This is a great volume on Community Wealth Building, newly available from Polity Press. Inspired thinking – drivers for action.
Joe Guinan and Martin O’Neill make the case that ‘…a new model of economic development is emerging in our cities and communities. Offering real, on the ground solutions to localities and regions battered by successive waves of disinvestment, de-industrialisation, displacement and dis-empowerment…(new) approaches capable of producing more sustainable, lasting and equitable economic outcomes’. (Source The Case for CWB, p.1)
In our last post we reflected on time passed and have turned our attention to the future, thinking about organisational development in our social business for 2020.
We read a post on Medium recently, from an executive guru which decried, as a management technique, the announcing of your plans…lest you stumble and they all come to nought. (All business is risk, even a ‘social’ one!…Ed)
We have thought about this too, and have come to the decision, given the ubiquity of the internet and new media, that laying out plans, even those not fully ready for complex delivery yet, is a sound way to make contact with like-minded community actors and organisations. Our own motives and action plan are below…
We have attended this year ((2019) a number of events organised by the Centre for Local Economic Strategies (CLES), in both Liverpool and London. Designed to create awareness of, and engagement with, the Community Wealth Building (CWB) agenda. In this aim Neil McInroy and his highly skilled team, have been highly effective.
This engagement has started us thinking about how CWB can be energised to reach the micro and small community facing social businesses or organisations across our region.
It is clear from the recently published documents below, that this community mercantile sector is clearly woven into the multivariate practice, target segments and policy focus of the CWB change matrix.
Key Documents for Strategic Development
CLES have recently published both Community Wealth Building 2019 – theory practice and next steps, as well as a Manifesto for Local Economies. you can view, print or download both these key documents below…
Community Wealth Building 2019is a profoundly important document in contextualising local action, policy change and in illuminating the tried and tested, as well as emerging methodologies of change in CWB practice.
Whilst recognising that the new (CLES) Centre for Excellence, funded by the Barrow Cadbury Trust, has a primary focus on Local Authority/governmental policy issues for securing the largest change and development ‘hit’ possible, we think that the same concepts of CWB and the intellectual change mechanisms involved can equally be applied to the small marginalised communities and, importantly, rural England.
The Manifesto for Local Economies contains the building blocks of an exciting new CWB landscape. We do not see any of its elements as revolutionary, but rather see the policy and delivery skein exposed in the document as a progressive, moral and inclusive agenda for the individual, the company/charity, the region and government to embrace.
What The Manifesto calls for is an inclusive, fair and ownership diverting programme of change. It does not decry or deny capital, the market or the organisation – it refocuses them to broad community benefit.
We subscribe to the vision.
The action plan – the micro-contribution
To maintain and continue to consolidate activity with our clients for SocEntEastMids in the six counties region of its published focus – free delivery of support, advice and resources for the creation of socially useful enterprise.
A new brand and energy for change
To create a new brand/web site of focus and delivery mechanism, based in Cambridge UK, to engage with rural communities in England around some key elements of the CWB agenda.
To scope and deliver this rural enterprise support across The Midlands, East Anglia, Lincolnshire etc., where rural enterprise is, arguably, remote from the national policy debate and one to one encouragement is thinly spread.
To develop a programme of work, addressing community facing organisations – developing focused CWB agenda items to the unique, particular and social landscapes of our chosen geography.
To develop a cost recovery mechanism for external speakers and critical advice, event attendance etc., whilst still delivering our core elements of free advice, web and communication services – with any surplus created directed to support our sister delivery at SocEntEastMids, as is normal for our Partnership. To help maintain the sustainability of the programme.
To focus our Muntjac energy initially on a Enterprise Change Hub, development of Community Banking networks, and Employee Ownership advice and change support. This latter may well spill over into help in creating partnerships, employee owned businesses, co-operatives, measuring impacts for baseline and business plans etc.
To make Cambridge a ‘go to’ place for CWB in the rural environment. (We have large car parks…Ed).
The Muntjac is a persistent, pervasive and spiky creature in the rural environment. We like them.
Our strategy and delivery for the CWB programme, although modest, will hopefully develop the same profile.
If you would like to be part of a new CWB initiative in the rural East, do use our site contact facilities and have an opening conversation with Tim.
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Yunus Social Business – humanising the enterprise…
We have attended a number of events and meetings recently, across the six counties of the East Midlands, where the nature of our business has been, occasionally, in focus. We have returned and sought to reflect on our engagement with clients, partners and our own team.
We define our core Partnership in Cambridge as a Social Business, and cleave to the seven principles delineated in the book Building Social Business – the prime mover for us is to try and do things ‘…with joy’. (We also underscore the Nolan Principles in our work too…Ed.)
Of course, there are more significant enterprise impacting elements to the theories of Professor Muhammad Yunus, whose book defines our work. For our Partners the energy we expend is not for creating vast personal wealth – we use, we believe, enterprise skills and good governance to foster enough revenue to maintain our infrastructure, our tool-kits, human and technical, and then seek to deploy any surpluses to fund the delivery of pro-bono support to individuals and community organisations and actors where we can.
What has struck us is how our conversations have changed so little in the last twenty years or so. We talk in the office still of humanity, warmth, empathy, understanding and transparent process – all emotional responses to business propositions perhaps, but never forgetting that it is the business process and back office that fosters and provides for the projects that seek to develop our Social Business aims and achievements. No matter how modest they may be in the grand scheme of things.
The short video above, from Yunus socialbusiness, is, in effect, a declaration for system change and the humanising of the enterprise, we believe. A moderation of raw capitalism that is perhaps seeing the emergence of ‘its time’. It is not isolated by geography or place, the same principles should apply in a remote rural area or the heart of a city, whatever the continent.
Whether we define it as emergent social enterprise, social business, a co-operative or a genuinely employee owned business – the Yunus principles should all be in play, within this context of understanding and change.
We were challenged recently, in our twitter feed, by a member of the ‘twitterati’ that our position was hopelessly idealistic. Perhaps this is true, but as is made clear in the video exposition above, it is better to aspire to selflessness than to selfishness we would argue.
I was elected recently to join the Board of a regional charity, and was able to accept the onerous duty with delight. As part of the process I attended a staff workshop on Loneliness and Isolation. The stats indicating the demand for this service were challenging.
None the less, part of the group tasks were to develop an understanding of ‘the five ways to well-being’. They are Connect | Be Active | Take Notice | Keep Learning | Give.
Not a bad five point mantra for socio-economic change actors in communities too – we thought. Hopelessly idealistic or not…
This article is a personal reflection by Tim Smith MA, FRSA – A Managing Partner at SmithMartin LLP, custodian of SocEntEastMids interests.
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