Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-08-24 09:00:312018-08-24 09:00:31Going ‘Beyond the Badge’ in the fashion industry
We need to talk about anarchism. Once you get past the often mis-leading, negative, bomb-chucking stereotypes of the proceeding centuries, many of the ideas contained within the, by definition, very broad church of anarchist thought are quite sensible. Indeed, in many cases emphasizing balance and moderation. They also have the potential to provide at least part of the answer to society’s infinitely complex growing list of challenges, from political disenfranchisement to growing inequalities, aging populations, environmental degradation and shrinking public services.
Be it by necessity and by design, anarchic ideas, and practice, are increasingly evident all around us. While the wider anarchist “movement” intermittently flares up, burning hot and fast, but ultimately short-lived like a virus in the popular mind – in moments such as Occupy – a more sustained, transformative genera of anarchism is growing, more like mycelium through the forest of society day-by-day.
These aren’t quick, but they are steady and cumulative steps, and coming from both directions – from activists and government alike – politics and politicians know this is needed. From localism, devolution and cooperative councils to the increasing prevalence of self-managing, self-organising, agile, matrix managed businesses and civic organisations. Running all the way from subsidiary in European Union, right the way through to energetic indy-towns such as Frome and Buckfastleigh. Though where this is often most evident is in the ever-growing UK-wide movement of enterprise driven social action: social enterprises, b-corps, community business, coops and just good businesses – a restless growing wave the anarchopreneurs balancing economic independence with social value, personal liberty with collective solidarity. This is beyond the politics of the Left or the Right, it is the politics community leadership – taking action and accepting social, and economic, responsibility.
South West England provides further examples. The Transition Towns movement grew out of Totnes, and just 20 minutes down the road, the “Plymouth Model”, the UK’s first Social Enterprise City where hundreds of socially enterprising organisations, with an enabling local government partner and a welcoming business community are driving everything from regeneration to education, from healthcare to clean energy and even the creative and digital industries. Towns like Watchet, where a group of local people, the Onion Collective (predominantly women) have painted an effective picture of what “taking back control” should actually look like. Igniting a range of locally owned community businesses following all-too-common market failures, resulting in the loss of local industry. Projects include a visitors’ centre, a new green space community park and regular summer street markets, even reimagining the East Quay waterfront as a new space for studios, restaurants, galleries and visitor accommodation.
This community owned – anarchic – action is increasingly seeping into the mainstream. From the recent incorporation of the South West Mutual, part of a national network of the soon-to-be people powered regional banks, to the Big Lottery’s own endowment trust – Power to Change – that is tirelessly working (in both Plymouth and Watchet) to create locally owned, community accountable businesses and services up and down England. And then, Carne Ross’s story of his remarkable journey from diplomate to anarchist – The Accidental Anarchist – lands slap-bang in the middle of your BBC viewing – now something is really up?
Britain today is alive with constructive anarchism, anarchic ideas and substantial real action.
We need to talk about anarchism. We need to talk about community owned change. Take Proudhon for instance, one of the leading anarcho-theoreticians, sometime described as the “connoisseur of paradox” (or other words, he understood the need for balanced view!), who first adopted the word anarchist to describe himself and along with Godwin is often credited with “creating” anarchism. His position here could be summarised in three parts:
Participation – far from being the absence of governance, he saw anarchism as the mass participation in government: limiting but with necessary layers of government, built from the people or the workshop up. Initially, and primarily, this came about via economic more than political means, growing networks of social and economic administration – “the cure for social ills cannot be found on political level and must be sought in the economic roots of society”.
Local ownership – his most famed pronouncement – “property is theft” wasn’t a statement against the ownership of private property, only against the disproportionate ownership of large scale capital and assets by private interest, and/or indeed the state, what he termed the “cumulative proprietors”. With an emphasis on democratic and social value, he welcomed private ownership and saw economic liberation as fundamental to wider political freedom – “political right requires to be buttressed by economic right”. In a Smithian way he was an advocate of genuine free trade, as an effective regulating structure for society and recognised that, to a larger extent, communities are often remarkably good at managing themselves. Proudhonism, often cited as the philosophical bedrock of anarcho-syndicalism, envisaged a society organized around cooperating local businesses-like enterprising organisations, working units of society (social enterprises, coops and community business, even SMEs?), inter-trading and federating as needed on the larger scale.
Reform – flying the face of the anarchist caricature, Proudhon rejected revolution, favouring reform over time through education, fiscal policy, credit reform and new forms of social corporate ownership – he even tried to set up a mutual, Peoples’ Bank. At the heart of this was a good honest grasp of human nature, a Hayekian recognition of complexity, the value and need for personal liberty and individualism, well balanced with the important need for, and indeed facilitated by, community collective good.
We need to talk about anarchism. We need to move that anarchist debate beyond a quirk of the 19th century; beyond the flash of passion, courage, but ultimate tragedy of the Spanish Civil War; and beyond the unhelpful black bloc stereotypes. We need to move it to where it belongs – in our daily lives. Anarchism is more than a fringe political movement of the shadows, it is something that is happening and as C. S. Scott suggests with his “anarchist squint” it’s a way of looking, thinking and behaving. If we look at the world through the anarchist lens, we see it all around us and with many encouraging results.
While anarchism has often been good at defining what it is against, it is less clear when it comes to practical application and what it is for. Community enterprises are finding new, real ways for more people, often at the furthest fringes, to participate in society economically and therefore, also democratically. They are creating more meaningful forms of ownership, putting the means of production not in private or state hands, but in the hands of local people, and they are changing the way society works. Reforming healthcare, learning, social care, energy production, housing, pubs, venues, the creative industries, business services, finance and even banking – now government too? Isn’t this what Proudhon was talking about? We need to talk about anarchism.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/07/Community-Owned-Change.jpg397600Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-07-19 13:39:512018-07-19 14:33:07Community owned change – we need to talk about anarchism
By Jonathan Alder, founder and Co-Director of Alder and Alder
Your brand is a powerful communication tool that has the potential to differentiate you from competitors, and make you interesting and relevant to your audience. If you can harness the power of your brand it will give you the opportunity to influence what people think and how they behave. It will give you the power to change things.
And there is a need to change things. Existing models are struggling to adapt to the new demands that business and society is placing upon them. Change is all around us, and undoubtedly brings challenges, but it also brings opportunities. It brings the opportunity to do something different. Something new. Something better.
Social enterprises have the opportunity to be the change and bring the solution. But to win a new audience you have to explain why you are the solution.
As a social enterprise your brand is a particularly powerful tool. At the heart of each organisation is a ‘purpose’ – the reason they exist. This is the foundation of every brand. In commercial businesses ‘purpose’ can get lost, because the focus is often on making money, rather than making a difference. This is where the opportunity for social enterprise emerges. As a social enterprise it’s ALL about making a difference, and that’s attractive, not just to your stakeholders, but to the wider community.
Brand building can seem a daunting prospect, but breaking the process down into stages can make it much easier to manage. I’ve identified three stages that provide a practical approach to harnessing the power of your brand.
The first stage is Brand Definition. Social enterprises need to clearly articulate the advantages their model can offer to each stakeholder group they engage with, when compared to the existing solutions available. For organisations that are selling a service or product to customers, differentiating a social enterprise approach from the commercial model of competitors can be even more important, as the trend for values-driven purchasing continues.
Brand Design, the second stage, is focused on the tools an organisation will need in order to communicate with stakeholders. Engaging, persuasive, powerful communication is fundamental to influencing how your audience behaves, especially when you are offering something new or different. The quality of your visual communication will help you to compete more effectively against, what some stakeholders might consider, more ‘professional’ commercial competitors.
The final step is to bring your brand to life. I call this stage Brand Delivery. Society is looking for change, but they don’t necessarily know where to find it. If you have an alternative solution you need to take it to your stakeholders and present it as a viable option, not some kind of worthy compromise. You will need to find an effective and efficient way to deliver your message, whether that is in print, in person or online.
The business sector – and society at large – is experiencing change and uncertainty. People are frustrated and looking for alternative solutions. This is the opportunity for social enterprise to move from a niche model to the mainstream. But to achieve that transition social enterprises need to communicate clearly. It’s time to harness the power of your brand, and build one that helps you to define, design and deliver your message.
If you would like to learn more about how to harness the power of your brand, I’ve written a guide to branding for social enterprises, Time For Change.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/07/Alder-and-Alder-branding-guide.jpg400600Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-07-17 09:06:112018-07-17 09:06:11Harness the power of your brand
By Wray Irwin, Head of University Centre of Employability and Engagement at The University of Northampton
Last year, the University of Northampton joined a growing list of universities and organisations committed to solving social or environmental problems, after gaining the Social Enterprise Gold Mark.
