InTouch Issue 11

developments, including the launch of InTouch and the developments of the SEEE and Nearbuyou websites.Social Enterprise East of England

Publicising developments, capturing and disseminating best practice, is a contractual requirement of EQUAL projects. To do this most effectively the project required a network wider than the original SSEER partnership. Social Enterprise East of England (SEEE) was established for this purpose. A further requirement was to put in place an exit strategy from the EQUAL funding, leading to a long-term, sustainable mechanism to continue the work of SSEER. To this end, SEEE has recently incorporated as a secondary co-operative and will work towards long-term sustainability.

In trying to write a sustainable plan for SEEE, it was quickly realised that the social enterprise sector within the East of England did

InTouchJuly/August 2005 • Issue 11 SOCIAL ENTERPRISE EAST OF ENGLAND

Inside:Editorial 3InTouch adds free e-newsletter and goes quarterly. Don’t miss out!

Trading Places! Income 4 generation for museums, libraries and archives Successful income generation could make a huge difference to over 1,000 heritage organisations in the region

The business of heritage – 5 sponsorship Sponsorship of the arts and museums is a growing and sophisticated business

Church Resurrection 7 A medieval church in the heart of Ipswich has been converted into a multi-use facility

Working with Women 8WEETU offers expertise in women’s lifestyles and challenges

Focus on ... 10Andrew Saul talks to some of SEEE’s partner organizations about their perspectives on social enterprise

Print in demand 12Jonathan Mitchell takes a look at Burwell Community Print’s wide offering

Networks unlimited 13News and upcoming events in the region. Tell us what you’re doing

Earthworks‘ 10th Anniversary 16Earthworks St Albans celebrates 10 years of providing training and work experience in land based skills

Internet:SEEE’s Web partner services are at:

http://www.seee.co.uk

http://www.seee.co.uk/interactive http://www.nearbuyou.co.uk

SEEE Strategy Ready for Launch

The emerging Social Enterprise Strategy for the East of England has attracted a lot of attention.

This is not just for its content, but also for the way in which it was developed. The strategy itself will have a formal launch in the autumn.

Here, we take the opportunity to look at the background; the circumstances that led to the need for a strategy and how the strategy was developed.Supporting Social Enterprise in the Eastern Region, SSEER

The SSEER project is funded by the European Social Fund under the EQUAL programme, with Business Link Herts as the accountable body. The project is aimed at promoting social enterprise in the East of England, improving and co-ordinating business support services to the sector, and developing social enterprises as businesses.

SSEER has supported a number of

The Social Enterprise Strategy for the East of England

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The Social Enterprise Strategy for the East of England

The Social Enterprise Strategy

for the East of England

SEEE Strategy

InTouch No 11 July/August 20052

not have a strategy. With the rise of a strategic approach to funding programmes, such as Investing in Communities, the development of a strategy was essential.

Everyone involved agreed that the strategy had to reflect the practical needs of the regional social enterprise sector; support existing and emerging regional and national strategies and had to be owned by the sector: the policy bodies, funders, advice and support agencies, but above all, the social enterprises themselves.The Consultation

The strategy was developed through a structured consultative framework, designed to achieve proactive engagement with all aspects of the social enterprise community.The Process

The strategy was developed using:• A quantitative questionnaire identifying key priorities for

respondents, their organisation and the region• Face-to-face consultation with a wide number of stakeholders

to explore in detail their views on these key priorities• Desk research, linking regional priorities and the wider

achievements of the social enterprise sector with key national and regional strategies and research papers

Consultation methodologyThe consultation methodology was designed to be inclusive,

reflect regional diversity, and the perceptions of both social enterprises and their support organisations. It included:• Questionnaires sent to over 450 organisations• Six facilitated meetings for social enterprises• Thirteen semi-structured inter views with regional

infrastructure bodies

• Six facilitated meetings for support organisations• Three open events across the region• Open access through a dedicated web page

36 social enterprises took part, including:• Voluntary organisations considering taking up trading

activities• Voluntary organisations currently trading but not thinking of

themselves as businesses• Voluntary organisations confident in the deliver of social and

trading activities• Small, community based social enterprises• Large, well-established social enterprises• Co-operatives and others at the commercial end of the social

enterprise spectrumNearly 50 advisory agencies took part including:

• Local authority economic development officers• Business Links• Voluntary sector support agencies• Mainstream business advice agencies• Specialist social enterprise support organisations• Sub-regional social enterprise networks

Some organisations took part as both social enterprises and support organisations.Desk research

A review of national, regional and local strategic frameworks and research on social enterprises was carried out, including:• Social enterprise: a strategy for success (DTI)• Lend Me Your Fears: social enterprise finance in the East of

England (The Guild/EEDA)• Social Enterprises with a wider market focus (Co-operatives

UK et al)• Procurement literature• Other regional social enterprise strategies• A number of regional strategies for the East of EnglandThe findings

The process engaged a wide range of contributors with varying perspectives. There was however, consensus on the priorities that should form the heart of the strategy.

Those nine key priorities were developed into nine strategic objectives. Feedback

A draft document, capturing the issues was presented back to participants at a conference held at the Over Community Centre, Cambridgeshire on 9th December 2004. (Featured by InTouch Issue 8, January / February 2005) In a number of workshops we invited participants to say how the objectives of their organisations would play a part in implementing the strategy and what they needed in order to realise those objectives. That information was used to build a more detailed strategic document. Endorsement

A final draft document was sent to all participants, seeking their endorsement that the strategy accurately reflects what is needed to build a strong, sustainable social enterprise sector. That endorsement will give us a solid platform to take forward the developments identified and promote the social sector in the Region.What now?

The priority now is to turn the strategic targets into actions and planning for this is well under way. It is worth stressing that Social Enterprise East of England is not, and will not become, a delivery organisation. Its intention is to identify partners who can deliver on its behalf; support and assistance will be offered where necessary, thus further building the capacity of the sector as a whole.

