Taking place on May 21st, 2019 at Mary Ward House in London, the organisers aim to delve ‘…into different practical support that can allow all organisations to progress towards a healthy and sustainable future, while also making sure that we don’t forget about our own well-being and the human behind the social entrepreneur‘.
Early bird tickets are just now available and you can see the range of ticket types available for this significant SocEnt event here.
You can see the key themes of this year’s conference, and review the speakers of note from last year’s event on the BGB web pages. See more: https://beyondgoodbusiness.co.uk/
Perhaps we’ll see you there?
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Working in communities, for us, involves delivering free support and resources to the nascent individual social entrepreneur or the community group, incorporated or not, involved in the transition to an active community focused business.
The nature of developing community business, or individual entrepreneurship, often involves a wider dialogue about social policy and the quality of life for residents in the broadest terms. Housing is often part of that narrative.
SocEntEast Mids does not offer advice on matters concerning investment, banking or legality. We freely collaborate with community players to share our decades of aggregate experience in community development and enterprise engagement.
That said, as the conversation in the meeting room, or community centre eddies and swirls towards a conclusion, it is useful to be able to tender some broad signposting around themes of concern, as part of that engagement process.
The narratives, data and contacts below, all freely available in the public domain, are an attempt to provide such a signpost.
A really useful place to start is the Power to Change: Business in Community Hands pages. here you can find grants that ‘…support projects that build of refurbish affordable homes’.
Homes in Community Hands ‘…are focusing on community groups in the early stages of their community-led housing development to support feasibility and predevelopment work, leading up to submitting a planning application. Our research has shown that is where funds are needed most to get projects moving’.
Community-led housing schemes empower people, enrich local communities and improve the lives of residents. They can breathe new life into a village by offering affordable homes below market rate to families that are priced out of the area they live and work in.
The authors argue that CLT’s are a currently under deployed tool for community social enrichment, but non the less, this paper highlights the context of the mechanism and is, in our opinion, particularly honest and useful in making an assessment of obstacles and pinch points in any community housing scheme.
CAF and Power to Change also have a useful web article on a new source of funding available – Blended Finance Available for CLT’s. Authored by Anne-Helene Sinha, it is a new and pioneering offer in the marketplace.
Johnson’s argument is, essentially, that investors with a conscience can all help to alleviate the current housing crisis by investing in the sector. He is also strong on the weakness and re-directions of central government in the housing mix over time…
…blame can be laid at the door of government. In 2009 (the last full year of Gordon Brown’s administration), Whitehall provided £11.4bn towards the cost of building homes. By 2015 (under David Cameron’s Conservative-led coalition), this had over halved to £5.3bn. More pertinently, perhaps, in terms of GDP, the fall is even more dramatic – it has dropped from 0.7 per cent to 0.2 per cent.
A depressing tale, well told with numbers to underscore the disparity of supply versus demand.
More useful links for data and context:
The Plan to End Homelessness, by Crisis, is also another salutory lesson in how housing and welfare policies have failed to work effectively, either with each other, or with the homeless to create sustainable and affordable solutions to the present crisis.
SocEntEastMids does not offer banking, finance or legal advice. Our free resources and support is dedicated to sharing our decades of community enterprise experience collaboratively with the nascent social entrepreneur or ethical business minded community group.
We are happy to have a ‘social enterprise’ conversation at any time, and to donate free resources, to foster the aims of the sector.
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Civil Society Strategy: building a future that works for everyone
‘This Strategy sets out how government will work with and for civil society in the long-term to create a country that works for everyone’.
The current Government published this strategy on the 9th August 2018. It is a large document, a big strategic picture is delivered, and there is little that can be critiqued in mere observational mode.
The difference will be measured in the coming years of political turbulence, and how the new, adjusted and revitalised civil society arrangements in the document will have been implemented, or abandoned.