I wanted to take this opportunity to celebrate one year of social enterprise successes with a recap of the University’s ‘Changemaker’ work since then.
The breadth and depth of the University of Northampton’s commitment to delivering social impact through and, as a result of its Changemaker student experience, has been singled out as the defining component of its Gold Mark recognition. Delivering social impact through Changemaking enables every student and member of staff to pursue their passion and address social inequality and environmental issues in a way that ‘transforms lives and inspires change’.
The range of ventures developed always impresses and inspires me, the approaches taken are impactful and are driven by individuals who are able to reframe the problems to create innovative solutions. Everyday examples emerge of the great work undertaken at the University confronting everything from homelessness to human trafficking, food poverty to raising educational attainment but the one thing they all have in common is the belief of students and staff that something must be done and it’s up to them to do it.
The examples outlined below are by no means the limit of what is being achieved but are highlighted to give a flavour of why the University has retained its Gold Mark accreditation.
Eyespeak is a web-based TV channel created by second year International Tourism Management & Events Management student Hulda Adao, aimed at tackling online abuse and bullying on social media.
Her channel has grown its audience and Hulda is now delivering workshops for secondary schools to highlight the social issues related to cyber security such as bullying, LGBT, mental health, and relationships. She has so far delivered 16 workshops to more than 300 young people., with interest growing from schools and community groups.
Hulda now works with the University’s ASPIRE Schools’ Engagement team to deliver these workshops in schools across Northampton.
This is a social enterprise for the digital age.
Lara Hamer, a third year International Relations and Politics student, started supporting refugee communities by fundraising for volunteers who were helping at refugee camps.
Northamptonshire has the fourth largest community of refugees and asylum seekers in the UK so, following the ‘Cities of Sanctuary’ programme, Lara created a ‘University of Sanctuary’.
Lara, who hails from Croatia, is passionate about building a culture of hospitality and acceptance across the University of Northampton for asylum seekers and refugees.
Lara personifies the spirit of Changemaker, spotting that something in the world outside the lecture theatre needs addressing and then working to sort that problem.
Sukhwinder Singh, Senior Lecturer in Social Work at the University, has lead a team of 30 who are supporting and counselling refugee children from war torn South Sudan who travelled to Uganda seeking asylum.
Our latest ‘Big Bang’ event, held in collaboration with the OfS funded National Collaborative Outreach Programme, saw nearly 4000 nine to 19 year olds converge at Silverstone Race Circuit, for a day of hands on experience of science, medicine, engineering and sports commentary, as a way to explore all manner of career avenues.
TV personalities Dr Emily Grossman and Simon Watt came along to present shows and more than companies including Nissan, Hybrid Air Vehicles Ltd. joined them for a day of fun and discovery…and made a lot of noise!
The aim of the Big Bang is to inspire young people to love science and maths by showing them they can be fun and have real benefit on their future careers.
The award celebrates the brightest new approaches to teaching and we won for our ‘Changemaker Outcomes for Graduate Success’ (CGOS) Toolkit a downloadable guide developed by the University to help teaching staff provide students with important life and work skills and not just academic knowledge.
We are working with town and county partners to help make Northamptonshire more ‘dementia friendly’ raising awareness of and support for the needs of people with a diagnosis of dementia and their families and carers.
The University’s Changemaker Challenge Fund has supported a range of projects that support this work. This culminated in the launch of our first ever Dementia Friendly Organisation award. The award which recognises and celebrates excellence in supporting people living with a dementia diagnosis was awarded to the local theatre Royal & Derngate scoop who deliver dementia friendly film screenings in the Errol Flynn cinema. They are using the prize to employ an intern from the University who will help them develop the de film screenings, whilst enhancing the intern’s skills and learning.
Emma spent 12 months as a primary school teacher in Malawi teaching in a rural primary school, when she first came up with the idea of supporting the village women to learn English. Through the experience she recognised that supporting the children to have the best possible life chances was only one small part of the way she could help the people of Malawi. Her commitment has ensured the growth and development of United Amayi to support more young people.
We held our first SocialxChange late last year, hosting staff and students from the University of Warsaw who looked at ways to tackle prejudice. Students returned their home university with projects to develop to help deal with race inequality.
So worthwhile was the opportunity, the xChange has now been extended and we have just finished a second event with Ryerson University, Toronto with more planned for 2018-19, opening opportunities for our students to experience inequality from a global perspective and to do something about it back home.
Whilst these examples are early stage developments their potential social impact will begin to emerge over the coming years, and we will be supporting all of these to ensure their full potential is reach. As the University prepares to take up residence at its new Waterside Campus the potential to grow our social innovation work and impact will increase.
In November 2018 we will be celebrating the next batch of emerging social entrepreneurs at our Changemaker Awards Dinner; demonstrating that at the University of Northampton, social impact through Changemaking is at the core of everything we do.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/06/Changemaker-Hub.png370370Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-06-29 11:59:452018-06-29 11:59:45Celebrating social enterprise success…one year after hitting the ‘gold mark’
OK folks, let’s start off with something we could all benefit from doing a little more of – something I call ‘Positive Propositioning’… Take the name of this blog: Gender ‘Equality’. Not ‘Inequality’.
That’s simply because I’m of the mindset that if you focus on the positive aspect of change, you get more of it.
Also, I want to make it clear that this isn’t a feminist rant, far from it – in fact, it’s a bird’s eye observation on what is and what could, and arguably should be.
OK, now I’ve got that off my chest, let me share a couple of stats with you…
In global companies, 15% of women hold board positions
4% chair boards
And 20% of boards have 3 or more women on them
And when you consider more female board directors give:
16% higher Return on Sales
26% higher Return on Invested Capital
Fewer governance-related controversies
…It’s certainly good for us to explore ways in which we can help businesses encourage more women into higher positions. And one of the ways I see this happening is by…
Encouraging MORE women to become Social Entrepreneurs in the first place.
Oh Heidi, but you would say that, you’re ALL ABOUT Social Enterprise. Yes, you’re right, but hear me out.
(Ready for some more stats? Here they come!)
41% of UK’s social enterprises are led by women
Globally 38% are led by women
Women are 3x more likely to start social enterprises than men
Twice as many women run social enterprises than traditional businesses
Women equate to 46% of ‘traditional’ business workforce but 66% of social enterprise workforce
In comparison to the stats on traditional businesses, isn’t that absolutely, mind-bogglingly staggering?
And the thing is, having worked many, many years in the Social Enterprise sector, I’ve got to say, there’s a non-proven, but arguably rational, biological reason why there’s such a disparity between the two industries, and that is… Women tend to lead with their hearts, and men with their heads.
Women, driven by factors such as community, impact, connections and innovation are often social entrepreneurs without even realising it… If I had a £1 for every time a lady has told me their business idea and I’ve replied, “you’ve got a social enterprise there!” I mean…well, you know the rest.
But don’t get me wrong, if you’re a female reading this and you’re even slightly offended by that, please, let me assure you, this is, in fact, one of the reasons why it’s IMPERATIVE we have more female leaders in our world; not to dominate men, but to accompany, complement and work alongside them….As equals.
Instead of looking at this as a stereotype, let’s look at this as a celebration of traits and talents. If we had more Social Entrepreneurs in the world, heck, if EVERY business had a social element, think how much good would be given back to people and our world.
Social Enterprise isn’t a soft option, it’s actually, the only option.
So, in the push for equality within all areas of business, how about this as a lasting thought… If we’ve already recognised there’s a disparity and a need to change it, we should look at tackling it from the root, which naturally stems from education.
Let’s do what we can to educate our daughters (and sons!) about the importance of Social Entrepreneurship, self-actualisation and a love for doing good, but not only that, let’s also educated them on the importance of self-belief and inspire them to have just as much confidence as men to go out there and smash it.
If we help them grow up believing they have the power to make impact irrespective of their gender, just think what societal, environmental and health advancements can be achieved.
As you can tell, I am extremely passionate about this for reasons some of you will know and some of you won’t; that’s not the point here, what is the point is that we acknowledge with grace and respond with action.
If you have any thoughts on the above, I really hope you share them, after all, that’s what this is all about…
It’s easy to assume because there’s purpose, profit will swiftly follow, but you and I both know that only works if you work it.
As a Consultant to Social Entrepreneurs for over 20 years, I’ve built a robust understanding of the key factors that lead to financial success, and, for your convenience and relief, I’m going to share them right here.
Take note change maker, implementing these is not only smart; it’s your key to survival.
1) Manage your cash flow
Cash is everything. You can be profitable, but if you have no money in the bank then you won’t exist for long.
Here are some practical steps you can take to manage and improve your cash flow position.
Take deposits for work if at all possible.
Clearly state your payment terms and chase customers if they haven’t paid by the due date.
Send out a reminder email before the due date and then phone them if it’s still unpaid.