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Editorial

InTouch No 11 July/August 2005 3

InTouchSocial Enterprise East of EnglandJuly/August 2005 Issue 11

The SEEE network is co-ordinated by Business Link Hertfordshire

InTouch is financed by SEEE (funded by the European Social Fund ) and published in its support by Business for People in partnership with Creative Touch, both of which are social enterprises

4 Archers Court Stukeley Road Huntingdon PE29 6XGTel. 01480 455200email: [email protected]

SEEE Team:

Development Manager: Peter See

SSEER Project Manager: Elaine McCorriston

SSEER Project Executive: Donna Pollard

Diversity & social sector Manager: Jo Ransom (Exemplas Ltd)

Web Manager: Lin Evens (EPAS Ltd)

Nearbuyou Manager: Michael Waring (The Guild)

Editorial Staff:

Editor: David Lloyd

Content Editor: Peter Durrant

Contributing Editors: Jonathan Mitchell Andrew Saul

Advertising Sales: Joseph Law

Layout: Lorraine Peacock

Creative/production Editor: Austin Bambrook

Please send PR and other information items to: Peter Durrant, e-mail: [email protected]

Tel. 01223 262759

The opinions expressed in this publication are not necessarily those of the publishers or of Business Link Hertfordshire, Business for People Ltd or Creative Touch. All rights reserved. No part of this publication may be reproduced, stored in an information retrieval system or transmitted in any form without the written permission of the publishers. This publication has been prepared using information provided by contributors and, while we make every effort, accuracy cannot be guaranteed. SSEER is unable to accept any liability for the consequences of any inaccuracies, errors or omissions in this publication. No representations, warranties or endorsements of any kind are intended.© SEEE 2005

From the Editor

David Lloyd is joint managing director of Business for People in Huntingdon. He is editor and

contributor to various publications

InTouch adds free e-newsletter, goes quarterlySEEE are going to provide an additional service that we believe will greatly enhance

communications in the social enterprise sector in the East of England – we are introducing a free monthly email newsletter, InTouch Express.

We recognise that there is a need to communicate information that is more time-sensitive and transitory than is possible in InTouch – for instance training and other events, breaking news and so on. InTouch Express will be this vehicle, and we do hope you will ensure you’re on our list to receive InTouch Express. InTouch will continue to provide the “strategic” articles, background information, best practice and case studies, much as it does presently, but after this July/August issue InTouch will be published quarterly.

Those InTouch subscribers who have already furnished their email addresses will be sent the first InTouch Express automatically, with an option to cancel. With very few exceptions, subscribers have given us permission to communicate about SEEE matters, which of course includes InTouch Express.Do we have your email address? Don’t miss out!

However, we only have about 30% of our subscribers’ email addresses. So if you would like to receive InTouch Express, we strongly encourage you to go to the SEEE website and register your details again. We will run a de-duplication exercise to ensure you don’t get communications twice. Go to http://www.seee.co.uk/ and click on the InTouch subscription box in the left column. If you register on the website at the same time, you’ll be able to access and change the address details we hold thereafter, as well as participating in forums, submitting your events, jobs and key documents, should you wish.Stay informed – register now!

To make sure you stay in the essential communications and information loop, we encourage you to spend a few minutes online now, to ensure you receive InTouch Express, before something else takes your attention. We respect your time and we have made it very quick and painless!

We look forward to communicating with you in the future through both InTouch and InTouch Express.

Free:

subscribe to InTouch Express e-newsletter


Trading Places! Income generation for museums, libraries and archives

There are well over a thousand museums, libraries and archives in the East of England. Successful income generation could make a

huge difference to the range and quality of services that they are able to provide. Income generation is also a way of attracting more visitors, as it expands the range of activities and facilities that may be offered.

Social Enterprise East of England, SEEE, jointly with the East of England Museums, Libraries and Archives Council, EEMLAC, recently (13th April) held a workshop for trustees and managers of museums, archives and libraries from across the region.Distinctive surroundings

Held in the distinctive surroundings of The Manor House Museum in Bury St. Edmunds. Over thirty delegates, surrounded by historic costumes and clocks (no excuse for poor timekeeping!) had the opportunity to hear from presenters on a number of the issues affecting trading activity. The workshop included discussion sessions aimed at drawing out delegates’ own opportunities for trading and what assistance they needed to make the most of those opportunities.

Sue Hughes of EEMLAC introduced the event, which opened with Peter See, Development Manager for SEEE, explaining why income generation is now becoming important to the voluntary and community sector and how the legal status of an organisation may affect the way in which it may trade.

Is it money you really need?

Mary Parodi, Regional Grants Manager for the National Trust, explained how a quarter of the Trust’s income is earned from commercial enterprises – it receives no regular Government funding – and emphasised how diverse the Trust’s assets are. Interestingly, the Trust has just 4,000 staff, but 40,000 volunteers. Mary raised some challenging questions, asking: “Is it money you really need?” before going on to look at the difference between core and project funding; the value of volunteers and the scope for making savings in business costs. Equally challenging was Mary’s overview of the “Hidden Assets” of an organisation. Concluding her presentation, Mary stressed that successful fund raising needed a strategy and business plan that identified the needs of the organisation and sought to match funding to those needs. This paved the way for Julie Massey, Development Officer of Hertfordshire Museums. Diversified funding as a route to sustainability

Julie’s infectious enthusiasm and enjoyment was evident as she described the importance of planning and financial forecasting, looking at income generation as just one option in diversification of funding as a route to sustainability. Julie described how the difficulties of planning when the long-term future is so uncertain, but “doing nothing is not an option”. Taking delegates through the planning process, including a realistic approach to risk management, Julie concluded with an entertaining review of income generation ideas that have been successful elsewhere: birthday parties and teenage sleepovers in a library? Whatever next?

Julie’s handout on developing sponsorship agreements (sponsorship is distinct from grants and requires a different approach) is reproduced opposite.

In discussion groups delegates had the opportunity to exchange ideas on income generation and also

“When a museum, archive or library starts to think of itself as an enterprise, it discovers a whole new range of possibilities, both for generating new income, and for making the best use of the funding it currently receives. It can make a significant difference to the ability to develop and grow”.

Sue Hughes

“Organisations of all sizes have a responsibility to steer their own destiny and not be beholden to any one funder.”

Mary Parodi

Manor House Museum, Bury St Edmunds

Initiatives


to look at what a d d i t i o n a l r e s o u r c e s t h e y would need in order to implement some of the new-found income generation ideas.Networks, advice and support

In the concluding presentation, Peter See underlined the importance of the need for business planning that had been put forward by

Mary and Julie. Peter explained that business advice and support was available to enterprises through SEEE’s network of partners and that sub-regional networks were being established throughout the region to encourage enterprises to meet each other, share news and views and to intertrade between themselves and with local authorities.Next steps

What happens next? Armed with ideas and fired with enthusiasm, delegates now have the opportunity to discuss enterprises appropriate to their own museum, library or archive. If help is needed with the business aspects of a proposal, they now have details of their local social enterprise business advisor, similarly if they wish to meet other enterprises in their locality, the sub-regional network contacts would be pleased to help.