3. THE SOCIAL SECTOR: supporting charities and social enterprises
Published 9 August 2018
Charities and social enterprises － ‘the social sector’ － are the core of civil society. A healthy, independent, and engaged civil society is a hallmark of a thriving democracy. A robust sector is a sign of a confident democracy, which offers many ways in which citizens’ views and concerns can be amplified. This country has a long tradition of philanthropic organisations, both small and large, set up independently of government to respond to the challenges of society. A poignant example is civil society’s role with regards to combating threats to democracy, ensuring that broad debate and political campaigning continue to thrive, online as well as offline. It is essential that these organisations can access the necessary support to adapt to meet the challenges of the future.
Throughout this Strategy there are proposals that will benefit social sector organisations. For instance, in Chapter 1 we talk about citizens, including young people, in supporting society. In Chapter 2 we describe place-based investment and empowerment. Chapter 4 describes a range of benefits that business, the finance sector and new technology can bring to civil society. In Chapter 5 we explain plans to reform commissioning in favour of charities and social enterprises.
There remains a range of issues concerning the role and management of social sector organisations themselves, which are dealt with in this chapter, namely the sector’s voice, its funding, its leadership, support, regulation, and its digital capability.
Significant steps are already being taken from within the social sector to address these issues. The government cannot and should not ‘lead’ or organise civil society. But the government has a clear role to play, including where only the government can act, or where government intervention has the potential to offer significant additional value.
In particular the government is keen to work alongside the social sector to realise a future in which organisations are able to adapt and thrive, strengthen public trust and find new ways to resource and deliver their missions. This includes all in the sector feeling that their voice is respected in policy debates, where there is strong support available and ongoing and effective investment in leadership and governance. Finally, the government wants charities and social enterprises to be able to employ strong digital skills to deliver social good.
Mission 6: the voice of civil society
The rules on campaigning
Civil society has a long and proud tradition of campaigning for change and providing voice for the disempowered and disadvantaged in society. Civil society organisations have successfully campaigned for changes in the law and national policy, and at local level supporting access to services and challenging public sector organisations to improve.
Charity law enables charities to undertake campaigning, including political activity, to support the delivery of their charitable purposes. Charity law prohibits charities from supporting a political party or candidate. It is also right that we have a longstanding framework under Electoral Law to provide transparency of third party campaigning in the period before an election. This is necessary to ensure that an election outcome cannot be unduly influenced through excessive spending.
Some civil society organisations believe that the space for campaigning and advocacy has closed in recent years, creating a ‘chilling effect’ on civil society campaigning and advocacy.1
Evidence from the engagement exercise is that the government should improve its engagement with civil society, consult charities, and community groups, consider what is said and be transparent about decision-making, include diverse civil society voices in policy development, and that beneficiaries especially young people should be engaged and involved in policy making in a meaningful way. One organisation of many stressed during the engagement exercise that charities “play a vital role in shining a light on key issues and the government should support and champion them in doing this”.
The government is ambitious to play a key role internationally in standing up for free speech and a vibrant civil society.
Hearing from civil society
The government is determined that charities and social enterprises should be fully confident in their right to speak in public debates, and to have a strong campaigning and advocacy role. It is right that we have government grant standards which prevent taxpayers’ money being spent on political campaigning or lobbying. However, simply being in receipt of taxpayers’ money should not inhibit charities from making their voices heard on matters of policy or practice.
The government is committed to embedding open policy making across departments － giving civil society significant opportunities to achieve policy change － and is currently developing a commitment to this as part of the UK’s next National Action Plan for Open Government.2
The government also recognises that there is a job to do to reach a collective approach across Whitehall in the way that we work with and for civil society. We are therefore keen to get our internal workings in order to ensure that we effectively join up at crucial stages of policy development to reflect the voice of the sector and to obtain valuable and early insight into how our policies are likely to impact communities and the sector. As mentioned in other chapters, strong partnership working with the sector is key to effectively deliver policies that tackle a number of issues faced by communities and to strengthen the resilience of the sector.