Emails can be ignored. If you don’t like chasing for payments then hire someone for an hour or two to do this for you. It also avoids you having to have difficult conversations with clients.
2) Keep overheads low
Stephen Fear, aka the Phonebox Millionaire, says this is one of the reasons he’s been successful, as he doesn’t spend a lot on on-going overheads. He’s right because so often people think they need to get premises straight away before they’ve even generated any income. Reality is, you probably don’t need it and you won’t have the income to pay for it either! Think about what is essential for your social enterprise and what you can do without.
Another point to mention is the importance of paying your suppliers on time. Big or small, they’re a business too and are likely to be experiencing the same challenges as you. Keep it honest. Keep it fair, and that way everyone can benefit.
3) Pricing- Don’t undervalue your activities/products/services
Decide from the start whether you want to be budget, mid range or premium, but appreciate and be OK with the connotations attached to each.
Budget = could be perceived as providing low quality and attract customers that aren’t loyal and are only concerned about where they can get the cheapest item. Having a low price also makes it very difficult to increase prices in the future, and you could remain at breakeven or worse loss making just to keep this competitive edge. That aside, budget doesn’t always mean ‘cheap’ in the damaging sense of the word. As long as your service/product’s quality is aligned with price expectations, you can find ways of adding value that impresses the low-level customer, whilst not breaking your bank, i.e. customer service.
Mid-Range = safe. A good share of the market are what we call ‘floating voters’, which means they will happily straddle between price and quality often opting for the product or service that catches their attention the most (good marketing, product placement etc.) A potential drawback of this would be a lack of identity. Mid-range pricing can make you appear unsure of where your true USP sits, which, for a social consumer is key, for they often buy for the ‘why’.
Premium = Risky. Premium pricing requires thorough understanding of your market – you must be confident what you’re offering is what they need/want and are willing to pay the privilege for. Where higher prices mean reduced pressure in mass sales, it always requires consistent market research and development, plus strong relationships with your consumer. Loyalty is everything here, as is good, effective marketing.
My advice is to focus on determining YOUR value factors and being very realistic over what they’re worth. If you conclude it’s slightly on the lower end of the pricing scale, so what, it’s fantastic you’ve identified this. Spend time crafting your message and communicate it effectively so you can make a surplus and do more of your good work.
4) Trade if possible
If you’ve received a grant to help pursue your societal purpose, you’ll know all too well the limitations that come with this, not least the restrictions on what you spend the money on.
Opting for a model that includes trading will ultimately give you so much more freedom, plus it doesn’t come with the reporting, monitoring or evaluation pressures from funders wanting to know where every penny’s being spent.
Being able to generate surpluses rather than just recovering the costs of delivering a project is also a massive advantage.
On a more subjective level, including trading within your business model shows that you’re focussed on your triple bottom line – something that will work in your favour should you wish to grow.
5) Diversify your income sources
Don’t get married, play the field! OK, so figuratively speaking, when it comes to your income stream, this is a very smart move, as depending on just one source of income is risky and unpredictable.
Some of the most successful Social Enterprises I’ve worked with have at least 3 or 4 income streams working within their business.
This can be achieved through offering a mix of products/services, or looking for ways to include your offering alongside a project/initiative/programme that compliments it.
Whether that’s a training programme, an online course, a license arrangement, membership, or even offering your expertise on a Consultancy basis, you want to minimise your risk of failure by securing income streams in different places.
So, there you have it. I’m under no illusion a lot of this won’t be new to you, but oftentimes the most successful strategies are the ones that are simple and timeless.
A little known figure called Albert Einstein once defined insanity as “doing the same things over and over and expecting a different result” – if you’re looking to secure financial success within your Social Enterprise, try one, two, three or even better all five of these strategies – I guarantee you they will work if you work them.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2018/04/Heidi-Fisher-head-shot.jpg205207Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2018-04-24 09:08:032018-04-24 09:08:03Five essential factors for financial success with your social enterprise
By Caroline Bartle, Managing Director of 3 Spirit UK
I started to write this blog at the start of the year. Normally this is a time most people take stock and ask how can we BE and DO better? However, within our social care sector, this reappraisal is not new, but rather ongoing, and insidious. We are constantly being asked, how we can DO better. For many services this has resulted in cutting back, and prioritising profitability.
However, what is the impact of this? Is there a hidden cost of dwindling social care funding, creating highly competitive, low cost, low value services? Has this disproportionate focus on the turning a profit taken us away from more ethical aspects of our work, as we forget to ask how can we BE better? Surely the test of how we can ‘BE’ better as a social care service lies within the ‘social impact’ that we have, not in the profit that we accrue.
About twenty years ago after a relatively short career in social work I became a proprietor of a social care business at the age of 27, and when I look back over the last two decades I see the factor which drove me to business was the freedom to BE the person that I wanted to be. Because of this, I get immense pleasure from my work, and my collaborations. I spend time working with the individuals that I chose, and I have the opportunities to learn about, and develop what I determine as critical, interesting and applicable. I am motivated, engaged and free to be innovative. My values are at the heart of my business, sometimes at the expense of profit. Over the years my values have evolved. As a young entrepreneur, I was always interested in creating and sharing, however now I am more concerned about how these collaborations impact on our communities, collectively and positively.
Despite being a ‘for profit’ organisation, we shared our resources, widely and openly (with no material gain), and attempted to reach out to individuals and organisations through our work. Whilst we have had many supporters, we have also been met with some alarming responses: individuals proactively unfollowed us, and actively excluded us. It was disappointing and deeply demotivating. There appears to be a lack of trust in our sector: driven possibly by competitive, anti-collective forces. Consider though what the possibilities might be for our sector if we are able to foster trust, and build alliances beyond the competitive limitations of market forces. What if we all shared common goals, the communities that we serve? What if there was a less of a ‘me’ mentality and more of an ‘us’?
The growth of a market was stimulated, in part with the introduction of the Community Care Act, and has relied on competitive forces, creating best value. However, how effectively does this model work now, in this current climate?
In 2012 the government introduced the Public Services (Social Value) Act in an attempt to get commissioners to consider the social impact of their buying power. However, this only applies to high value contracts. So what of all the other services, or individuals, purchasing services in their community? Whilst these services are regulated by the CQC, many are driven by profit, and may not always be making their decisions in the interests of ALL of their stakeholders. If we are to really make a ‘shared society’ work, should we not ‘expect’ that social enterprises are afforded preferential treatment at a local buyer level? In 2015 there was a review of the implementation of the Social Value Act, suggesting that the Act be extended to contracts below the public spend threshold. It is my view this could be extended further than suggested.
In the healthcare market we have already seen many services become social enterprises. Health has long had an expectation that it should service all stakeholders, as since the introduction of the NHS, it has been free at the point of delivery.
However, that is not the case for social care: the expectation remains that many providers maintain a ‘for profit’ status. Many business minded individuals identify opportunities in a growth market, particularly in the community, where there is a growing need to support individuals with more complex levels of care. The question is – how sustainable is this in the current market? Does the social enterprise model work better in this climate, and if so – should commissioners consider this as part of their market shaping strategy as part of a long term goal for smaller, as well as large organisations? Could this be applied across all types of services, particularly training services like us, whom should be embodying an example, as advocates of ‘best practice’.
So, what are your driving values as a proprietor? To make a profit or make a difference? Whilst on the face of it, it may be a little more complex than that, determining the overriding priorities will help to properly focus priorities on outcomes. As an education provider in social care, we aim to buck the trend, and embody this change.
Social enterprise is a more comfortable fit for us: synergy with stakeholder expectations and our activities. Through raising awareness, we aim to provide better insights into the experience and needs of the individuals we support in the social care sector. From a business perspective, it seems to make sense, as it is through trading that we may have a bigger impact in society.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2017/05/Caroline-Bartle.jpg200200Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2017-05-03 11:58:332017-05-03 14:48:26Have we forgotten to ask how we can BE and DO better?
Pluss has over 45 years experience of working with some of the most disadvantaged people in society. However, the fact is that today, we are working with many less severely disadvantaged people than we have done in the past.
This is absolutely not because the need has gone away, but as a result of the reduction in funding for these services, which has historically been provided locally.
The upcoming Building Better Opportunities contracts will provide a new range of support but these are not focussed in the way that, for example, local authority learning disability services have been in the past. And whilst we welcome the focus of the Work and Health programme, it is clear that the programme is for people with a shorter-term into-work prognosis.
At the top level then, this situation is unfortunately at odds with the objective of increasing social justice in the short-term. Increasing social justice should be about addressing disadvantage, reducing inequality and widening opportunities for all people.
In terms of real life issues facing the people that we work with today, the nature of the economy in 2016 (typified by underemployment, zero hours contracts, minimum wage jobs) and the stresses on public services mean vulnerable people’s lives are often more fragile than they have ever been.
