Post on 12-Jan-2015
description
An Overview of the Social Enterprise Sector
Temi OdesanyaMarketing Officer
‘a social enterprise is a business with primarilysocial objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by theneed to maximise profit for shareholders and owners'
Government definitionSocial Enterprise Mark website
What is Social Enterprise?
What is Social Enterprise?• Social enterprises (SEs) = profit reinvesting
businesses that trade for social/environmental aim• Main objectives - to create jobs, support vulnerable
people, improve health & well-being, promote education & literacy and protect the environment
Findings from ‘Fightback Britain: State of Social Enterprise Survey 2011’
Different types of social enterprise
Development trustsCredit unions
Housing AssociationsSocial Firms
MutualsWork Integration Social Enterprises
Worker co-operatives
Social Enterprise in the UK
• 62,000 social enterprises in the UK – Estimated to 250,000
– Data from the Annual Survey of Small Business 2005-2007– Social Enterprise UK
Legal structures
Findings from ‘Fightback Britain: State of Social Enterprise Survey 2011’
Sector traits• 1 in 7 of all UK SEs is start-up - more than 3x
proportion in mainstream small businesses• 58% of SEs grew last year - compared to 28%
of SMEs• Some of the biggest UK SEs started in the
recession of the ‘80s• Trade is most common source of income, rather than public services
Findings from ‘Fightback Britain: State of Social Enterprise Survey 2011’
Sector traits
Findings from ‘Fightback Britain: State of Social Enterprise Survey 2011’
• Leadership team – 86% women; 27% BAME• 74% actively involve beneficiaries in decision
making (9 out of 10 in most deprived communities)
• Employ more people relative to turnover than mainstream SMEs• Operate: 20% local, 19% national, 16% a region
Creation of quality, paid, sustainable employment for individuals furthest away from the labour market
Social enterprises, WISEs & Social Firms
Social Firms
Social Firms are Values Led
Enterprise: “business that support” rather than “project that trades”
Employment: social & economic integration through employment and market wages
Empowerment: supportive environment, real opportunities and meaningful work
tackle stigmacreate jobssocial valuecost benefits to society employment and health alignedsocial & economic mission integrityvolunteering, training and paid opportunitiescomplement other employment models
The value of Social Firms
Royal British Legion Industries• 1919 - treatment, training & support after WW1• Manufacturing division = social enterprise• Pallet & signs manufacture, mailing, print,
distribution, fulfilment services • Preferred supplier to Network Rail• Needs diversification of product range & growth
Argonaut Community Enterprises
• 2010 (CLG) - mission - work opps for deaf or disabled, commercially viable services in visible roles
• Argonaut Cleaning Solutions, Argonaut Facilities (demand), Argonaut Security – ex-military
• Argonaut Distribution – mail, print, fulfilment• London, Birmingham, Hampshire, Liverpool• Ambitious, entrepreneurial – hampered
as under 3 years trading history
Policy developments
• Big Society (Localism Act 2011)
• Govt target –#SMEs supplying public sector 5% 25%
• Main government focus on public service delivery - Mutuals
• Mostly NHS ‘spin outs’ but no contract guarantees (CS Health)
• Payment by Results / Social Impact Bonds
• Open public services White Paper– “Public services, social enterprise & social value bill”– social value in procurement – need for any orgn bidding for public
sector contracts to demonstrate
Social impact
• Qualitative vs. quantitative
• SROI – indicates the value of the social impact in financial
terms
• Social Accounts – explores the nature and extent of impact as
experienced by various stakeholder groups
Corporate Engagement
• PwC• Deloitte• Ernst & Young• KPMG• Guinness• Ben and Jerry's• O2• Lend Lease• Wates
Wates social enterprise strategy
To engage with Social Enterprises in the course of normal business:
• embedding them in the supply chain; • contracting for skills, goods or services on each project;• supporting community projects involving SEs - building work,
business skills and funding;• working on joint client initiatives with SEs; • by pointing SEs towards other organisations who can support their
growth & development; and• build a model of good practice for working with SEs to be shared,
both within and beyond the construction sector.
Future
• Green – global drive, local execution• Health & Social Care – fiscally driven• Community ownership
– recreating communities as safeguarded areas • Criminal justice• Employment & jobs market
– labour driven businesses • SE is fleet of foot
Contact: Temi Odesanya01737 231 360
www.socialfirmsuk.co.ukinfo@socialfirmsuk.co.uk
FacebookTwitter: @socialfirmsuk #socent
LinkedInBlog
July 12 – Conference, Uni of Leicesterworkandjobs.eventbrite.com
Mutuals
• A public service mutual is an organisation which has left the public sector (also known as ‘spinning out’) but continues to deliver public services
• “Government is committed to encouraging and supporting anyone who is seeking to follow their path.”
• Challenges– TUPE – liabilities– Cultural– Suspicion– Top down– Pressure to deliver
http://mutuals.cabinetoffice.gov.uk
Central Surrey Health
• 2006• It was the first social enterprise to come out of
the NHS• Lost their first competitive bid to Assure
Medical• Expected to raise a £10m bond as surety• Wise Group in Scotland, Work Programme• LPT & Working Links