The government will renew its commitment to the principles of the Compact. The Compact is a document that sets out a series of principles and commitments governing the relationship between the social sector and the government. It was last published in 2010.3
The government will convene a cross-government group to work with civil society to establish the principles of effective engagement in the policy-making process, learning from the examples of good practice that already exist. This includes a focus on the effective engagement of young people (see ‘Young people and national policy design’.
The government will work with civil society, the Electoral Commission and the Charity Commission to explore what other non-legislative steps could strengthen civil society’s confidence in its campaigning and advocacy role.4 For example, the Electoral Commission has already started work on improving its third party campaigning guidance for civil society organisations.
Victoria Atkins MP, Parliamentary Under Secretary of State for Crime, Safeguarding and Vulnerability says:
Knowing the issues that affect the most vulnerable in our society is the first step towards finding solutions and bringing justice to a community. Charities and the social sector play a vital role in representing people who are unable to advocate for themselves to ensure that the right policies and programmes are in place to protect the most marginalised in our society.
Imagine living with an aggressive partner － coerced and violently attacked in your own home, sometimes for decades – and too scared to speak out for fear of retribution. Or being trafficked from another country and not being able to make or exercise any choices free from duress, pressure or undue influence in order to protect oneself from abuse, neglect and exploitation. The reality is that there are many people whose individual circumstances preclude them from being able to take part fully in important decisions or even discussions that they themselves are the subject of.
In my previous career as a criminal barrister I specialised in prosecuting serious organised crime so I saw how law abiding people could be exploited by criminal gangs. As Minister for Crime, Safeguarding and Vulnerability, it is my responsibility to ensure the Home Office is taking the best possible action to protect the most vulnerable and prevent exploitation and criminality.
We frequently rely on the charity sector often working in partnership with the police to flag issues that we need to be aware of and we work in partnership with them to decide on the best options going forward. We are committed to introduce a landmark Domestic Abuse Bill to further transform the response to these heinous crimes. We have also recently published a Serious Violence Strategy which sets out the government’s response to serious violence and recent increases in knife crime, gun crime and homicide. The strategy focuses on early intervention and prevention which can help catch young people before they go down the wrong path into situations where they are exploited frequently as drug runners and through threat and violence to prop up criminal networks.
Delivery of the Modern Slavery Act relies on our social sector partners working alongside charities to ensure that supply chains and other situations where bonded labour or other forms of exploitation may be involved are identified and dealt with. We work closely with a wide range of civil society organisations, including specialist victim support services, to support delivery of our work. Freeing the nation from the cruel acts of modern slavery and other forms of exploitation remains a priority for the Home Office and the UK government and it is only by working in partnership that we can achieve our aims.
Imaginaitive with funding, secure in it’s mission for social enterprise – The Key Fund…
Key Fund, a long-standing investor in community and social enterprises, is delivering the Northern Impact Fund, aimed at new and early stage enterprises who are seeking finance to support growth.
Matt Smith, CEO of the Key Fund, said: “With this fund we’re offering finance of up to £150k, but typical investments will be around £50k, with up to 20% of the amount available as grant. The Key Fund was one of the early pioneers in this space, and our original model was based on a grant and loan mix, so we’re really excited to be going back to that original model. It’s long been our belief that grants can play a very important role in helping new and smaller social enterprise become more robust.”
Source: The Key Fund web site – thekeyfund.co.uk Accessed 25.09.2016
A new blended grant and loan fund, the Key Fund package looks to secure sector deals in the £5,000 to £150,000 range. Applications are accepted from across the North and Midlands, with the Fund looking to realise 46 deals a year.
At a flat rate of 6.5% interest, the average loan term secured is expected to be three years.
Interested in business development on these terms, as a social/community enterprise. See the links below…
The Nottingham Social Impact Fund supports the development of new and existing social enterprises, jobs and growth, offering loans from £5,000 to £150,000.
The Fund believes community and social enterprises not only reignite local economies, but are best placed to tackle social problems, from community-owned pubs, social care services, high-tech renewable energy solutions and recycling schemes.