Participants will be contacted in a few months time to see how ideas are progressing.

If there is sufficient interest, the workshop could be repeated elsewhere in the region. If anyone would like to discuss this, please get in touch with either Sue Hughes or Peter See

A s k e d w h a t they would take away from the day, delegates replied: “a lot of new ideas”, “a m u c h w i d e r perspective”, “new ways of looking at income generation ... that we hadn’t considered before”, “enthusiasm and encouragement!”, “ s p e c i f i c s u g g e s t i o n s o f contacts for further help”.

Peter SeeSEEE Development Manager01727 813813 [email protected]

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Sue HughesRegional Development Officer – Libraries01284 731745 [email protected]

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“From working with Herts Business Link and taking part in Trading Places it is clear that museums have a long road to travel to become more business aware and see themselves as social enterprises. If they don’t, they run the risk of being left behind and their funding being chipped away year on year. At least now in Herts, museums are aware of the problems and have taken the first steps on that road”

Julie Massey

“When Sue Hughes and I first discussed the idea of this workshop, we thought we might attract a dozen or so delegates. The attendance of over thirty was encouraging and demonstrates the interest that exists within the sector. If we could achieve just a 10% increase in museums, archives and libraries trading as enterprises we will have made a significant contribution to the region’s social economy.”

Peter See

The business of heritage – sponsorship

Business sponsorship of the arts and museums in the UK is a growing and sophisticated business. In 2001/02, business invested more than £111million in the arts.

Sponsorship can be seen as a marketing tool and organisations raising money from the business world need to understand that it is about building relationships leading to funding in the long-term rather than the short-term. It is a time consuming activity that requires resources with a relatively low success rate, nine out of ten applications for sponsorship are unsuccessful.

Below is a brief introduction to sponsorship summarised from a manual produced by Arts & Business. Although aimed at museums and the arts it can be used as a general introduction for any organisation.

Before you start your approaches to businesses you need to be clear what is meant by sponsorship which should not be confused with a donation. Arts & Business defines arts sponsorship as: “the payment of money by a business to an arts organisation with the explicit objective of promoting the business’ name, its products, services or image. Sponsorship is part of a business’ general promotional spending and may encompass staff development as well as a sense of corporate or social responsibility”.

Sponsorship can be in a variety of different guises including support-in-kind of discounted or free goods and services, straight forward money for which a commercial return is sought from the business and corporate membership whereby a business pays an annual sum to an organisation in return for various services. Why do businesses sponsor? • Provides them with a direct access to a target market - your users • Uses your organisation to advertise their own products and brand name • You act as a venue for corporate entertainment • Helps raise the community profile of a company • It offer something to their employees ie free admission• PR opportunities – you can provide photo and media opportunities • Association with excellence• Helps enhance their image to a target group Five Steps to SponsorshipTo obtain sponsorship from business needs a professional approach

through a plan or strategy. To sell yourself you first must consider how much time, effort and resources you are prepared to spend on the whole process. Remember that most businesses plan their sponsorship budgets a year or more in advance, so your planning needs to begin well ahead.

The basis steps for planning and putting in to practice your sponsorship programme are as follows:

1 Assess your organisationTake a careful look at your organisation. What do you need and what

resources do you have available to develop business sponsorship? Also ask yourself how far you are prepared to go to satisfy a sponsor. Start by asking the following questions.

• What do you require?• Do you have the resources?• Are there limits on who you should approach?• What are you prepared to offer?2 Research the marketplace You need to target your potential sponsors. The more a sponsorship

proposal is tailored to an individual business’ needs, the more effective your approach will appear.

Local businessesDraw up a list of business contacts from your colleagues, board and

Friends. Include those with who you do business, business contacts who you may have met and any who have offered support in the past. You can use the following resources to help develop your list:

Initiatives


• Local and national press • Arts & Business – can provide you

with a list of business members who support heritage and the arts in your area.

• Libraries have local and national directories and reference books, which can help you.

• Chambers of Commerce – most produce a list of their members and give advice on local business activity.

• Business & Finance Top 1000 Companies / The Giving List

• Internet – look at the company websites and also those sites with general business information.

• Look out for businesses who sponsor other similar activities and services to yourself. To narrow the list down even further, ask yourself ‘Why is this

sponsorship proposal right for this particular business?’. You should aim to target about five to ten of them. 3 Developing a sponsorship package

You need to reflect and decide on the following: • Your identity – who you are and what you do?• Who are your audience, customers & contacts?• The project(s) – what are you asking money for?• What are the benefits for the business?• How much money do you need? 4 The proposal

Your aim is to get your potential sponsor to meet with you

to discuss your project further. The first approach is a written proposal and it is important to get the name of the person responsible for sponsorship. Just ring them up and find out.

A written proposal needs to be concise, well presented and no more than 2-4 sides long accompanied with a personalised covering letter (not a photocopy). Don’t overwhelm them with irrelevant information and be realistic in what you can deliver. Include an item of print to show quality and if you have a business plan don’t include it but say that it is available. The proposal should include: • Who you are and what you do

• Who are your supporters – your funders, previous sponsors• What the project is• Your audience• Publicity – how you intend to promote the project • Benefits to the sponsor – how they will be acknowledged,

receive free tickets, special events, media coverage etc. • The price – how much you needThe covering letter• Keep it short and to the point -one side of A4 • Answer the question: “Why should this company sponsor this

project?” • It should be personalised, with a paragraph or two outlining

the proposed project and costs. • Make it proactive “I will be in touch in a few days’ time to

arrange a meeting”. Follow up• Follow-up with a phone call a few days later to check if it has

arrived and try and set up a meeting to discuss your proposal in more detail.

• If you are turned down accept no gracefully but try and find out why your proposal was not successful for the next time. Try again after 12 months.

• Invite them to see your project even if they did not sponsor you. They might do in the future. If you reach the meeting stage they are clearly interested in

your proposal. • Research the business and think through all the reasons why

they should sponsor you. • Take with you an expanded sponsorship proposal to leave

with them. • Take with you examples of the museum’s work, promotional

material, press releases etc. • Finish the meeting with a clear idea of what happens next i.e.

whether they need extra information or you need to meet with someone else.

5 Developing a Lasting Partnership• Produce a letter of agreement or contract so both you and the

business know what is expected from the other. • Stay in touch – keep the business up-to-date • Project management – everyone in your museum needs to

know about the sponsorship proposal, have one contact person.

• Monitor and evaluate – provide the sponsor with a report on how the project went, the audience reached, include items of print and press coverage.

