Thought Leadership

Katharine Sutton is Chief Executive of Aspire Community Works, a social enterprise provider of public services whose #BetterForUs campaign advocates a wellbeing approach to the economy. The vast amounts of public funds allocated through procurement can shape community well-being, support fair employment and strengthen local economies – yet all too often, this potentially transformative spending is reduced to a technical purchasing process. At best, the cheapest price is prioritised over the quality of public services, but at worst it can mean large-scale corruption and the collapse of get-rich-quick companies such as Carillion. A new mission-led government, a new Procurement Act (due to take effect in February 2025) and new National Procurement Policy Statements (in England and Wales) provide opportunity for bold reform to ensure the system is people-led rather than profit-led. This blog explores various practical ways in which public procurement can be made to work for the public, not against it. Make fair wages and good working conditions the standard Every public contract should include a commitment to paying the Real Living Wage. Workers deserve fair compensation that enables them to support themselves and their families. Setting fair wages as a standard can reduce poverty, lessening reliance on health and welfare services. Fair pay fosters health, stability and productivity, creating a more resilient and engaged society. All public contracts should also promote decent working conditions through the inclusion of Good Work standards certified by independent bodies. This will ensure workers have security, dignity and opportunities to develop, ultimately supporting the well-being of employees and wider communities. This is particularly important in sectors with low pay and high turnover to improve staff satisfaction and retention,  in turn generating higher quality services that the race to the bottom simply cannot sustain. Support local economies with targeted investment At least 1% of public procurement budgets should be allocated to organisations committed to supporting people facing barriers and disadvantage in the labour market. Directing procurement funds towards these “Good Works” organisations could help stimulate alternate local economies, create sustainable employment for individuals who might otherwise be excluded from the workforce, and tackle existing labour shortages. Aspire estimates that such an investment could generate over £3.9 billion for local economies, strengthening communities and fostering inclusion. Align procurement with wider values and goals Public procurement can and should be aligned with the UN’s Sustainable Development Goals (SDGs), leveraging each contract as an opportunity to support sustainable development and addressing issues such as inequality, inclusive growth and climate change. We consider these to be the golden thread linking procurement to community, domestic, international and corporate goals. While social value is an increasingly common part of procurement, we recommend a shift towards public value - linked to the SDGs - with the purpose of maximising public benefit. Social value often becomes a checklist, narrowly focused on short-term results, whereas public value encompasses a commitment to addressing long-term issues like inequality and resilience as well as mission-led public policy. Reframing procurement with a public value approach would enable public funds to support sustainable, community-centred, people-led goals. Such a shift would require contractors to align their objectives with government priorities, creating a more cohesive and impactful procurement strategy both at a national and local level. Put the public back in public procurement We must move beyond just listening to really actively involving local communities in the commissioning and procurement process, using the voice of lived experience to co-create services that are relevant and resonate with the people who will be relying on them. Investing in people-led procurement is a crucial part of investing for our future. Inclusive growth may be a buzzword for those who have wealth – but for those of us without, it is a necessity. As businesses and investors look for models of sustainable growth, the principles of social procurement align with a growing demand for economic resilience and accountability. This is an opportunity for the UK to lead, not just in fiscal responsibility but in responsible, impact-driven investment of public funds. At a time when economic value and social value need not be mutually exclusive, public procurement could become a cornerstone of the UK’s economic renewal. Over the next couple of months, our new government has the opportunity to direct public procurement to work for the public benefit and not against it. Will it seize the opportunity? We can only hope so.