Dave Thornett, Business Development Manager at Key Fund, said “Nottingham has a strong social enterprise community with the creative arts, the universities and communities. We want to help these businesses grow and play our part in starting new ones in the city. There are great businesses such as Sneinton Market Traders and Food Freedom already growing and organisations such as The Creative Quarter and The Hive stimulating activity.”
If you are interested in Nottingham Social Impact Fund contact Andy Croft via:
Andy.firstname.lastname@example.org or on 07814 832852
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The Charities (Protection and Social Investment) Act 2016 (’the 2016 Act’) introduces a new statutory power for charities to make social investments. This came into force on 31 July 2016.
The Charity Commission have released yesterday interim guidance to charities to cover this new development in financial matters. The interim information is due for review in 2017, but the Commission are keen to underscore, for trustees, the power trustees now have to make ‘social investments’.
Below are some useful definitions and links to more information on this theme for those involved in charty governance and finance.
What is a ‘social investment’?
‘In the legislation, a ‘social investment’ means a ‘relevant act’ of a charity which is carried out ‘with a view to both directly furthering the charity’s purposes and achieving a financial return for the charity’.
A ‘relevant act’ means one of two things:
an application or use of funds or other property by the charity; or
taking on a commitment in relation to a liability of another person which puts the charity’s funds or other property at risk of being applied or used, such as a guarantee’
‘A financial investment is an investment made solely for the purpose of achieving a financial return for the charity.
A programme related investment (PRI) will not be a social investment unless the financial return to the charity forms part of the motivation for the charity making the decision to carry out the relevant act.’
The guidance issued goes on to review trustees’ general duties, the statutory restriction imbued by the 2016 Act, as well as the use of a charity’s permanent endowment processes.
In conclusion there is a succinct section of caution on the giving of ‘guarantees’. The guidance does recognise, however…
‘If a charity is asked to give a guarantee, the trustees will need to consider carefully whether they have the power to give it. The power to make social investments includes a power to give guarantees if they meet the definition.’
Now entering its second year, the awards highlight the innovation and dedication of world leading social investors and enterprises, celebrating both the achievements of teams and individuals alike.
The awards are supported by NatWest. In 1999 the bank set up its own charity, Social & Community Capital, to help fund social enterprises and community lenders that cannot access mainstream finance and to help them on their path to the financial mainstream.
The awards have six categories that applicants can enter, free of charge, by nominating their own businesses or social enterprises.
Institutional Social Investment Award Institutional investment deal or product that has created demonstrable social impact at scale. New Social Investors Award Investment deal or product that has attracted new savers and investors into the social investment market. Social Entrepreneurs Investment Award Investment deal into an early stage social organisation to create demonstrable social impact. International Social Investment Award International investor who has invested through the UK market to create social impact anywhere in the world. Market Building Award Organisation that has demonstrated innovative and diverse ways to grow the social investment market in the UK. Public Service Transformation Award Social investment deal that has delivered improved public services.
Categories 1-3 and 5-6 are open to nominations from England, Scotland, Wales and Northern Ireland. Category 4 is open to individuals or organisations based anywhere in the world.
The awards close to applications on 18 March 2016. Short-listed nominees will be notified on 1 April 2016 and the awards ceremony will be held in London on 3 May 2016.
There are a number of interesting articles and discussion available on the financial and technology news boards at the moment. FinTech is something of a buzz word, being synonymous with innovation in banking technology. There is, however, a wider discourse at large. Can the major banks innovate generally?
UX Magazine recently published a detailed article, by Alexander Rauser, a tech specialist based in Dubai. Alexander argues that banks are currently responding to new advances in banking technology, perhaps rather slowly, and are now beginning to take a view of market changes and new start-ups in the finance sector.
We would argue that the the emergence of the Social Business sector, impact investing and the ideas behind Social Finance, are all part of this press of new ideas into a very traditional market place.
The Rauser thesis holds that major banks have recently made significant change in some areas…
“They have designed online banking processes that improve how banks can interact with their customers, how they can resolve problems, how they can provide information and largely improve the banking experience.