• Follow-up with a further proposal to the same sponsor. Julie Massey

Herts County Museums Officer

About Arts and Business Arts & Business is an independent organisation which promotes and encourages partnerships between the private sector and the arts. There 18 regional offices through out the UK with one based in the East. They provide “Introduction to Sponsorship” seminars and the “Introduction to Sponsorship manual”.

For further information go to www.AandB.org.uk

• Are you based in Essex, Suffolk or Cambridgeshire?• Do you work in a social enterprise?• Would you like to improve your skills and your business?

Sign up for a social enterprise course at APU

Working In Social Enterprise

Courses at APU

This training is supported by the European Social Fund, by the Learning and Skills Councils for Suffolk & the East of England, and by i10

If you’re interested in any of these learning opportunities, contact Andy Brady ([email protected]) for further details

Why not visit our website? www.wiseproject.org.ukor telephone 01245 493131 x 4985

Starting in September 2005, APU will be running new courses on• Finance for Social Enterprise• Managing a Social Enterprise• Workforce Development

In addition, we will be offering on-line courses in • Social enterprise & entrepreneurship• Mission and vision• Social enterprise business planning

Initiatives

Initiatives

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The Church of England in Suffolk is converting a medieval church in the heart of Ipswich into a modern facility for conferences, meetings, exhibitions and concerts. The

St Nicholas Centre in Fransiscan Way will have a modernised interior with under floor heating and include high quality lighting and audio-visual equipment. The Centre welcomed its first customers in April.

“The St Nicholas Centre will be a resource for local businesses, charities, the community and the Church,” says Sara Stafford-Williams, Assistant Communications Director and a member of the Centre’s Operational Team. “The facility will create significant savings as well as generating an income from hiring out the space, thus reducing the central administrative costs of the Church in Suffolk.”

A modern glass sided building will be home to a franchised café and catering operation and will link St Nicholas’ to the diocesan offices in Churchgates House. The ‘hub’ is cleverly designed to have as little contact with the fabric of the church as possible and to ensure that the ancient churchyard is not unduly disturbed. In addition, the area around the 14th century building will be re-landscaped. Bookings looking good

The Centre already has bookings as far ahead as Spring 2007, when at least one hundred and fifty North American church fundraisers from The Episcopal Network for Stewardship (TENS) will be holding a joint conference with the Stewardship Officers of the Church of England. “Events such as these will help make a significant contribution to the local economy,” says Sara. “With a wide range of events being planned - from business meetings to concerts - this flexible, professional venue will be an exciting addition to this fast developing area of Ipswich.”

St Nicholas Church has been redundant since 1981 and was the Church where Cardinal Thomas Wolsey, Henry VIII’s right hand man, was baptised and where his parents are buried.

“It is fantastic to be able to revitalise this important historic c h u r c h f o r Ipswich,” says Sara.

Old church given new life as conference centre


http://www.stedmundsbury.anglican.org/ pages/admin/stnicholas/stnicholas.htmBookings 08454 567 998

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WEETU is a social enterprise that helps thousands of women every year who have become marginalised because of their background or life experience. With

WEETU’s help many have become entrepreneurs, returned to employment or education, or even become successful employers themselves. WEETU, the Women’s Employment, Enterprise and Training unit, has 16 years of expertise which could assist other organisations who also work with under-served groups.Passing on expertise

“We look forward to working in partnership with those agencies”, said WEETU CEO Miranda Seymour-Smith. “What we can offer is expertise in women’s lifestyles and women’s problems and we recognise how best to deliver services to them. We gained our expertise working with women and we have found it works with other under-served groups”.

Full Circle is rigorous micro-enterprise programme that offers training, long term support and loan finance without traditional collateral or credit checks. It’s success is reflected in a business survival rate that’s 10% over the regional average and a 96% loan repayment rate.

The Full Circle programme was recognised as a model for the

rest of the country by Minister for Employment, Andrew Smith MP, and has been replicated elsewhere as Full Credit, Toolkit for Enterprise. WEETU then ploughs any money earned back into its own programmes. Expertise beyond micro finance

But WEETU’s expertise goes beyond micro finance. It has strategies for using scarce resources effectively. Organisations striving to meet targets in reaching marginalised client groups count on WEETU’s expertise.

“WEETU mainly serves women, but there is enormous diversity among our client base,” said Janet Davies, Associate CEO. “Our programmes are effective with mixed-gender under-served or mainstream groups. We serve clients who don’t normally access services, so we know how to reach all kinds of people.”

Head 4 Business, a London programme that helps men and women in creative industries go into business, uses the Full Credit Toolkit for Enterprise. There, with clients of diverse backgrounds, within an urban setting, it is an unqualified success. Head 4 Business started a programme on the Full Credit model and is now using it as a template for a young people’s enterprise scheme.

Case Study:

Kate’s creepy-crawly roadshow

Kate Jackson is on a mission. While most people would be more likely to stand on them, she’s standing up for cockroaches. She also advocates for giant snails, rats and snakes – what she calls “less attractive” wildlife. Kate has been working with children and animals for years without a mishap, but insurance companies being what they are, her public liability bills are pretty ugly too.

“Ugly” insurance bill gets financeKate raised the cash she needed for MiniMonsters, the

Creepy Crawly Roadshow’s public liability insurance with the help of WEETU, the Norfolk-based Women’s Employment Enterprise Training Unit. She took out a low-interest loan, approved by her peers with her business plan as collateral.

Kate, 26, knows all about the animals because she studied psychology and zoology at the University of Reading. But WEETU was the key to starting her business.

She did “Is Enterprise for Me?” a course that helps women evaluate whether their business ideas are viable. Kate went on to Full Circle Business Skills training and then formed a circle with other business owners. By joining a circle she’s got a lot more than her loan. She’s found ongoing support. “It’s really good to be in a group of people who are going through the same process.”Lending to the excluded

WEETU’s peer-lending scheme, based on the Grameen Bank model, combines training with low-interest loans – without consideration of credit history. And it boasts a 96% repayment rate. WEETU, a social enterprise, now markets the innovative Full Circle programme as Full Credit, the Toolkit for Enterprise. It has already proven its success with men and women of diverse backgrounds. WEETU is expert at working with groups excluded from the economic mainstream.

Women beat the odds with WEETU

Profile


Left: Miranda Seymour-Smith, WEETU CEO

01603 [email protected]

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Profile

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Each Full Circle client learns business skills, researches the market, develops cash-flow projections and writes a business plan. They join a business circle where they network among business owners and continue to learn. WEETU helps them transition from a person with an idea into an entrepreneur.