When talking about people who are disabled, it is always good to take a step back to reflect on who they actually are. They are not some “distant” group of people – the reality is that they are all of us. The fact is that well over 85% of people with disabilities have acquired them through the course of their lives as a result of illness or injury.
By definition, people with disabilities span the social and economic spectrums. As it stands, the help available from DWP contracted provision is primarily aimed just above the bottom of the demographic – ie. entry-level jobs. This leaves huge gaps at either end of the spectrum where people are not supported – an issue which has to be addressed.
The obvious fact is that this huge degree of diversity means that a one-size approach is never going to work. Halving the disability employment gap requires us to have an amalgam of support services ranging from pre-work, into work and effective retention strategies. All need to be delivered against the specific needs of the individual if lasting change is to be achieved.
Very often one of the major barriers which we see with those people who are more marginalised is the view that work is unattainable. This is often as a result of that message having been drummed into them over a lifetime by medical professionals, schools etc. This has to change, with recognition that employment is a health outcome being vitally important.
We know that at the macro level the labour market and people’s needs will change over time. Therefore it is critical that we have a range of integrated services which embeds local expertise so that it can flex to deliver what is needed on the ground now and for the changing needs of tomorrow.
So what does this mean for commissioning?
Quality, highly effective services are required to deliver lasting results and value for money for the exchequer. We must avoid the race to the bottom in commissioning to ensure that inexpensive just doesn’t end up being cheap.
We must retain a focus on in-work support to avoid churn and implement new retention strategies to avoid the bath tap analogy – as fast as we’re filling the labour market vacancies, it’s emptying out twice as quickly. This must take into account the numbers of people falling out of the work from professional, technical and managerial positions who have long careers behind them and who will choose not to access Jobcentre plus.
We need to find ways to support people who cannot access DWP provision to re-enter the labour market. It is vital that government finds ways of incentivising local authorities to retain employment services for people in receipt of adult social care who are unlikely to gain access in large numbers to the Work and Health Programme.
We need to bring on board others (such as NHS Confederation, CCGs, GP’s etc.) to support our efforts to make work a genuine and valuable health outcome for health stakeholders.
We need to build a presumption of employability in the eyes of commissioners for those unlikely to be accommodated by the Work and Health Programme.
As well as increasing social justice for people because it’s the right thing to do, there is also a very clear economic argument.
Landman Economics modelled the economic impact of a sustained increase in the rate of employment amongst disabled people between 2105 and 2030. They found that a rise of just five percentage points would lead to
An increase in Gross Domestic Product (GDP) of £23 billion
A gain of £6 billion to the Exchequer
For Pluss, the argument for a return to the principles of “invest to save” in order to support effective local provision that operates alongside the DWP Work and Health Programme would seem clear.
As a sector, we need appropriate levels of funding to be available so that quality services are provided, thus ensuring that achieving social justice is more than just a pipe dream.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2015/10/Steve-Hawkins-Pluss-CEO.jpg408229Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2017-01-11 09:09:252017-01-11 09:09:58Social justice – more than just a pipedream?
As TrustMark nears a close on its 10th Anniversary year, we nostalgically look back on how we got to this point. This year we’ve been campaigning heavily to promote reputable tradespeople, and shone light into the daily activities of our ten TrustMark Ambassadors, all of whom excel in customer service, trading practices and standards of workmanship.
Our ambassadors have been involved in a range of activities this year to promote reputable traders. They started off by being featured in our anniversary report which you can download here. This looks at their business practices, ethos and how they stay true to their customers. We’re proud to work with them to change the industry stereotype and instil confidence in customers that by looking for the right indicators you can find truly professional tradespeople.
Firms have come a long way from the commonly branded ‘cowboy’ brush that they are still tarnished with. This year alone, we’ve seen a huge drive to change this unfair image. We released an infographic at the start of this year with some keys statistics on how much UK tradespeople contribute to the economy, which unveiled some astonishing figures. The repair, maintenance and improvement sector alone is worth £2.7 billion every year, so the work carried out by tradespeople has a huge impact on the UK economy.
We’re proud to call ourselves a Social Enterprise Mark Holder. We’ve held the Mark for five years already, so we understand how much value it adds to a business such as ours. As a not-for-profit social enterprise, we put the interests of our Registered Firms and their customers at the heart of our business, and having a symbol that recognises this is important as consumers know that we aren’t focused on purely commercial gains.
Naturally, we aim to stay competitive, but in a way that benefits society and the construction industry. To us, the Mark shows businesses we have their best interests at heart, and we’re not just another scheme trying to make money. Social Enterprise Mark CIC are committed to ensuring the social enterprise business model remains ethical, credible and commercial through accreditation.
All organisations awarded the Social Enterprise Mark accreditation have one key quality in common: their main aim is to use income and profits to benefit society, rather than individuals such as business owners or shareholders. As the only social enterprise accreditation that is internationally available, we see it as a distinctive sign of quality and reassurance to consumers. It is also re-assessed on an annual basis, to ensure businesses are maintaining a fair approach and keep consumer interests at the core of activity.
As a social enterprise, we don’t have a big marketing budget to play around with, so for TrustMark as an organisation we focus on spreading the word organically and adding value to our firms and their customers in any way we can in order to grow and stay competitive. Being a Social Enterprise Mark holder sends a message to firms that we are a professional organisation, and we feel that such affiliations attract the right sort of firms to become TrustMark registered. It’s important in this day and age to give a platform for quality, expert people to sell themselves with the recognition they deserve.
Within our big drive this year to promote professionals in the industry and add credibility to their businesses, we’ve set about a number of initiatives, to expand on the work with our Ambassadors and offer easier ways of staying professional to all of our Registered Firms.
One of the ways we looked to do this way by launching a new feedback system earlier this year to add value to traders on the TrustMark website. We see online reviews as a real sign of quality, and is obviously a great way for these firms to prove their worth to new customers who might not be familiar with their standards of workmanship. We try to encourage our firms to request reviews from all customers, even those that might have had some hiccups along the way. Reviews are often criticised for their inability to distinguish between real and fake, but with this new system in place, we are going the extra mile to ensure reviews are genuine. All customers leaving a review will have their review moderated by Referenceline to ensure they are genuine customers, and are not denied the right to leave a review by the firm.
We’re now looking to 2017 and how we can continue to add value to our Registered Firms so that they can pass this on to their customers. We’ll soon be launching a National Trading Standards Approval scheme – so this is something to look forward to seeing in the New Year!
https://www.socialenterprisemark.org.uk/wp-content/uploads/2016/11/Simon-Ayers.jpg489330Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2016-11-28 08:47:482016-11-28 08:47:48Promoting true professionalism as a social enterprise
If you haven’t seen it yet, you will soon. And when you do, it’ll blow you away.
It’s the ‘Superhumans’ trailer for Channel 4’s coverage of the 2016 Paralympics that comes hard on the heels of this summer’s Rio Olympic Games. Set to the Sammy Davis Jr. track ‘Yes I Can’ being stunningly performed by a band of disabled musicians, the three-minute film features world-class athletes as well as a rock climber with one arm and a rally driver who steers cars with his feet. It also shows people carrying out everyday tasks – a woman without arms efficiently changes her child’s nappy; another writes notes during a phone call while gripping her pen with her toes. Cut to a gloomy room where a careers officer is telling a young man with a disability, ‘No you can’t’. His message is swamped by a kaleidoscope of people who’ve been featured in the trailer who take it in turn to chorus ‘Yes I can’.
The message is a simple one – see the person; recognise ability; help it flourish because that way everyone benefits.
Within the NHS, it’s easy to think of disability in terms of us and them. In fact, one in three people have some form of disability or limiting condition. The reality is that disability is a part of everyone’s life whether this means friends, family or colleagues, and any of us can become disabled at any time. Disability is everyone’s business.
The Government recognised this recently when, as part of its Disability Confident campaign, it made a commitment to halve the UK’s disability employment gap. That’s the difference between the percentage of people with disabilities who are in work and that of the working age population as a whole. That difference is currently around 33%. To achieve this ambition – in other words to close the gap – will mean one million additional people with a disability or a health condition in work.
Pretty much everyone agrees that this would be a good thing – for the individuals themselves, for employers, for all of us. For NHS Trusts in particular, it makes sound business sense, not least because the NHS Confederation reports a huge problem in recruiting – especially to the 60% of its lower tier jobs. Trusts need talented and resourceful staff, but how best to bring them on board?
There’s a mountain of evidence that workers with a disability are at least, if not more, productive and reliable than their non-disabled colleagues. From Pluss’ experience, disabled employees also bring to work those can-do attributes that they’ve needed to develop in their everyday lives. And having a workforce that is representative of the people being supported by NHS Trusts can only help inspire recovering patients, and help Trusts better understand and respond to their patient base.