Groundwork is a federation of 15 charitable organisations operating across the UK. It runs programmes and activities to help people improve their prospects, working with communities facing multiple challenges, in places that lack social infrastructure and economic opportunities. It combines environmental and social impact, building the green economy while supporting communities to connect with nature and adapt to the climate crisis. From creating green jobs to supporting people with energy bills and retrofitting homes, it works to build a fairer and greener future in which people, places and nature can thrive. Working with government departments Groundwork UK (the national body of the federation) distributes grant funding for the UK Government, acting as an intermediary to make sure public money is invested in communities at a grassroots level. This involves bidding for contracts with central government departments and acting as an outsourced intermediary provider of grant management services. It’s worked with the Ministry of Housing, Communities and Local Government to get groups  such as parish councils involved in local planning, and with the Home Office to support charities tackling extremism. It’s also been contracted by the Department for Culture, Media and Sport to run the Voluntary Community and Social Enterprise (VCSE) Energy Efficiency Scheme - a £25m programme, largely distributed through grants. So far it has funded 1,100 organisations to carry out energy assessments to help them improve the efficiency of their buildings. The benefits of working with a VCSE organisation Groundwork UK’s position of having national grant management capability but also being able to leverage connections through its federation members allows it to promote grant programmes at a local level, supporting organisations to navigate through complexity and access funding they may not have been aware of. Chief executive Graham Duxbury states that government outsourcing this kind of work aims to ensure grants are accessible to smaller, local organisations that are often volunteer-run. He said: “Having knowledge of that sector and that space is hugely important in terms of designing the service. You’ve got to be aware of capacity restraints and limitations, you’ve got to understand how volunteer-led organisations work and how to communicate with them as well as what to expect in terms of their capability to manage due diligence processes.” This close knowledge of the VCSE sector has allowed Groundwork UK to develop a good understanding of what’s proportional when it comes to distributing money, which means it can give the contracting body a clearer idea of what money can deliver when directed to organisations of various sizes and capacities. The second major benefit of working with Groundwork is that it’s “really good at bringing together partnerships”, as it knows where the “deep pockets of expertise are in the sector”. Graham points out that the energy efficiency programme would not have been possible without the support of specialist organisations such as the Centre for Sustainable Energy, the Energy Saving Trust and Locality. Thirdly, working with a VCSE provider helps create broader impact, with “cross fertilisation being what you get from the sector”. Combining the social and the environmental is at the heart of Groundwork’s ethos, and the funding it distributes  can create other opportunities for VCSE organisations. As Graham phrases it: “A grant programme may allow them to do one thing, but we may be able to communicate to them other opportunities and provide them with added value; so when we’re managing grants focused on a social issue we can signpost local grantees to other forms of funding and provide advice that might encourage them to think about their environmental impact too.” What were the main challenges in applying for a central government contract? One of the main challenges Graham identified was bidding timescales, with it being tricky to “be able to drop everything and jump on a bidding process for sometimes as little as three weeks”. This can make forming partnerships to deliver contracts difficult because “partnerships take time to develop, build and form - and very few VCSEs have those bidding resources, even relatively large ones like us”. Other challenges identified are issues around negotiating risk levels on contracts, as government contracts involve public money, with Treasury rules to “rightly focus on money being sensibly spent and looked after”. When it comes to grant management services, like those managed by Groundwork UK, these can lead to there being an over-specification on the part of the ultimate recipient of the money: “We’re sometimes caught between government machinery which wants all this assurance and protection and risk management, and a small voluntary sector organisation which doesn’t have the capacity to do that. If you put too much on them, they won’t engage - and that’s counter to the purpose of the grant programme, which is to get small-scale voluntary organisations funded to deliver.” The biggest challenge Groundwork faces on some grant programmes is down to annualised budgeting within Government, which can affect frontline organisations if delivery time slips and “potentially means that money disappears if delivery needs to extend into the next financial year”. Before VCSE organisations even get to bid to run a government service, the department in question has to bid to the Treasury as part of a Budget or Spending Review process. Once granted, “there’s a clock ticking”, with the design work and procurement exercise needing to be carried out - so the actual window for the delivery of the services can be “really concertinaed at the back end”, especially if the funding is only secured for a year.  As Graham puts it: “As an intermediary in the process you know sometimes you’ll have to put pressure on organisations to deliver in a less than ideal timeframe because funds can’t easily be moved from one year to the next.” Graham acknowledges that it is “hard to get the right balance between due diligence and not overburdening VCSEs”, but feels there could be solutions around “expanding those timeframes; thinking about multi-year commissioning processes to bring about more long-term certainty.” Another challenge faced by VCSEs is the still significant weighting on price as a deciding factor in who is awarded a contract, which can skew the process towards organisations able to offer the biggest discount, which may not be beneficial to the service being delivered. Graham asks: “If a department has secured funding from the Treasury for a particular piece of work, they’ve secured the money, so why put the additional stretch in there in terms of who can do it the cheapest?” Based on a conversation with Graham Duxbury, chief executive at Groundwork UK groundwork.org.uk