WEETU itself was created from an idea that’s pumped more than £100,000 in loans into the regional economy.

Consider:• 76% of business founded through Full Circle in 2001 still

trade today. That’s nearly 10 percent higher than business survival rates in the East of England. According to the Office for National Statistics, the first three years of trading is when most small businesses fail.

• 36% of those ongoing businesses are in the risky creative industries and continue to thrive.

Other WEETU Programmes include• STEPS: Steps Towards Employment and Practical Skills,

develops employment skills with information advice and guidance. It offers “Choosing the Way”, a series of personal learning and development courses which include job-seeking skills, workplace proficiency, ICT skills and work shadowing.

• Childminders Project: Based on Full Circle, it provides loans to aspiring childminders for registration and start-up costs.

• Social Impact Evaluation Tool: Barriers to success aren’t only quantified in pounds. WEETU developed this tool to document profound changes in clients’ lives. It provides crucial information for funders. The SIE may be purchased from WEETU and adapted to suit.WEETU is an independent not-for-profit social enterprise set

up in 1987. The capability gained through WEETU’s programmes is available now to businesses looking to improve and to agencies targeting the under-served. WEETU then reinvests any money earned into it’s client services.

Articles by M Colleen Burns, freelance journalist, E: [email protected]

A series of six workshops developed specifically for the social and community sector which are focused on the commercial aspects of running an organisation.

• Legal Structures for Social Enterprise6 July 2005, 15.00-19.00 - Business Link for Cambridgeshire Offices, Huntingdon

• Finance and Bid Writing13 Sept 2005, 15:00-19:00 - Business Link for Cambridgeshire Offices, Huntingdon 14 Sept 2005, 15:00-19:00 - St John’s Innovation Centre, Cambridge

• Financial Management and Social Accounting17 Oct 2005, 15.00-19.00 - Business Link for Cambridgeshire Offices, Huntingdon

• Managing a Social & Community Enterprise 22 Nov 2005, 15.00-19.00 - St John’s Innovation Centre, Cambridge

• Marketing - 25 Jan 2006, 15.00-19.00 - Salvation Army, Bourges Blvd, Peterborough

To book on to these Social Enterprise workshops, please call the

Business Link for Cambridgeshire events hotline on 01480 846415

Social & Community Enterprise workshop programme 2005/6

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Focus on: SEEE partnersby Andrew Saul

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New network for Norfolk Produced in Norfolk (PiN) is a non

profit distributing co-operative which was launched on the 18th May

this year, two weeks before I interviewed them for this article. The collective covers organisations that produce a varied range of products from ironware to ice cream. The aim is to promote products which were genuinely made in Norfolk and encourage shops to stock them. The Guild acted as advisors in the start up process, and continues to provide support. The co-operative anticipates that its success will safeguard 1,000 rural jobs. Dealing with declining markets

The collective started when producers of food, craft and gifts in the county came together raising concerns about the steady decline of markets open to them. Most tourist sites and shows in the region are selling goods produced outside of Norfolk, and in many cases outside of the UK. By uniting local producers under the umbrella of a quality brand name, PiN aims to increase access to markets, raise awareness of local products and increase opportunities for sourcing raw materials and networking. PiN has produced a brochure, Uniquely Norfolk, which is

currently being distributed.In January, Produced in Norfolk was

awarded 50% funding under DEFRA’s England Rural Development programme and the European Agricultural Guidance and Guarantee Fund. At the moment PiN is making 10% of its income from trading, and in three years it is anticipated that this portion will increase to 50%. The co-operative currently has 90 members and it is hoped this will increase to 250. PiN’s

The Cambridge Co-operative Development Agency provides support to the social sector in Cambridgeshire, including the development of co-operatives. It also delivers training

in partnership with Business Link, Cambridgeshire, as well as business support, advice and research into the local sector. They are also the secretariat to the SEEE network in Cambridgeshire; they are the point of contact for the local area network and organise all the events, publications and so forth.

It receives core funding from Cambridge City Council, a small amount from South Cambridgeshire District Council and project funding from ESF, EEDA and the Home Office. It gets ten percent of its income from commercial sources, including service level agreements, and is planning to increase in this area in order to be more sustainable.Working with social enterprises in Cambridgeshire

CCDA is currently undergoing an internal review which is expanding its remit to work with the entirety of the social enterprise sector, rather than the co-operative sector alone. It expects to develop a wider range of services to individual businesses and other infrastructural agencies, whilst maintaining its ability to link local mainstream business advice and VCS (voluntary and community sector) agencies with SEEE. Their most immediate need is a bigger office.

CCDA was part of the SSEER project management group,

CCDA supports social enterprise in Cambridgeshire

Workskills Essex: success in partnershipWorkskills Essex Ltd is a partnership of more than a dozen organisations across Essex, providing services to the disadvantaged, from volunteering opportunities to work experience and training. Its main aim is to remove barriers to employment, and provide a range of further assistance. Commercial acumen and a model for collaboration

Almost all of its income is generated from commercial contracts, which is likely to continue, though the company anticipates some none-traded income in the shape of grants and fees. Its main need is an appropriate level of funding to meet staffing and accommodation costs.

The company is still in its infancy, but hopes to increase its capacity to enable it to take a leading role in the distribution of funding in the county and to be a model for collaborative working in the region.A role for SEEE in best practice

As a direct result of WSE’s experience in social enterprise, successful tender for ExDRA (Essex Development and Regeneration Agency) funding and developments within WISE members own social enterprises, the company feels there is plenty for SEEE to be getting on with, particularly in the wider sharing of “best practice” between SEs and partner organisations.

Workskills EssexTel: 01245 608321E-mail: [email protected]

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Jane Taylor told me that the aim is not to promote Norfolk products as exclusive; it is just to make an honest representation of Norfolk products and educate retailers on the added value of local produce. Jane feels that a lot of people in businesses in the more rural parts of Norfolk can feel pretty isolated, and the co-operative can help to relieve the pressure on them through being part of a network with common aims and experiences.

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Focus on: SEEE partners

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so it has been part of the development of the SEEE over the last few years. They recognise the need for a regional voice to represent the needs of the sector to the bodies which set the policy and agenda that binds and directs their local development. They value the opportunities of joint working across the region and embrace the chance to build partnerships where otherwise competition might emerge.Sub-regional networks major keys to success

CCDA’s Co-Director Zoe Wallis told me “We believe that major keys to the success of the SEEE strategy are the sub-regional networks that will champion and implement it. We see the development of the Cambridgeshire network as a task of the greatest importance for CCDA in the next year and would welcome suggestions from all interested parties in these planning stages. We expect the first newsletter to go out in mid-May and the first meeting to be in mid-June. An important part of the development of SEEE will be the growing of the sub regional (meaning county wide in most cases, Cambs and Peterborough in our case) networks. These networks will bring together all those with an interest in social enterprise in the area to network, share best practice, and feed information at regional level into SEEE.”