Back office systems have enabled banks to outsource administrative and customer service roles.
The chip and pin and contactless payment systems have revolutionised payment processes—cash is likely to soon be redundant”.
All well and good, but to survive, Rauser argues, the major names we know need to achieve significantly more, namely…
“Growth in revenue and profits.
Bridging gaps in products, services, and processes designed by the bank.
Saving operational costs.
Offering convenience to the customer and supporting customer retention.
Enabling staff with tools that help solve customer problems”.
Recent European on-line banking services have, like the list above, responded to the customer satisfaction challenge in new ways. Not ony by being available on-line, but integrating e-commerce functionality directly into their account provision to satisfy the non-technical solution demands of their customers.
Rauser goes on to discuss nine other key areas that banks can affect or implement in their relationship with customers to better deploy technology, trust and bank/client interaction.
Amongst these are some ideas that must cause traditional bankers of the old school some palpitations. These include extending reward programmes to include more direct ‘gamification’, thereby enhancing what the banks may discover about your lifestyle and spending choices.
The development of ‘social banking’, allowing customers to spend and interact with their bank on new media channels. Rauser cites the Commercial Bank of Dubai, which now has a Facebook app, allowing customers to interact and commit transactions on mobile or desktop ecosystems.
Another move, cited in the Rauser article is the wider introduction of the ‘concierge’ in personal banking. Long a feature for very wealthy clients, some banks are now extending this sort of service to ‘regular’ current account holders.
What all of the initiatives mentioned above seem to be about is communication.
Is this not a return to the town/regional banking interfaces of a previous century? A bank talking, empathetically, with confidence and professionalism to its client base. Where the customer has rising loyalty to his or her bank and approaches banking innovation with real confidence. Assured that the bank actually populates the same world as the client.
We would argue that, despite the new innovations in Social Finance and Social Business we would obviously champion, the approach of key players in the Social Finance market place is very much based upon and conditioned by, these ‘old is new’ interactions.
The opportunity to embrace social outcome as a key business aim, by complex organisations of any size, needs a banker who listens, is available and who understands both the metrics of the business and the philosophy of the declared social aim.
CDCT are a registered charity and a company limited by guarantee. The organisation delivers accessible transport solutions for individuals and groups who have difficulty in using public transport in the Bolsover District Council area, along with Bassetlaw, Chesterfield, Rotherham, Mansfield, Eckington and Killamarsh.
The Board of CDCT have decide to explore further developmental opportunities. Their focus is given below…
Develop a strategic alliance with another like minded charity, social enterprise or similar type community focused body
Explore a possible merger or other collaborative partnership working
“In making this decision, the Board have commissioned Nottingham based SEEM to help facilitate this exploration and invite interested parties to submit an Expression of Interest. Please see below for further details on this process”.
With an uncertain future funding landscape, CDCT are looking to explore ways of working with other like-minded organisations, who, after the initial Expression of Interest, will be selected to develop more detailed proposals, within a framework of mutual discussion and exploration.
SEEM (Supporting Social Business) will be in London for the UK’s biggest social investment conference at the end of November 2014 and as partners to this event we’ve secured a special discount rate for our members and readers of ‘MiningTheSEEM’
With less than four weeks to go to the Good Deal Conference taking place on the 24th and 25th of November, we’re looking forward to seeing what’s new in the world of Social Finance. Our partners Matter&Co are once again organising the UK’s biggest gathering of social entrepreneurs, civil society leaders, corporates and social investors.
Keynote speakers include Jacqueline Novogratz, Vince Cable, Safia Minney and Liam Black. For more information on programme and venue details please visit www.good-dealsuk.com.
As a partner to the event we are delighted to offer all of our members a 25% discount ticket to the conference using the promo code SEEM14.
We’re reliably informed that over half the tickets have already been sold, so if you can’t wait give a member of the Good Deals team a call 020 8533 8892.
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