1. SOCIAL ENTERPRISE: youth organisations
Craig Carey – Programme Manager, Business & Enterprise

3. Social Enterprise UK Programme Manager SEUK
Chair of trustees & board director MySI & MySI Enterprises CIC
Course participant
What Do We Do:
We do research, provide information and tools, share knowledge, build networks, deliver support + training, raise awareness and campaign to create a business environment where social enterprises can thrive.

4. Social Enterprise UK
Established in 2002 as the national body for social enterprise (as a coalition)
Membership organisation: over 600 members; reach to over 10,000
Bring together all the different forms of social enterprise under one umbrella
Main purposes:
Supporting social enterprises to thrive
Developing the evidence base for social enterprise
Influencing policy and political agendas
Showcasing the benefits of social enterprise
Broker, facilitator, market builder
What Do We Do:
We do research, provide information and tools, share knowledge, build networks, deliver support + training, raise awareness and campaign to create a business environment where social enterprises can thrive.

5. What is Social Enterprise?
Social enterprises are businesses driven by a social purpose. They:
Have a social mission core to their purpose (set out in their governing documents)
Generate the majority of their income through trade (revenues mainly from goods and services provided, not grants or donations)
Reinvest the majority of their profits (towards the social mission)
Are autonomous and independent organisations
Are majority-owned and controlled in the interests of the social mission
Are accountable and transparent (financial, social, environmental reporting)
Often have an asset lock (CIC) and use a range of different legal structures.
Definition debates.
Key points:
trading / earning income
what they do with profits
ownership
social purpose / mission primary
Triple bottom line 5

6. Why Social Enterprise? Staff Customers Resources Innovation Governance
Ownership
Incentivisation
Liberation
Devolution
Governance
Co-design + delivery
Responsive to needs
Reach + diversity
Staff
Customers
Resources
Innovation
Markets
Joined-up services
Investment
Asset optimisation
Multiplier
Flexibility
Investment
Entrepreneurship
Partnerships

7. Social Enterprise in the UK – state of play
62,000 social enterprises in the UK (5% of all businesses)
Contributing £24 billion to the UK economy and employing over 800,000+ people.
Operate in almost every sector: from health and social care, to renewable energy, transport, retail and housing
There are many routes to becoming a social enterprise including:
spinning out of parts of the public sector
entrepreneur-led organisations
charities and community orgs becoming more
business-orientated 7

8. Social Enterprise in the UK – a closer look
THE GOOD NEWS
14% of all social enterprises are start-ups
Higher proportions of female + BME leadership than standard business
39% are based in the 20% most deprived areas (13% for standard business)
74% actively involve beneficiaries in decisions about their business
Outstripping SMEs for growth (58% to 28%) + contributing more to economy
88% seek to minimise their environmental impact
FROM FIGHTBACK BRITAIN 8

9. Social Enterprise in the UK – a closer look
THE GOOD NEWS
14% of all social enterprises are start-ups
Higher proportions of female + BME leadership than standard business
39% are based in the 20% most deprived areas (13% for standard business)
74% actively involve beneficiaries in decisions about their business
Outstripping SMEs for growth (58% to 28%) + contributing more to economy
88% seek to minimise their environmental impact
THE ‘CHALLENGING’ NEWS
Public service delivery opportunities sporadic
Procurement reform still badly needed
Access to (appropriate finance) still difficult
Often difficult to access (and fulfil) larger contracts
Broader financial climate
FROM FIGHTBACK BRITAIN 9

10. What is Catalyst?
Catalyst is a consortium of four organisations working with the Department for Education’s (DfE) as the strategic partner for young people, as part of the Department’s wider transition programme for the sector.
Catalyst will work to deliver three key objectives over a two year period:
It will strengthen the youth sector market,
Equip the sector to work in partnership with Government,
Coordinate a skills development strategy for the youth sector’s workforce’.
The consortium is coordinated by the National Council for Voluntary Youth Services with three partners:
National Youth Agency (NYA)
Social Enterprise UK
The Young Foundation

11. Catalyst - Activities NCVYS:
Establish a social finance retailer that can pilot and then promote a youth sector specific social investment approach,
Develop yeah CIC as a vehicle for the sector to build and access new and bigger markets,
Support the sector in representing issues to Government including the brokering of opportunities for young people to shape emerging youth policies.
The National Youth Agency: 
Engage in and influence emerging policy affecting the youth sector workforce and explore options to develop an Institute for Youth Work - desired by and for the benefit of the youth sector and young people. 
The Young Foundation: 
Supporting the strengthening of the youth sector market and in particular the establishment of the social finance retailer,
Mapping the sector for social finance, and the development of a framework for impact measurement that is accepted by the youth sector overall and builds on existing tools.
Social Enterprise UK:
Youth Organisation Social Enterprise Leadership Programme,
‘Replication in Action’ Programme aims to work with a minimum of 4 organisations on an intensive and practical basis over a period of months to develop their business model so that it can be successfully franchised or licensed,
Online replication tools and guidance available for youth organisations to download from including a practical Social Franchising Manual.