Alex Wood Hall Norfolk Street Cambridge CB1 2LD01223 [email protected]

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Working in Social Enterprise (WISE) is run through Anglia Polytechnic University, which is based in Chelmsford and Cambridge

and has 28,000 students. The programme delivers accredited training in the workplace to over 50 social enterprises in Cambridgeshire and Essex.

As the project progressed, APU became involved with other partners in the East of England and has been a keen supporter of SEEE since its inception. Along with Business Link for Essex, APU helped to set up the social enterprise network for Essex, Southend-on-Sea and Thurrock, the first sub-regional network to be established in the East of England. The university has had a major input to the SEEE website. It has also secured funding for a graduate to be employed by SEEE to work on marketing and knowledge management.A key role for sub-regional social enterprise networks

Andy Brady, APU programme manager, is on the board of directors of Social Enterprise East of England. He told me that as social enterprises (SEs) are different to both private businesses and the traditional voluntary sector, they need help and support in the challenge of meeting both their financial and social targets.

Andy believes that SEEE and its six sub-regional networks can play a leading role in a number of ways; by getting training organisations and business support agencies to work together in providing courses and advice for SEs, bringing SEs together, as “there is no better way to learn than from each other”, advertising SEs throughout the region – to individuals, but also to potential customers in the public and private sectors, and letting the regional policy makers know what support SEs need to become better businesses.

A WISE ideaWelcoming the SEEE strategy

When I raised the question of what defines a social enterprise, she commented that being driven down the road of the definition of social enterprise is not really helpful. “Most social enterprises just want to get on with the job. You are one if you believe that you are one, as long as you have the basic structure in place.”

Jane welcomes the SEEE strategy and its aims to inform policy and develop network clusters and supply chains, and anticipates that it will increase trading opportunities for social enterprises. She believes that one of the main contributions the SEEE can make is in encouraging SEs to seek business advice from specialist people and organisations, as mainstream advisors often don’t understand the distinct requirements of social enterprises or appreciate how important social aims are to them.

Jane thinks it makes great sense to support local social enterprises, which by their nature give something back to the community. “Social enterprises make a very real contribution to the economy of the region,” she commented.

Produced in Norfolk19 Melrose Road, Norwich, Norfolk. NR4 7PN01603 [email protected]

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A great deal accomplished in a short timeAndy commented that the amount of consultation achieved in

a limited time to write the SEEE strategy was staggering. In Essex, two meetings were organised for SEs and support organisations, and other organisations attended regional events. “Setting up the sub-regional networks has also been an important achievement – they will provide the real presence of SEEE on the ground. InTouch has really established itself as the magazine for social enterprise in the East.”

While he acknowledges that there is still work to do on it, Andy is also proud of the SEEE website. “I am excited by its potential to enable people across the region to communicate, raise awareness and learn from each other.” Needed: commitment from SEs and policy makers

Andy pointed out that the future development of SEEE is dependent on two things; a commitment from members to really make the network succeed by being active in their local network and contributing wherever possible. “Advertise your events through the website and InTouch, share your ideas on what’s worked for your enterprise, and what hasn’t, and air your grievances!”

The other thing is a recognition from regional policy makers of how important this sector is, and how important it is to fund the regional and sub-regional networks. “The amounts involved are tiny, but can bring great economic and social benefits to the East of England.” Andy believes that the region’s social enterprise sector is thriving. “If we can help create new enterprises, expand existing ones, and help support organisations and learning providers improve their services too, then SEEE will have had an impact.”

Finally, Andy has a simple message for readers. “My message to people reading this is ‘get involved now – find out who runs your local network and give them a ring!’”

APU’s Business School in Chelmsford

www.apu.ac.ukwww.wiseproject.org.uki


Print in Demand

For thirteen years Burwell Community Print has provided quality, community print services whilst promoting independence and increased self-esteem for adults with

learning disabilities. A mix of funding and earned income

In 1999, following five years of fundraising, the company moved from its modest Porta-cabin offices into purpose built facilities and now has an annual turnover of £150,000, 30% of which is generated through enterprise activity. Offering community-based work experience the group has drawn and generated funding of £2.5 million, on an annual basis, over the last five years.

Burwell Community Print receives support from the European Social Fund and the Learning Disability Partnership via Cambridge Social Services. A person-centred approach is emphasised and a Lottery funded one-to-one programme provides the opportunity to work with individuals to increase confidence and develop life-skills. A range of services

The organisation is also a member of the Social Training Enterprises Group (STEnG) – a Cambridgeshire partnership of nine organisations that work with disadvantaged people.

The company has a contract with Cambridge Regional College to provide vocational training and also enables access to employment services. Main sources of income are magazines, newsletters and digital colour printing. Other specialist areas include design and layout, risograph printing, business cards and photocopying services.

Burwell Community Print houses a well-equipped IT suite of ten PCs, all with broadband internet access, which the company manages as a community resource. It is however currently under-used and attention is being drawn to this. Manager Sue Anderson told us that the suite is “available for private or not-for-profit organisations to hire for staff-training sessions.” With specialist printing services, purpose-built training facilities and an IT suite with much potential, it is clear that Burwell Community Print has a great deal to offer.

Burwell Community PrintThe Causeway, BurwellCambridge. CB5 0DX01638 [email protected]

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The ten broadband equipped PCs in the IT suite are available for private or not-for-profit organisations to hire

by Jonathan Mitchell

Profile


This section of InTouch is for you to promote and report on the activities of your organisation. Send news of staff changes, business developments and examples of smart thinking to Peter Durrant on 01223 262759 or send an email to [email protected]

Literacy and low-cost computing in Luton

Lu t o n - b a s e d c o m p u t e r recyclers Recycle-IT has joined forces with a literacy website www.ABCtales.com to offer low cost computer packages to individuals, charities and social enterprises. The partnership follows changes in European Social Fund rules allowing grant holders to purchase second-hand equipment. Contact Recycle-IT on 0870 774 3762 or [email protected]

Royston Freecycle Group

Is now up and running at http://groups.yahoo.com/group/roystonrecycle and already has 90 members! For more general stuff about freecycling go to www.uknet.com/freecycle

Successful Herts Futurebuilders Bid

Sound Base Studio Trust, Hitchin, has been successful with a Futurebuilders bid, which is a full investment of £133,717 to an organisation that provides innovative vocational and education opportunities in music and multi-media for unemployed, offenders and ex-offenders as well as under-17 school excluders. The investment will support the refurbishment of a leased building, enabling the organisation to build on its existing services provision for LSCs and Local Education Authority purchasers. The i n v e s t m e n t i n c l u d e s a loan, capital and revenue grants and capacity building contracts with public sector agencies, thus providing

paid employment for the ex-offenders and enabling repayment of the loan.