For this to happen, Trusts need to think creatively about recruitment if they are to tap into this pool of talent. Employment rates amongst people with a disability or health condition (that’s one in three of us, remember) are low because stubborn preconceptions stop us seeing beyond the disability; and because inflexible recruitment procedures can prevent that pool of people from showing Trusts how they could shine if they were given the chance.
There are some simple steps that Trusts can take to develop a more inclusive approach to recruitment, one that is flexible enough to include some innovative routes into employment for people with a range of disabilities and health conditions. Traditional recruitment procedures such as panel interviews and group sessions are one of the biggest barriers for people with complex disabilities. Working interviews or time limited work trials offer a far better opportunity to judge whether a person has the skills and capabilities to do a job really well. Job carving, with the help of an organisation like Pluss, can ensure a job fits a person’s unique set of skills. Longer term recruitment techniques including traineeships and internships such as Project SEARCH help people grow steadily into outstanding employees.
A yes we can willingness to make small adjustments in work pays dividends too. The changes a Trust might need to make to support dedicated disabled employees are frequently tiny and, almost always, those changes are worth the investment. The NHS is the most iconic health brand in the world. As an institution, it is uniquely placed to see the whole remarkable person, to recognise not what people can’t do but what they can. Showing innovation in how it recruits its workforce can put an NHS Trust where it should be – at the forefront of the Disability Confident movement, and be good for business too.
If your Trust isn’t sure about the best place to start, or how to build on the steps you’ve already taken, the Disability Confident campaign offers some really good ideas to raise awareness and challenge perceptions. And you can always talk to Pluss. We love hearing from employers and we’re always happy to help.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2016/08/Disability-Confident.jpg252277Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2016-08-12 10:22:442016-08-12 10:22:44Yes we can – how the NHS can lead the Disability Confident movement
By Gareth Presch, Founder of World Health Innovation Summit
We now have the tools and the will to inspire, innovate and share knowledge to support our health services. World Health Innovation Summit provides that space for innovation and knowledge exchange to take place so all sectors of society benefit.
Problem: Our health services are under immense pressure with demand rising. Staff morale, recruitment, retention, patient safety and overall pressures are seeing the current health services stretched to breaking point.
Solution: World Health Innovation Summit (WHIS) provides an innovative and unique global opportunity to bring people together. WHIS is about inspiring, innovating and sharing knowledge to improve and support healthcare services. It’s a platform for everyone in the community to come together and share their knowledge so we all benefit. Every sector is touched by health, and WHIS allows us all to contribute in a constructive manner and deliver solutions that benefit us all and most importantly while doing so it creates huge economic opportunities.
Unique and Innovative – Previously we only had patients and clinicians discuss how we solve or improve our health problems. However, health touches everyone and every sector and WHIS provides the platform for all sectors to get involved (Patients, Clinicians, Voluntary Sector, Education and Businesses) so everyone benefits.
Our #WHISCumbria16 summit, which was held in the City of Carlisle, attracted over 300 people and we had a staggering 23.7 million twitter impressions around the World (#WHISCumbria16). This exposure and promotion for the City and region was unprecedented. The value to the City over the 2 days was estimated at £40,000 and we estimate that economically WHIS has brought in excess of £100,000 over the last few months through our various activities.
To put the WHIS reach into context, we have had enquiries now from over 10 different locations around the World, proposing to host a WHIS summit. WHIS has reached over 100 countries and continues to grow. We’ve just signed a partnership with a top digital health influencer, Salus Digital, that gives us the opportunity to share our vision with key stakeholders in the digital sector.
The WHIS model is a community led initiative that supports existing health care provision while looking at prevention (WHISKids, WHISatwork etc).
An example of the local impact – A father of two disabled children attended WHISCumbria and. based on the knowledge exchanged, he set up a peer support group for other fathers of disabled children. This has a direct impact on alleviating pressure on the local health economy. It means those fathers don’t have to go to their GP’s for support, and also has a significant impact on their quality of life, which in turn results in improvements to the family’s well-being.
From a global perspective, a similar support group was established on the back of WHIS Cumbria – Global Villages for Mental Health – a twitter account set up to support people with mental health problems.
These are just two examples that are innovative and were born as a direct result of the WHIS Cumbria event.
Audience – 80% of our Twitter following are health professionals and decision makers. It’s very evident by the speakers we attracted to WHIS Cumbria that key stakeholders support our ethos and work.
With increasing population growth expected over the next 30 years, it is imperative that we look at how we communicate with the wider public on a local, national and international level around health. Education and knowledge exchange will play an important role as our current health services are stretched. The World Health Innovation Summit platform for knowledge exchange and preventative programmes will play a key role in how public engagement and support of our health services develop around the World.
For example, in six months we’ve seen WHISKids grow from a pilot project to being in 8 schools, with 10 more schools interested. These programmes look to support children with health & wellness and we use a mental health app, the My Way Code, as part of the programme. Results have been significant, with children reporting that it is fun and interesting while also educational.
The World Health Innovation Summit is a social enterprise and set up to support communities in a unique way. Our profits after costs go back to local communities. Income generated from our activities will be re-invested into local projects.
The WHIS model is aligned to social good and therefore businesses aligning themselves via partnerships with WHIS will see a return (CSR), based on supporting a health initiative that improves health and social care not just locally and nationally but also internationally.
We are unique and innovative in that nobody has ever done anything along these lines before.
To draw a comparison, we can look at Websummit (technology based summit), who saw growth from 400-42,000 in 5 years. WHIS, by comparison, focuses on health and social care as well as technology, so we expect growth to be similar or in excess of this.
Communities are supporting our activities and now we are seeking to partner with companies and agencies with the same values that are aligned to improving our community’s health care while sharing knowledge.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2016/07/Gareth-WHIS.jpg512512Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2016-07-18 08:44:282016-07-18 08:44:28Health in our community and how we can work together
…The step change needed to halve the disability employment gap
By Steve Hawkins, CEO of Pluss
First the good news, then the maths.
The good news is the government’s unequivocal commitment to halving the disability employment gap.
Now the maths.
The disability employment gap currently stands at around 43 percentage points. To halve the gap means moving around 1.2 million more disabled people in work. In the last five years, the number of disabled people in work has risen by just 23,000. Halving the gap also means keeping people in work. According to the ONS, over 400,000 disabled people each year lose their job and fall into unemployment or inactivity. One in six of those who become disabled while in work lose their employment during the first year after becoming disabled.
What’s more, the challenge is increasing. The ONS predicts that by 2020, over a third of the workforce will be over fifty, and more than half of the over-50s workforce will have a disability or impairment. Like all really effective aspirational statements, the government’s pledge sets an almost unachievable goal. Almost, but not quite. It raises the bar. It demands that we think differently, that we make some brave choices.
Like President Kennedy’s pledge in 1961 that Americans would land on the Moon by the end of the decade, the idea of halving the disability employment gap is do-able because, perhaps naively, we can imagine a world in which it is possible. Many people believed that a Moon landing was possible, but not all of them understood the level of commitment, resilience and willingness to innovate that was needed to realise the goal in 1969. I believe we can, if we choose, get a million more people with disabilities into work and, importantly, keep most of them there – but not without an almost unimaginable level of commitment, resilience and willingness to innovate on the part of government and the partners it chooses to work with.
As the flagship initiative to deliver the government’s pledge, the challenge for the Work and Health Programme is that, for a majority of its customers, `any job` won’t be good enough, and for many a job start will, at most, represent only half of the journey. We’ll need to have primes in place who understand the critical nature of specialists in delivering outcomes on the programme, who can build and contract manage a team of specialists with local credentials and partnerships that are integrated with local health systems, in particular mental health, to support the journey back to work.
At £130 million a year, the Work and Health Programme will have around 20% of the combined resources of Work Programme and Work Choice, and will help upwards of perhaps 10,000 people a year to enter the workplace. It will set an important tone. But to reduce the disability employment gap by any significant measure will require a step change across half a dozen complementary areas of work.
First, government should explore ways of developing a robust retention service that meets the needs of both employers and disabled employees in a much more proactive way than the Fit for Work Service and Access to Work provision is currently able to do.
Second, we should ensure that the strategic and commissioning weight of LEPs, City Deals and Growth Plans are used in a co-ordinated way to maximise the opportunities of disabled people to enter local labour markets.
Third, I endorse the calls of a number of organisations for Government to explore the potential for ‘disability leave’ as a way of more constructively managing the fluctuating conditions of some employees. 40% of all employed disabled people say that modified hours have enabled them to stay in work; 36% of those out of work say that modified hours could have helped them retain their job.