12. My Social Innovation MySI Vision – started 2009
As a catalyst for youth led community enterprises MySI wants to  “enable the next generation of young social entrepreneurs in the UK”
Our bespoke provision enables 16 to 24 year olds to establish “social innovations” in their community and build skills for their future.
What makes MySI unique is that we don’t develop
projects that need to draw from the public purse or
grant funding to be sustained.
Pilotlight story and how set up

13. “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall”
Stephen R Covey 13

14. My Social Innovation
The MySI Model: offers an unrivalled opportunity via a 4 stage process – training, business development, social enterprise launch and long term sustainability…
LB Hammersmith and Fulham: MySI supports development of Onthespotsports CIC.
RB Kensington and Chelsea: MySI bespoke programme and MySI supports the development of Youth for Change CIC.
Next Big Thing programme: Develop, deliver and replicate across London and UK.
Manor House Development Trust / LB Hackney: MySI programme to develop the “Woodberry Down Cleaning Group”
Hammersmith and Fulham Volunteers Centre: MySI programme to develop “Events4Youth”
LB Camden: MySI bespoke programme to develop and support
“Surma Bike Project” - Bike Maintenance CIC.
Next Big Thing: replication across London and the UK.
Training: Quality training enhances participants’ key skills and capacity for social enterprise. It also encourages the behaviour and characterful traits proven essential for business success.
Business Development: MySI supports development over 10 training modules.
A youth-led enterprise for the long-term
Sustainability: MySI next helps to launch each social innovation and links leaders with experienced mentors to help develop a profitable business for long term impact

15. Youth Sector: key challenges
Money /getting funding
Growing need for youth services
Capacity to take on investment
Evidence social impact
Need to collaborate – who & how?
Engaging with public / private sector
Leadership / culture
Drawn from experience of the sector
Leadership / culture: challenge; entrepreneurial mindset + insecure landscape; collective purpose

16. Youth sector: opportunities
Social value bill / policy
Timing – youth services in public spotlight
Service need
Innovation
Community engagement
Impact – if you can measure it?
Interest from private sector
Leadership / culture
Leadership / culture: challenge; entrepreneurial mindset + insecure landscape; collective purpose

17. Leadership? Mission + vision – being clear Creating a brand
Leading in the tough times
Proving it: measuring impact
Having the right governance structure
Business development / external relations
Enterprising culture – generating income mindset
Skills + knowledge
MEASUREMENT
payment by results
outcomes-based commissioning
SROI etc
MONEY: private / social investment
innovative financial models
earned income
grants >> loans
Government: local, regional, national, EU Lottery: BLF, HLF, Awards for All Trusts & Foundations: UK + international Corporate Support: CSR, pro bono Individual Giving: donations, philanthropy Earning: contracting, procurement Trading: selling, retail, trading Social Investment: loan, patient capital other resources: in-kind, volunteering....
MANAGEMENT: stakeholder engagement
Users involved in design + governance
Co-operative / stake in new enterprise
Volunteers / trustees etc not just employees?
MISSION / MOTIVATION: purpose of organisation
What differentiates you from private business
What is key for decision-making 17

18. Social Enterprise UK How can we help? Information Training + events
Membership services
Policy + advocacy
Social investment
Access to business support
MEASUREMENT
payment by results
outcomes-based commissioning
SROI etc
MONEY: private / social investment
innovative financial models
earned income
grants >> loans
Government: local, regional, national, EU Lottery: BLF, HLF, Awards for All Trusts & Foundations: UK + international Corporate Support: CSR, pro bono Individual Giving: donations, philanthropy Earning: contracting, procurement Trading: selling, retail, trading Social Investment: loan, patient capital other resources: in-kind, volunteering....
MANAGEMENT: stakeholder engagement
Users involved in design + governance
Co-operative / stake in new enterprise
Volunteers / trustees etc not just employees?
MISSION / MOTIVATION: purpose of organisation
What differentiates you from private business
What is key for decision-making 18

19. “Leaders don’t create followers they create more leaders”
Tom Peters

20. “To lead the people walk behind them…”
Lao Tzu 20

21. “Management is doing things right; leadership is doing the right things”
Peter F Drucker 21

22. “Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them”
Robert Fritz 22

23. Questions?