Contact Amanda AshleyT : 0 1 4 6 2 4 2 1 1 2 2 E :

[email protected] W: www.soundbase.org.uk

Recycling on the netA new internet recycling

n e t w o r k h a s s t a r t e d i n Cambridge. The Cambridge Freecycle Network is open to all who want to recycle rather than throw away and is part of a worldwide network. The idea is to trade items with other people in your local group. To get in touch e-mail [email protected]

Beyond grantsA guide entitled Grants and

Beyond is available from the organisation that provides the free “Raiser” e-newsletter: [email protected].

Financial management analysis

N C V O ’ s f i n a n c i a l m a n a g e m e n t a n a l y s i s , with over 50 briefings on good practice in financial management, on www.ncvo-vol.org.uk/fm.

EEDA – ideas looking for partners

T h e E a s t o f E n g l a n d Development Agency has got 234 ideas looking for partners to help bring them to life. Many of them represent a chance to create a landmark structure, which, like B of the Bang and Angela of the North, could make the creators famous. The ideas are available on an interactive CD which also charts the progress of

EEDA’s landmark east project. More information from www.landmarkeast.org.uk

In2work want placements

Hertfordshire based In2work, an intermediate labour market (ILM) scheme to help long term unemployed people back into work, are looking for voluntary sector organisation placements for their service users. If you think this might b e s o m e t h i n g f o r y o u r organisation, contact Christian Birch, T: 01992 555253, E: [email protected]

Latest edition of Investing in Communities News

Investing in Communities is EEDA’s major investment p r o g ra m m e f o r t a c k l i n g d i s a d va n t a g e a n d s o c i a l exclusion. The 3rd edition of IiC News, which aims to give an update on progress and IiC activity now underway across the region, has just

been published. Go to www.eeda.org.uk or a hard copy version can be forwarded to you by post. If you would l ike additional copies of the newsletter or have any comments, email [email protected].

Community Renewal Network East has a new address

CRNE has recently moved offices to: Breckland House, St Nicholas Street, Thetford, Norfolk, IP24 1BT. The phone n u m b e r ( 0 1 8 4 2 7 5 4 1 0 1 ) remains the same, as do the email and website addresses.

Credit to offer Child Trust Funds

A number of credit unions are keen to be able to offer child trust fund facilities to their members, and credit unions will now be able to accept vouchers which the Government is sending to parents of children born since September 2002. Vouchers for

Setting up or running a social enterprise?

The Step by Step Guide is now available from incredit.

This unique, easy to use, guide is compiled by incredit with contributions from a range of experts from the social economy.

It covers• Forming an organisation• Legal structures• Business planning• Cash flows• Legal issues

Price £15.99 and £2 Postage

Order from incredit, First Floor, Saffron Ground, Ditchmore Lane, Stevenage, SG1 3LJ 01438 794444 or email [email protected]

Networks unlimited


£250 or £500 for low income families can either be invested in a long term savings or investment account. Credit unions will themselves offer a savings account and will refer members wanting an investment account on to a partner provider. Read more at: http://www.abcul.coop/page/news.cfm#179

Nearbuyou gives the low-down

Ne a r b u y o u , t h e s o c i a l enterprise trading website, is also a provider of news. Here are some samples:

Social Enterprise Coalition Launches Manifesto: Jonathan Bland, Chief Executive of the Social Enterprise Coalition, launched the manifesto for social enterprise by appearing on the Today Programme.

Social Enterprise preferred for £3million British Gas contract: Eaga partnership has been selected as the preferred bidder to deliver British Gas’ Quality of Life programme.

ODPM encourages councils to buy from small businesses: A code of practice setting out the actions that local authorities will take to make their contracts more accessible to small-to-medium-sized enterprises (SMEs) has been launched by ODPM.

Co-operative Action offers £1million in loan: The Co-operative Action loan fund has been topped up to £1 million to take it through the next round of support for emerging co-operative, mutual and social enterprises. Go to: h t t p : / / w w w. n e a r b u y o u .c o . u k / Te m p l a t e s / N e w s .asp?Page=1&NodeID=89660

New executive director for Inspire East Advisory Group

F o l l o w i n g t h e r e c e n t recruitment process for the post, Gwyn Jones has been appointed the new executive director for Inspire East. Gwyn moved from her existing role as regional design action

manager to become the executive director on 11 April.

A free copywriting guide to help fundraisers

Creative agency Flying Kite is offering the guide: How to improve your fundraising letter in ten simple steps. It has been written by Jon Ireland for people within charities who are involved in writing or critiquing fundraising letters. Go to http://www.flyingkite.co.uk/ten.html

First Savers ToolkitAround one hundred credit

unions have already received their brand new First Savers Toolkit packs, designed to help credit unions and schools work together to help children and young people into the savings habit. The toolkit has a brand new, exclusive set of characters which add a professional, fun brand to credit union accounts for children and young people. http://www.abcul.coop/page/news.cfm#188.

Partnership websiteThe website http://www.

o u r p a r t n e r s h i p . o r g . u k helps VCS and public sector partnership working. It has news, guidance, discussion f o r u m s a n d e - l e a r n i n g . To register for the free e-newsletter and get access to the discussion forums visit: http://www.ourpartnership.o r g . u k / re g u s e r / n e w u s e r.c f m Yo u c a n a d v e r t i s e your partnership working vacancies on the site, see http://www.ourpartnership.o r g . u k / n e w s p u b / s t o r y.cfm?id=282&sid=101

for more information or email [email protected].’

LAAsL A A s a r e a g r e e m e n t s

between local authorities and central government which will allow the local authority more flexibility in how they allocate budgets to address community needs. The intention is that pilot authorities will work with partners, including the

voluntary and community sector, to identify the targets a n d o u t c o m e s t h e y w i l l address in their LAA. Full LAA guidance is available on the ODPM website www.odpm.gov.uk/localvision.