Fourth, we need to find ways to support people who cannot access DWP provision to re-enter the labour market. Providing employment support is not a statutory requirement for local authorities or CCGs The four DWP mental health and employment pilots about to commence are welcome, but they take place against a background of dwindling funding for locally commissioned supported employment programmes, making it vital that government finds ways of incentivising local authorities to retain employment services for people in receipt of adult social care who are unlikely to gain access in large numbers to a capped Work and Health Programme.
Fifth, a significant percentage of disabled people falling out of the workforce are from professional, technical and managerial positions with acquired disabilities and health conditions who have long careers behind them and who will choose not to access JCP. Government and other stakeholders should urgently explore the potential for an intervention designed to support this cohort of people to rapidly re-enter the workforce.
Sixth, we need to get to grips with the transitions agenda, finding ways to help talented young people with learning disabilities and hidden impairments onto apprenticeship routes and supported internship programmes as part of a national unified drive to ensure that every young person with a disability who wants to transition into work can do so.
Finally, we need a step change in the way employers are engaged and supported to be part of the solution. We need to build on the Disability Confident initiative – from a promising PR campaign driven by committed providers and seventy active employers into a national movement which is identifiably driving the agenda, holding to account and championing innovation across each part of the plan.
Achieving remarkable things isn’t easy. We shouldn’t pretend this is a quick fix, or that more and more can magically be achieved with fewer and fewer resources. But a challenge has been set. Now we need some brave decisions that will move us from a visionary slogan to a detailed roadmap.
Pluss is an accredited social enterprise with the Social Enterprise Mark. This means that Pluss has proved it is genuine against independently-assessed criteria for social enterprise. The Social Enterprise Mark provides assurance that profits are used to help disabled people gain opportunities to work, acting as a guarantee that Pluss is trading for people and planet.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2015/10/Steve-Hawkins-Pluss-CEO.jpg408229Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2016-05-13 14:59:532016-05-13 14:59:53Mind the gap…
By Cara Aitchison, Vice Chancellor of University of St Mark & St John
Our students and graduates are increasingly reporting that they seek employment and lifestyles that enable them to contribute to the social, cultural and environmental well-being of their communities, society and the world around them, rather than simply thinking of their degree as a route to a highly paid career. This presents an opportunity for university leaders who chose to put ethics, civic engagement, social and environmental justice and sustainable economic development at the heart of their strategic plans and student experience.
By being accredited with the Social Enterprise Mark, universities can better demonstrate their sustainable and ethical business credentials to the next generation of applicants. We can show our students how we apply in practice the values and knowledge that we teach and how they too can be part of a social enterprise culture.
We are all under increasing pressure to expand and diversify our income streams, and to demonstrate our positive benefit to the students, communities and stakeholders we serve. The social enterprise business model provides opportunities for HEIs to transform the way we are perceived by stakeholders and can enable us to position ourselves as ‘businesses’ driven by social objectives.
The University of St Mark & St John was awarded the Social Enterprise Mark in 2015, signalling our commitment to social enterprise and demonstrating the social value that we create as a university.
As the number one university in the UK for social mobility, we are proud to be recognised for our commitment to helping local communities and the broader south west peninsula to thrive and prosper. The Social Enterprise Mark helps us to communicate this commitment to students, potential applicants, partners and the wider business community and sets us apart as a values-based, socially conscious university.
As we enter a new era in Higher Education, where the Teaching Excellence Framework and other policy developments emphasise graduate earnings, we need ways to demonstrate our parallel commitment to social enterprise principles, and the Social Enterprise Mark offers one such mechanism.
There is currently a potential discount for GuildHE members that commit to apply for the Social Enterprise Mark before the end of August 2016, and I would recommend doing so. My colleague, Professor Brendon Noble, the Pro Vice-Chancellor for Research, Innovation and International who took forward our application for the Social Enterprise Mark, can also talk to you about our experience and the benefits.
You can get in touch with Social Enterprise Mark CIC with any questions, or to express your interest in applying – 0345 504 6536 or via email.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2016/04/Cara-Aitchison.jpg280320Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2016-04-22 10:20:372016-04-22 10:21:59How the Social Enterprise Mark can benefit Higher Education Institutions
“So you’re a social enterprise, eh? What does that mean then?” How many times have you been asked that question? How many times have you answered it but still aren’t convinced that they questioner has ‘got it’ or believes it?
The debate about the definition of social enterprise may well seem jaded and old news to those of us within the social enterprise community but it seems that a large proportion of the general public didn’t even realise there had been a debate going on. So, the aforementioned question comes up time and time again. If we want to establish new audiences for social enterprise and push the concept into a wider public consciousness it is vitally important to maintain a public dialogue about ‘what is a social enterprise’.
No one really seems to question you in the same way if your business is a charity or Fairtrade or eco-friendly. There is an automatic assumption these are ‘good’ things. People know what these terms mean. They come with a nice badge, logo or number that tells the public they’ve been checked out and do indeed do what they say on the tin. If only there was a similar thing available to social enterprises…
Enter the Social Enterprise Mark. The Mark is the social enterprise equivalent of the Fairtrade logo or the Charity Commission number. The Social Enterprise Mark provides:
A clear definition of what constitutes a social enterprise
An instantly recognisable ‘stamp of approval’ to show that your business has been independently assessed and meets criteria to justifiably call itself a social enterprise
A national community of like-minded ethical businesses for social enterprises to engage with
A range of other benefits around marketing and support
There is growing interest in the Social Enterprise Mark, particularly among large organisations like universities. Plymouth University was the first social enterprise university and has held the Mark since 2012. Many of the large health spin-outs also hold the Mark. These organisations provide services to huge numbers of people and have strong roles in public life in their respective towns, cities and areas. I would like to see more large healthcare providers really engage with the public around understanding that they are receiving great services from a local social enterprise. The Mark could help them do this.
As the social enterprise sector, and public awareness of it, continues to grow, so I hope that the Social Enterprise Mark will continue to flow into public consciousness and eventually become as recognisable as the Fairtrade logo. The Mark will evolve, I am sure, and we need an ongoing dialogue about what it means to be a social enterprise both within and outside the sector.
With the introduction of the Social Value Act in 2013 there is a requirement for social value and impact to be given more weight within commissioning of services. Consumers are looking to purchase ethical goods and for businesses to behave better. Surely then, the time is right for the Social Enterprise Mark to become a stamp of social value so that commissioners and customers alike will recognise social enterprises and be able to make more informed choices about the goods and services they buy and use.
I believe that social enterprises are better for the economy and for society. We need to articulate more clear what ‘better’ looks like of course. Social enterprises create wealth and jobs and also deliver environmental and social value. The Mark can be the guarantee that proves this.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2014/04/Gareth-Hart.jpg42562832Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2016-04-07 11:07:242016-04-07 11:09:25Why talking about ‘what is a social enterprise?’ is still important
By Kate Pierpoint, Deputy Chief Executive of Manor House Development Trust
As we continue to face social and economic challenges, the need for value for money and maximised social impact continues to increase. The Social Value Act of 2012 has seen an acceleration of this trend. More recently, the demand for both financial and social return is reflected in the Government’s backing of Social Impact Bonds and injection of £20m a year (Autumn Statement 2015). As a result, public sector commissioners increasingly want to know how much value their investment creates and social reporting figures help them to decide where to put their money.
When you market your organisation as one that is making positive impact, you open yourself up to extra scrutiny. Expectations are high and those looking at your impact will often compare your results to other organisations as a way to see ‘how good you are at doing good’. Figures can often be skewed and this contest to demonstrate the greatest impact creates the need for larger and larger numbers and more and more sensational stories in order to stand out- especially so in an economic climate with heightened competition for funding and customers.
So even if we are good at achieving positive impact, social impact figures are not necessarily going to reflect that or get us noticed.
Tools like Social Return on Investment (designed by New Economics Foundation) have been designed to measure the efficiency of projects to generate impact. The ratio of £:£ tells you exactly how good your projects are at doing good. But even this data doesn’t tell us about the needs of those you are supporting; it can’t capture the value of change to an individual; and it doesn’t explain why your work is important and why other people should care about it. Figures don’t tell the full story; you have to look beyond the data.
The ‘so what?’ statement
What I am getting at is the ‘so what’ statement. Context is everything in social impact measurement. Whatever type of organisation you work for, it’s really important to tell a story that others can get behind; whether they are customers, investors, partners or your staff. For this reason, you have to really know who your audience is and what matters to them.
