1. Director, Communications and Policy
Celia Richardson
Director, Communications and Policy
Business school

2. Social Enterprise UK
Established in 2002 as the national body for social enterprise (as a coalition)
Membership organisation: more than 600 members; reach to over 10,000
Board of 10 people – all CEOs of social enterprises
Council of 50 – elected by members – represent different sectors and geographical regions
Funded by a mix of contracts, grants, sponsorship, member fees and paid-for services
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. 2

3. What we do Create environment for social enterprise to thrive
Research – establish evidence-base for social enterprise
Develop policy + engagement with Govt + media
Create information, tools, guides
Business support
Build networks, offer events, training, mentoring
Bring together all different forms of social enterprise under one umbrella
Specialist forums (health, education, environment, socinv)
Strategic relationships with Govt departments including health, education, business, cabinet office, defra, communities and local govt
Broker, facilitator, market builder
Campaigns
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. 3

4. Our members 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

5. Social Enterprise in the UK – state of play
68,000 social enterprises in the UK (5% of all businesses)
Contributing £24 billion to the UK economy and employing more than 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 with a social purpose
charities and community orgs becoming more business-orientated 5

6. 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 6

7. 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
Clustered in the most deprived communities
THE ‘CHALLENGING’ NEWS
Public service cuts and privatisation
Public spending habits
Access to (appropriate) finance still difficult
Broader financial climate
FROM FIGHTBACK BRITAIN 7

8. Why is Social Enterprise growing?
Disillusionment, direct action
Ethical consumerism
Mistrust of large, central for-profit
Government
Social investment
Need – cuts call for direct(or indirect) replacements
Meaning + purpose at work
Social enterprises succeed where there is market failure – and we have so much of this around:
Water and energy
Trains
Also there is no market – watch as your libraries turn into ‘spaces’ occupied
Market Failure!
Localism
Community entrepreneurship 8

9. Why are public/private stakeholders interested?
Localism
Social investment
Self-reliance + enterprise
Community assets + ownership
Innovation
Reducing size of state
Reach, diversity + local multiplier
TOP DOWN
Greater autonomy and flexibility to change quickly and work innovatively
More engaging governance and ownership models (e.g. service user, staff, community representation)
Ability to access hard to reach groups and individuals – Build trust
Freedom to innovate in service design enhanced by:
Staff involvement in design of services
Service user involvement in design of services
Acts commercially and efficiently
Good cultural fit between commissioner and provider/ alignment of values & objectives
Publicly acceptable way of delivering public services?
Surpluses reinvested for community benefit
Understand where they fit in the supply chain and exploit these opportunities through sole, partnership or consortia working
Sustainable business
Citizen engagement, user voice +involvement 9

10. What is Catalyst?
Catalyst is a consortium of four organisations working with the DfE as the strategic partner for young people, as part of the Department’s wider transition programme for the sector.
Three objectives, 2 years:
Strengthen youth sector market,
Equip the sector to work in greater 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. 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.

13. Why leadership?
Social enterprises need leaders (they need managers too!)
Difference between leadership and management
Social entrepreneurs/social enterprise leaders are pioneers
Young sector that needs to mature fast to save the world!
Protect and nurture its leaders (informal, unstructured = innovative but can = burnout)
Peer groups, replication of method, swapping knowledge, understanding about difference between formal authority and leadership

14. Youth Sector: key challenges
Money /getting funding
Fast-changing environment for youth services
Capacity to take on investment
Evidence social impact
Need to collaborate – who & how?
Engaging with public / private sector
Way that contracts are stuctured
Drawn from experience of the sector
Leadership / culture: challenge; entrepreneurial mindset + insecure landscape; collective purpose

15. 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
Mission-driven organisations with growing need
Leadership / culture: challenge; entrepreneurial mindset + insecure landscape; collective purpose

16. Social Enterprise UK How can we help? Information Training + events
Membership services
Policy + advocacy
Social investment
Access to business support
Networks, mentoring, belonging
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 16

17. JOIN: www.socialenterprise.org.uk
Get access to a network of around 10,000 organisations
Get information, support, ideas and a marketplace for your work    
Get involved in local and national campaigns
Come to networking, funding, training and business events     
Get benefits and discounts on products and servcies
Get free legal advice, discounted HR advice and insurance cover   
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