‘Budget Yourselves’ software for smaller voluntary and community groups

T h i s p r o g r a m f r o m FunderFinder, who develop and distributes software to help individuals and not-for-profit organisations in the UK to identify charitable trusts that might give them money, can be uploaded at no cost at http://www.funderfinder.org.uk/budgetyou.php.

HM Treasury has published a new guide for businesses

T h e g u i d e d e t a i l s t a x incentives that are available for corporate community involvement. It combines explanation, best practice a n d p o i n t e r s t o f u r t h e r information on a range of topics, including seconding employees to work for a charity, sponsoring a charity and giving shares or land to a charity and is available online at www.hm-treasury.gov.uk/corporategiving .

Futurebuilders websiteT h e F u t u r e b u i l d e r s

England website has just been completely revised and updated.

The new site contains clear, up to date information about priorities, investments to date and experience so far, and includes:• A fully searchable database

o f a l l F u t u r e b u i l d e r investments

• Information about public service delivery, loan funding and investment menu

• Advice on submitting a good application and preparing a business plan

• Advance not ice of the questions and guidance in the revised application form – so you can start preparing your application now, ready

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Networks unlimited


The Social EnterpriseVisit ProgrammeFocus on Leadership: 14 July 2005 The Social Enterprise Visit Programme is offering a new type of visit day – one that focuses on just one business topic to allow in depth coverage.The first of these ‘single-topic’ visits will take place on Thursday 14 July at The Leadership Trust in Herefordshire. The day will start at 10.00 and finish at 15:00. The attractive venue is easy to reach, situated directly off the A40 near Ross on Wye. (Overnight accommodation can be provided at reduced rates for the night of 13 July if required.)If you are serious about leadership and would like to benefit from the experience of The Leadership Trust, phone the Social Enterprise Team on 0870 458 4147 for more information. Places are subsidised and cost just £50 plus VAT per person.Contact: Eileen Wimshurst, Project ManagerT: 0870 458 4147, W: www.socialenterprisevisits.com

Cambridgeshire: free qualitystandards developmentA new initiative to assist with the development of quality standards has been announced. Does your organisation work with people who can be described as being in any of the following client groups?• Mental health • Learning disability• Physical disability • Lone parents• Homeless/alcohol and/or drug misuseWhat’s it aiming to achieve?To build the capacity of organisations in Cambridgeshire to more successfully deliver projects that will develop and support the above client groups to progress into training or employment.What’s available?Practical support and advice from an experienced quality assurance adviser to enable you to put processes into place to ensure that you are meeting contractual requirements and the needs of your clients:• The ‘know how’ of other organisations with

approved provider/contract holder status• Customised training programmes/seminars• Free computer systems• Regular ‘cluster group’ meetings – sharing best

practice etcContact Tim Cracknell T: 01223 576073E: [email protected]

Please send details of your upcoming events to Peter Durrant on 01223 262759 or send an email to [email protected]

Thanks to the following e-publications and organisations for allowing us to use some of their material above: ABCUL, CCORNN, COVER, CRNE, NCVO, Nearbuyou, Raiser (Hertsmere CVS), SEC and SEN, Update

Why repeat the mistakes that others have made? Benefit from the experience of successful social enterprises

Building a successful business is hard enough without falling into the same traps as

others that have gone before you. The Social Enterprise Visit Programme puts you in

touch with other social enterprises whose experience can help you make your business

a success.

For further details, or to receive an information pack, simply

� Call the Visit Team on 0870 458 4147

� Email [email protected]

� Visit www.socialenterprisevisits.com

Make life easier for yourself and your organisation,

and benefit from the experience of others.

Social EnterpriseVisit ProgrammeExchanging experience to build better business

FOR FURTHER INFORMATION, OR TO BOOK A VISIT,CALL US ON 0870 458 4147

to submit during the latest application window (1st June – 30th September 2005).T : 0 1 9 1 2 6 1 5 2 0 0 . E : [email protected]

Social Inclusion Directory (SID)

O x f a m’s U K P o v e r t y Programme has launched an online information bank called the Social Inclusion Directory (SID). It’s a great resource for anyone wanting to access the latest information on inclusive anti-poverty work in the UK, including work in community development and regeneration. Visit http://www.cdx.org.uk/resources/library/poverty.htm#

Events

Networks unlimited


Earthworks St Albans celebrates 10th anniversary

Earthworks began in 1995, offering exciting opportunities for training and work experience in conservation, horticulture and other land

based skills to local people of all abilities.People friendly, environmentally friendly

A decade later, they continue to enable local people with learning difficulties and those overcoming mental health problems to work with others as equals. Earthworks has developed a 21⁄2 acre site at Hixberry Lane, St. Albans into a productive and environmentally friendly garden that includes orchards, woodland, a market garden polytunnel, wildflower meadows, wildlife ponds, vegetable allotments and much more.

Plants, herbs, fruit and vegetables are grown organically using green technologies of composting, water harvesting, compost toilets and reed-bed sewage. We also use and demonstrate other alternative technologies that contribute to sustainable development, for example, we use wind and solar power to provide our electricity. We sell our produce at local farmers’ markets and on site.

Recognised award scheme operatedTraining is offered towards a nationally recognised awards

scheme – NPTC (National Proficiency Tests Certificate Scheme – Skills for Working Life) which enables people with learning difficulties to develop valuable work skills in gardening, conservation and retail.

A new part-time member of staff has just been appointed as NPTC Co-ordinator to enable the expansion of this valuable area of work. With the support of trained, enthusiastic Earthworks staff, the participants of the scheme are encouraged in a supportive environment to build confidence and gain success. They can also become part of the contracts team working on gardening and conservation projects at local school, homes and other community organisations.Summer projects and events

This summer we are running a countryside skills project for young people (aged 16-25). During July, August and September small teams will work on site at Hixberry Lane, St. Albans and out in the local community with the gardens contracts team doing gardening, horticulture and construction work. It will enable young people to gain new skills and certificates from NPTC. This project has been made possible by funding from the Key Fund, through Herts Community Foundation.

Earthworks runs several community events throughout the year. These include ‘clean ups’, conservation projects and fun activities. This year their open garden event was held on Sunday 5th June and the Summer Fair and 10th anniversary celebrations will be on Sunday 17th July, 11-4.00pm. This will be a fun day with activities for all the family including games, competitions and pond dipping.

Hilary Beskeen, Earthworks Volunteer

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Earthworks St. Albans16 Gombards, St. Albans, AL3 5NW01727 [email protected]

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InTouch Issue 11

Documents

Transcript of InTouch Issue 11