Tell the story
“We realise a lot of social enterprises don’t have the means to do full social impact reporting. They just need to clearly articulate what they’re doing”
Venturesome in The Guardian, 2012, ‘The growing importance of social impact reporting’
“Audiences don’t have 30 seconds to be interrupted, but they always have 30 minutes to hear a great story”
Sweetman, J., ‘The importance of social impact’
What we did
For 2 years, Manor House Development Trust has invested a great deal of time and money improving its impact measurement processes. As a ‘community development’ organisation, we found it difficult to articulate the impact we were having, in a way all of our stakeholders could understand. The concept of ‘Community’ means many different things to different people. It could be any size, any location (it doesn’t even need a location) and each of us probably belongs to many different ‘communities’. The word ‘Development’ in the context of community is also very difficult to describe, even though no one could deny its importance.
And this is what we were faced with as an organisation. How do we succinctly describe what it is we are trying to do, whilst also explaining these complex concepts? How do we tell the story, without it becoming a novel?
“We realised that even though we describe ourselves as a community development organisation,we don’t actually do community development”
Simon Donovan, Manor House Development Trust
The answer came from speaking to people, lots of people, about what changes we have brought about for them and why that was important; whether they were funders, service-users, staff or partners. And gradually, we began to use their language- piecing it all together. Key themes, priorities and commonalities emerged, which would then form the 5 Business Objectives of our new Business Plan.
What this has allowed us to do is to tell a narrative that speaks to many different types of stakeholders. It follows through the journey explaining how a project (however small) contributes to a wider context and can create a legacy for the future. The narrative has also steered the branding of the organisation, where the language of our stakeholders is embedded in the Business Plan and all communications that flow from it. Crucially, the narrative provides a framework whereby all future impact can be captured and reported effectively. In other words, we know what our impact is before our projects even start.
So in answer to the question: How good are we at doing ‘good’? In my view, we are only as good as the story we tell.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpg00Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2015-12-21 11:37:512015-12-21 11:37:51How Good Are We At Doing ‘Good’?
So now we know that a new Work and Health Programme will replace the two current DWP employment programmes when they end in 2017.
Just a month after the Work & Pensions Committee recommended that DWP should ‘maintain, and ideally expand, a separate employment programme for disabled people’, the Government has instead announced that a single Work and Health Programme will be commissioned to support into work people with health conditions and disabilities, and job-seekers who have been unemployed for two years.
The government is clear that it wants to halve the disability employment gap. In other words, it wants to see a million more disabled people moving into work. We know now that this new programme will be one of the main vehicles tasked with achieving that goal.
Of course, by focusing on the disability employment gap, the government is acknowledging the reality of a distinct set of labour market disadvantages faced by people with complex support needs. It is asking the new programme not to hit and hope, but to identify these disadvantages and to fix them.
The challenge for DWP is now to commission the new programme in a way that ensures disability specialists are at the heart of delivery, not pushed to the edges, and to align the programme’s commercial drivers with the goal of securing sustained jobs and careers for people needing highly specialised support.
The challenge to the primes who will lead the new programme is to recognise early on that this isn’t Work Programme 2.0. This is a specialist programme, but one with the potential to be delivered on a much bigger scale than existing specialist provision. It is clear that there was a strong argument for retaining a separate specialist programme, but at least the emphasis of the new programme is right.
Gone is the flawed logic of having a ‘universal’ programme which was expected to cater for everybody. As the results showed, the mechanics of the Work Programme forced most providers into a standardised one size fits all model that focused on those closest to the labour market. By contrast, the message now is that the new programme is to be aimed by design at people with disabilities, with health conditions, with chaotic lifestyles and with multiple barriers to work. In truth, this is a quiet revolution. It’s one that we shouldn’t underestimate. And it’s one that is re-enforced by the decision to provide £115m for the Joint Work & Health Unit, including £40m for a health and work innovation fund to pilot new ways to join up health and employment systems.
The arguments put forward for a separate specialist programme had a clear logic. They were based on the understanding that helping someone who needs highly specialised support to gain a job and build a career is a wholly distinct profession to the carrot and stick business of prompting work-ready jobseekers to submit multiple CVs. This insight remains vital.
It’s why those primes with the financial muscle to lead bids for the new programme will need to ensure that resources intended to support work with the most vulnerable customers do reach the front line. And it’s why those primes will also need to put specialists at the heart of the process to craft and develop what will be a radically new programme.
That’s because those partnerships that do go on to make money from welfare to work services in the future will be the ones not simply bent on crashing cohorts into the first jobs they spy. Instead they will have sufficient expertise threaded through their supply chains, connected to supporting health and welfare systems, to support the right person into the right (often modified) job and then a career with employers who themselves are partners in the process.
As the new programme starts to takes shape, it will be important for everyone involved in the process to recognise the reality that there are one million individuals, at home, in college, outside the doctor’s consulting room or the therapist’s office, waiting to make one million separate journeys into work.
For now, we at Pluss await with interest details of the scale, design and commissioning of a programme that will need to provide the specialist support that each of those million journeys into work will require.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2015/10/Steve-Hawkins-Pluss-CEO.jpg408229Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2015-12-02 11:19:252015-12-02 11:19:25One Million Journeys
The Parliamentary Work and Pensions Committee have just published their report on the Work Programme after interviewing a series of expert witnesses and taking a mountain of evidence. Their report is clear-sighted, far-reaching, and unanimous.
The report makes clear that a mainstream, one size fits all Work Programme is not working well for people who need more intensive help. That’s why, as the Committee observes, nearly 70% of participants are completing two years on the Work Programme without finding sustained employment. Condemning so many people with disabilities to live out two whole years of their lives on the Work Programme does no-one any favours, least of all the Exchequer.
But the central point is this – if the Government is serious about halving the disability employment gap, it must retain and significantly expand a specialist employment programme separate to the mainstream Work Programme. What’s more, the Committee are adamant that this specialist programme should be delivered exclusively by specialist disability organisations with the expertise to support disabled people.
Why? Because Work Choice, the current specialist programme, offers a clearly different kind of provision but is too small to make a big enough difference. For reasons of cost, the Government may be tempted to consolidate mainstream and specialist disability employment support into a single new programme. If the Government elects to go with a single programme, there are some stark challenges to avoid vanquishing all meaningful expertise from the sector.
Service fees intended to support work with the most vulnerable customers must not be gobbled up by hungry primes or heavily top-sliced as a tax on supply chains; they must reach specialist providers in full. As an integral part of the bidding process, primes must be forced to explain what the challenges are to each customer cohort across each CPA and how specialists will be used to meet these challenges. The commissioning process must include active dialogue with bidders to drill down into their levels of expertise and localised resources.
Under these circumstances, a single programme could deliver at least some of the benefits of a separate specialist approach. But let’s be clear, this is not the optimum solution, it’s a second best. The Work and Pensions Committee report goes further and says that a single programme would be a grave mistake.
For myself, I am certain that, over five years of costs and benefits, Government would gain considerably if they follow the unambiguous advice of the cross-party Committee.
Of course, the people who have most to gain are the one million people with a disability who will need to be supported into sustainable work if the disability employment gap is to be halved. These are the individuals who need the right support to find the right job first time, and the Work and Pensions Committee have now set out clearly for all of us the best way for this to be achieved.
Pluss is a certified social enterprise with the Social Enterprise Mark. This means that Pluss has proved it is genuine against independently-assessed criteria for social enterprise. The Social Enterprise Mark provides assurance that profits are used to help disabled people gain opportunities to work, acting as a guarantee that Pluss is trading for people and planet.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2015/10/Steve-Hawkins-Pluss-CEO.jpg408229Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2015-10-26 10:18:482015-10-26 10:21:40Pluss CEO responds to the recently published Work & Pensions Committee report on the Work Programme
(originally posted on Charity Bank blog on 1st October 2015)
The most important week for the Good Money campaign is fast approaching. Here’s what it’s all about.
Good Money Week, 18th – 24th October 2015, is an opportunity to ensure those you trust with your money are looking after it well and using it in ways that benefit society and protect the environment.
What’s the big deal?
“It makes no sense to invest in companies that undermine our future.”
Desmond Tutu’s take on the logic of investment without concern for our future wellbeing is hard to beat and even harder to contest. As it is, the money we invest, or deposit with a bank, isn’t always invested in ways that are good for people, communities and the environment. Look closely, and you’ll find that money flows to some pretty unsavoury destinations, the arms trade, fossil fuels, gambling to name a few.
So we nod in agreement with Archbishop Tutu and dream of a better world. Or, better still, we look for ways to build one. . .
What is Good Money Week all about?
Good Money Week is about discovering new ways to make money work the way we want it to, whether we want to save ethically, invest for social impact or spend our money in ways that won’t leave the planet worse off than we found it.
As the Good Money campaign puts it, “We’re facing big challenges in the UK and across the globe: extreme weather, social inequality, scarce resources and a rapidly growing population… The amount of money channeled into solving these problems – in the form of investment into projects or more responsible companies – helps ensure they won’t get worse and that our quality of life, and that of our children and grandchildren, will be protected.”
