1. Local Economic Systems Session 5 The development of local economic systems – networking, collaboration & support mechanisms Tim Crabtree

2. Focus of session Exploration of how individual local food enterprises could collaborate with other organisations. Such collaboration could be at a less formal level, for example the creation of networks or “communities of practice” Or through “secondary structures” designed to provide inputs (the 5 capitals) Or allow collaboration around operations, marketing & distribution or waste recycling.

4. Household gardens & kitchens Allotments Community Gardens Wholefood shops Organic farms Permaculture initiatives Farm shops Farmers’ markets Box schemes City farms Care farms Lunch clubs

7. Nested systems A community food enterprise can be thought of as a system, as can a local food economy. Meadows: “Systems can be embedded in systems, which are embedded in yet other systems.”

8. Operations: Inputs: Waste Recycling Consumers Natural Physical Social Human Financial Investment Co-production & Provision of Social Capital Primary Production Processing Distribution Retail/Food service Marketing Core Purpose

9. 4 types of intervention at the level of the individual local food enterprise Supporting access to resources Support to enhance operations Supporting “circular” processes Supporting engagement with consumers

10. Making Local Food Work Programme Project TypeProject TitleLead Partner Organisation Delivery Strand 1Community Supported AgricultureSoil Association Delivery Strand 2Food Co-ops and Buying GroupsSustain and Soil Association Delivery Strand 3Distribution and SupplySustain Delivery Strand 4Farmers Market OperatorsPlunkett Foundation and FARMA Delivery Strand 5 Sustainable Models of Home Produced Food Country Markets Ltd Delivery Strand 6Local Food and Local ShopsPlunkett Foundation Support Theme 1Governance and StructuresCo-operatives uk Support Theme 2 Enterprise Support to Community- based Food Enterprises Plunkett Foundation and Co- operatives uk Support Theme 3Mapping Local Food WebsCPRE Support Theme 4 Information, Communication and Evaluation Plunkett Foundation

11. Operations Inputs : The 5 Capitals Waste Demand & Consumption Operations Inputs: The 5 Capitals Waste Demand & Consumption Operations Inputs: The 5 Capitals Waste Demand & Consumption Operations Inputs: The 5 Capitals Waste Demand & Consumption Operations Inputs: The 5 Capitals Waste Demand & Consumption 1. Collaboration around inputs 4. Collaboration around waste 3. Collaboration around demand & consumption 2. Collaboration around operations

12. The 5 capitals model Human Capital Social / Organisational Capital Manufactured Capital Financial Capital Capitals combined in production operations Supply to customers Natural Capital

13. Barriers to developing supply Human Capital Natural Capital Manufactured Capital Financial Capital Leadership & management skills. Absence of incentive structures for entrepreneurs. Community / volunteer engagement has a cost. High cost of all land & limited availability in urban areas. Access to suitable premises can be difficult – “food hubs” could be one solution. Cultural barriers: lack of entrepreneurship or understanding of legal structures & types of finance. Cost barriers: difficult to pay market rates. Social / Organisational Capital Choice of organisational structure & governance. Big Society fatigue…… ICT could be powerful tool, but cost / skills barriers.

14. Operations Inputs: The 5 Capitals Waste Demand & Consumption Collaboration to provide Social Capital Operations Inputs: The 5 Capitals Waste Demand & Consumption

15. Social capital – the example of Mondragon in the Basque region, Spain 84,000 employed in 256 co-operatives Supported by Mondragon Co-operative Corporation

16. MONDRAGON Corporation began in 1956 Started with a Technical College Corporate Values: –Co-operation. –Participation. –Social Responsibility. –Innovation. The Corporation’s Mission: –the use of democratic methods in its business organisation, –the creation of jobs, –the human and professional development of its workers –a pledge to development with its social environment. In terms of organisation, it is divided into four areas: Finance, Industry, Distribution and Knowledge, and is today the foremost Basque business group and the seventh largest in Spain.

18. Operations Inputs: The 5 Capitals Waste Demand & Consumption Collaboration to provide Human Capital Operations Inputs: The 5 Capitals Waste Demand & Consumption

19. Manchester Land Army AIM: To establish a financially resilient 'land army', which: Has the capacity to involve a large 'unskilled' pool of individuals, resulting in potential increases in yields and income for growers. Nurtures a small number of committed and trained individuals that growers are able to call upon in times of need. Offers progression for potential new growers to meet increased demand.

20. WWOOF

21. Operations Inputs: The 5 Capitals Waste Demand & Consumption Collaboration to provide Physical Capital Operations Inputs: The 5 Capitals Waste Demand & Consumption

22. Dorset Small Producers’ Network – Processing Barn at Five Penny Farm

23. Operations Inputs: The 5 Capitals Waste Demand & Consumption Collaboration to provide Natural Capital Operations Inputs: The 5 Capitals Waste Demand & Consumption

24. New ways of accessing land +

25. Operations Inputs: The 5 Capitals Waste Demand & Consumption Collaboration to provide Financial Capital Operations Inputs: The 5 Capitals Waste Demand & Consumption

26. Investment into food organisations Investment in Social Capital Investment in Human Capital Investment in Physical Capital Investment in Natural Capital Increased Financial Capital Investment: grants Food operations Food services Investment: loans Investment: equity working capital

27. Wessex Community Assets – a secondary structure helping communities raise local finance through share issues and loans £152,775 raised £105,000 raised

28. Unicorn Grocery

29. Loan stock issue to borrow funds from customers of Unicorn Grocery

30. Unicorn Grocery: “Grow A Grocery” Guide

31. The Handmade Bakery

33. Collaboration e.g. Whole School Meals Growing Communities Grameen-Danone Operations Inputs: The 5 Capitals Waste Demand & Consumption Operations Inputs: The 5 Capitals Waste Demand & Consumption

34. Growing Communities – Start Up Programme

35. Grameen – Danone Joint Venture Grameen-Danone Shoktidoi yogurt factory in Bangladesh

36. Hostetin Apple Juicing Plant, Czech Republic - supporting local small orchard owners

37. Collaboration e.g. Joint Branding Joint Marketing Events Operations Inputs: The 5 Capitals Waste Demand & Consumption Operations Inputs: The 5 Capitals Waste Demand & Consumption

38. Farmers’ Markets - a collaborative marketing mechanism

39. Taste Tideswell: Using Branding to Promote the Local Food Sector

41. Collaboration e.g. Mobile Anaerobic Digester or Waste Oil Collection Operations Inputs: The 5 Capitals Waste Demand & Consumption Operations Inputs: The 5 Capitals Waste Demand & Consumption

42. Cwm Harry Land Trust – recycling food waste

43. Local Food Partnerships & Policy Councils

44. Making Local Food Work: Local Food Systems project Partnerships supported in: Brighton Colne Valley Liverpool Manchester Nottingham Penwith Sheffield

45. Level 1 Level 2 Level 3 Direct provision of goods and services Provision of secondary business services The 5 capitals - subject to democratic governance

46. Level 1 Level 2 Level 3 Local Food Links – providing local catering services Supported by managed workspace: Bridport Centre for Local Food Underpinned by access to finance from Wessex Reinvestment Trust (a Community Development Finance Institution)

47. Human capital Natural capital Physical capital Social capital Financial capital Level 2 services Food Warmth Shelter Care Culture Communication Wastes

48. Level 2: Services e.g. Farmers Markets & the Centre for Local Food Meat Dairy Seafood Drink Fruit & Veg Bakery goods Wastes Level 1: Production Level 3: Key Resources Energy Human capital Natural capital Physical capital Social capital Financial capital