Follow the money saved with an ethical bank. In support of Good Money Week, we’re following the money saved in Charity Bank’s ethical accounts to the charities and social enterprises they help support. You can sign up here.
Email or write to your MP and ask them to support Good Money Week.
Credit to the Government for being so clear. They want to halve the disability employment gap. That’s the difference between the percentage of people with disabilities who are in work and that of the working age population as a whole.
Pretty much everyone agrees this would be a good thing – for the individuals themselves, for employers, for taxpayers, for all of us. Research by the Social Market Foundation indicates that achieving the goal would boost the economy by £13 billion.
But the ambition won’t be achieved by wishing for it. True, the imaginative Disability Confident campaign has captured headlines and made inroads. And much good work is being done to build the ‘presumption of employability’ for people with disabilities, although this remains a work in progress on both sides of the interviewer’s desk.
But these are only complementary activities. I believe that over the next decade our ability to reduce the disability employment gap will be largely dependent on a single factor. It’s this. What help will people get to make the journey? In other words, what will the programme that is required to do most of the heavy lifting look like?
It’s critical to recognise that helping into work someone with a learning disability or autism, or someone with profound and enduring mental ill-health or with multiple and complex support needs, is an entirely different industry to helping roomfuls of jobseekers close to the labour market to get a job.
At its heart, this question is about the challenge facing some people that ‘any job’ isn’t good enough. The greater the level or complexity of the disability or health need, the more precise the fit of the person, the job role, the support and the employer must be.
It isn’t that people with complex support needs can`t work – our experience at Pluss is that they make some of the most outstanding employees for the companies we support. But it’s important to recognise that, as we move along a spectrum of support needs from simple to complex, the pool of potentially suitable jobs and work settings steadily shrinks. At the same time, the need increases for a thorough technical understanding of how an individual’s support needs impact on both the navigation of labour market and the capacity to work well in a job.
A successful intervention therefore requires not just ‘any job’ but exactly the right job with the right employer in the right place with the right help both leading up to a job start and in-work.
As we have seen on the Work Programme, getting it wrong for this group of customers means that all too often the negative perceptions of employers (that people with disabilities can’t work, that they’re not as productive, that reasonable adjustments might be too much hassle) can get reinforced.
This need for an increasingly exact fit between person and job is why the Universal Job Match process is routinely unsuccessful, for example, for someone with autism or with severe and enduring mental ill-health. In our world, it’s rarely the case that an approximate job match is good enough.
I think this approach begins to explain some of the differences in programme performance. 52% of Work Choice starts between the 1st April 2014 and 30th September 2014 obtained a job outcome by 31st March 2015. In contrast, only 12% of ESA new claimants and only 5% of ‘ex-IB’ ESA participants on Work Programme get a job outcome after being on the programme for 2 years.
The procurement and commercial arrangements for Work Programme have exacerbated this challenge of working with ESA customers. The commercial drivers of the programme and the scale of contracts have ensured that specialist primes have been excluded from the programme. The use of non-specialists as primes, many of whom are also non-providers, has led to a one size fits all approach that works for some but clearly not for all.
Differential pricing was designed to be the tool to persuade the market to invest in support and expertise for those people whose disabilities placed them furthest from the market place. The market, left to its own devices, has failed this test.
It’s important to say that the Work Programme works well for a large number of people. It has established its credibility as a programme that is effective for those jobseekers without complex support needs for who a wide range of jobs and workplace settings are potentially suitable.
That’s what the replacement mainstream employment programme must be allowed to focus on.
But the greater or more complex a customer’s disabilities, the less effective will be a high volume programme delivered by primes that are driven by the commercial model to a one-size-fits-all approach and that have no in-depth disability specialism.
I believe the evident strengths of the current specialist Work Choice programme, and the comparably poor ESA performance data for the Work Programme, provide a strong evidence base to support the need for a specialist programme, commissioned in a way that ensures the inclusion of experts.
That is why a specialist disability employment programme led by specialist primes must be the cornerstone of the Government’s strategy.
When we know if that’s the plan, we’ll know how serious the Government is about halving the disability gap.
Pluss is a certified social enterprise with the Social Enterprise Mark. This means that Pluss has proved it is genuine against independently-assessed criteria for social enterprise. The Social Enterprise Mark provides assurance that profits are used to help disabled people gain opportunities to work, acting as a guarantee that Pluss is trading for people and planet.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2015/07/Pluss-Ceo-e1443170051302.jpg713400Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2015-09-25 08:32:032015-09-25 08:35:17If The Government Are Serious About Halving The Disability Employment Gap…
We can choose to buy from, work for, and even set up companies that have a sense of purpose beyond profit. But how do we spot them?
In the digital age, the demand for information, often just a click or a ‘google’ away, is immense. At the same time public interest in the inner-workings of organisations, their ethics, standards and practices, is growing.
As a business, it’s not enough to simply say you’re ethical; you need to be able to prove it. Today there are a number of ways to do this, and companies are beginning to take notice.
The view from insidean ethical bank
From my vantage point, inside an ethical bank that lends its savers’ money to charities and social enterprises, I can see the potential for ethical business to grow. Charity Bank’s strong community – people who really care about where their money ends up – fuels my optimism, as do recent events…
The exposure of Amazon’s treatment of its employees, pushing people to their physical and mental limits in the name of production and profit, instantly provoked public outrage. It also sparked action, a petition on change.org to make Amazon UK pay their workers the Living Wage, along with the publication of an Amazon-free shopping guide.
It must be sinking in. We care about how companies treat people, what sort of activities they’re invested in and how they affect the environment.
Anyone attuned to the current tone of Twitter and the blogosphere will recognise the growing public interest in the way businesses operate. The feeling towards companies which pay little or no attention to purpose and values is pure disenchantment, neatly captured by Dom Jackman, founder of Escape The City, in his blog “Dear Corporates: A quarter of a million of your workforce are escaping…”
The ball is in our court.
We can choose to buy from, work for, and even set up companies that have a sense of purpose beyond profit. But how do we spot them?
Here are some steps that Charity Bank has taken to point people towards its ethical credentials and a few other ways of identifying ‘good’ businesses. These are all credible signs that an organisation cares about its employees, society and the environment. Whether you’re someone who wants to check that a business is ‘walking the ethical talk’ or you’re a business owner, I’d recommend looking out for them.
The Social EnterpriseMark. If you invest at least 50% of your profits in a social mission, you may qualify for the Social Enterprise Mark. We became the first bank in the UK to earn the Mark making Charity Bank an independently certified social enterprise. See if you can apply.
Living Wage accreditation. Companies that pay all employees the Living Wage can seek an independent certification and become an accredited Living Wage employer. We did this back in 2014.
The B Corporationcertificate. A growing number of businesses, including Charity Bank, are showing that they take their impacts on their employees, society and the environment seriously by applying to become a B Corporation, which provides an independent certification of ethical business.
Measuring and sharing socialand environmental impacts. This is something that’s core to our business of lending to charities and social enterprises. We share information about our loans on our website so that savers can see the impact their savings are having. See our approach here. There’s no standard approach to accounting for impact on society and the environment but there are some useful resources and initiatives. The Common Good Balance Sheet is worth a look.
Using finance forgood. If you’re a small business or a charity looking to put money away in a savings account, you could consider opening a savings account with Charity Bank, as a way of earning a fair return and boosting your organisation’s social impact by supporting the work of charities and social enterprises. And if you’re an individual looking to save with an ethical bank, this all helps to show you’re in the right place. You can check out our savings accounts here.
There are a few ethical banking options out there for businesses, charities and individuals. The space is maturing slowly but surely. As well as Charity Bank, there’s Triodos Bank, Ecology Building Society, Charities Aid Foundation and Unity Trust Bank.You can find ethical and mainstream banks ranked in the Good Shopping Guide’s ethical league tablesand more on ethical finance and movements in a blog by Patrick Crawford, Charity Bank’s chief executive here.
As the Amazon storm calms, perhaps it’s time to reflect on our own power to redefine success in business. With the tools to raise standards of purpose, transparency and accountability at our fingertips, now is an exciting time.
25% discount on Charity Bank loans for Mark Holders
To celebrate becoming the first UK bank to be awarded the Social Enterprise Mark, Charity Bank has announced a partnership with Social Enterprise Mark CIC to offer Mark Holders a 25% reduction on their standard loan arrangement fee.
https://www.socialenterprisemark.org.uk/wp-content/uploads/2015/09/CB_logo_prop.gif389579Sophie Shorthttps://www.socialenterprisemark.org.uk/wp-content/uploads/2020/10/SEMCIC-logo-300x143.jpgSophie Short2015-09-08 07:42:302015-09-23 11:37:33Act like Amazon or save the Amazon?
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