Groundwork is a federation of 15 charitable organisations operating across the UK. It runs programmes and activities to help people improve their prospects, working with communities facing multiple challenges, in places that lack social infrastructure and economic opportunities. It combines environmental and social impact, building the green economy while supporting communities to connect with nature and adapt to the climate crisis. From creating green jobs to supporting people with energy bills and retrofitting homes, it works to build a fairer and greener future in which people, places and nature can thrive. Working with government departments Groundwork UK (the national body of the federation) distributes grant funding for the UK Government, acting as an intermediary to make sure public money is invested in communities at a grassroots level. This involves bidding for contracts with central government departments and acting as an outsourced intermediary provider of grant management services. It’s worked with the Ministry of Housing, Communities and Local Government to get groups  such as parish councils involved in local planning, and with the Home Office to support charities tackling extremism. It’s also been contracted by the Department for Culture, Media and Sport to run the Voluntary Community and Social Enterprise (VCSE) Energy Efficiency Scheme - a £25m programme, largely distributed through grants. So far it has funded 1,100 organisations to carry out energy assessments to help them improve the efficiency of their buildings. The benefits of working with a VCSE organisation Groundwork UK’s position of having national grant management capability but also being able to leverage connections through its federation members allows it to promote grant programmes at a local level, supporting organisations to navigate through complexity and access funding they may not have been aware of. Chief executive Graham Duxbury states that government outsourcing this kind of work aims to ensure grants are accessible to smaller, local organisations that are often volunteer-run. He said: “Having knowledge of that sector and that space is hugely important in terms of designing the service. You’ve got to be aware of capacity restraints and limitations, you’ve got to understand how volunteer-led organisations work and how to communicate with them as well as what to expect in terms of their capability to manage due diligence processes.” This close knowledge of the VCSE sector has allowed Groundwork UK to develop a good understanding of what’s proportional when it comes to distributing money, which means it can give the contracting body a clearer idea of what money can deliver when directed to organisations of various sizes and capacities. The second major benefit of working with Groundwork is that it’s “really good at bringing together partnerships”, as it knows where the “deep pockets of expertise are in the sector”. Graham points out that the energy efficiency programme would not have been possible without the support of specialist organisations such as the Centre for Sustainable Energy, the Energy Saving Trust and Locality. Thirdly, working with a VCSE provider helps create broader impact, with “cross fertilisation being what you get from the sector”. Combining the social and the environmental is at the heart of Groundwork’s ethos, and the funding it distributes  can create other opportunities for VCSE organisations. As Graham phrases it: “A grant programme may allow them to do one thing, but we may be able to communicate to them other opportunities and provide them with added value; so when we’re managing grants focused on a social issue we can signpost local grantees to other forms of funding and provide advice that might encourage them to think about their environmental impact too.” What tips would you have for other VCSE organisations looking to work with government? A key tip Graham has for VCSE organisations is to “be visible to the departments to whom you think you’re relevant”, with an important part of this being to get on a government procurement framework. These are pre-procurement portals through which organisations enter their credentials and effectively write a bid to showcase what they provide and their ability to deliver. Groundwork is on a government framework on grant management services. Many departments use frameworks - with some, like the Department for Work and Pensions, referring to them as dynamic purchasing systems (or DPS). Often, if you are not on a framework, you cannot bid; they are effectively a pre-qualification process, so prospective VCSE suppliers should “find out if there are relevant frameworks for the kind of service that you look to offer”. The second main tip for VCSEs wanting to work with central government departments is to not forget that you can negotiate around certain terms of a contract. Groundwork has successfully had things amended in the terms and conditions of contracts, such as questions around payment. As Graham puts it: “Big businesses do this all the time, and we forget that, so we should have confidence that we can negotiate too and get a deal that’s right for us. Some things will never change but some things can and do.” Finally, Graham emphasises the importance in building a human relationship with the contracting department: “Remember that when dealing with government you are dealing with people. All good contracts are built on relationships so once you start to get to know the people on the other side of the fence and understand the pressure they’re under, such as managing public money and the finance and risk committees they need to report to, you get a better understanding on why things are done the way they are and what can and can’t be pushed back on. Never forget that any government contract is just a bunch of individuals trying to get something done.” Based on a conversation with Graham Duxbury, chief executive at Groundwork UK groundwork.org.uk

Our chair Lord Victor Adebowale founded the Commission on Social Investment, which published a landmark report on how it could better enable the growth of social enterprises. Three years since this independent group found a major unfulfilled opportunity and called for change, the Commission’s recommendations have been reviewed to identify what has changed and what has not - taking into context economic factors such as rising inflation and interest rates, the cost of living crisis and changes in government. Stress points in the original report included the deprioritisation of social enterprises over the past decade and the inequitable serving of social investment across the UK. The structure of the social investment market itself was pinpointed as the root of these problems — particularly the lack of patient, concessionary capital, and lack of flexibility in the structure of key institutions. New analysis broken down into a ‘report card’ recognises some signs of progress but also highlights concerns in areas such as government strategy, key market institutions and access to funding products. Looking ahead, the report recommends more interactions with this new mission-led government, which has already shown an interest in the social impact sector. It also proposes a shifting of expectations from social investment stakeholders, as well as addressing the diversity gap in the social enterprise sector. Overall, this marks a renewed call for structural reform, scrutinising the social investment ecosystem created over the last decade and considering how it might be better unleashed for more transformative impact - across all communities in this country, but especially for those where the need is greatest. Peter Holbrook, Chief Executive of Social Enterprise UK, said: “Over the past decade, the social investment sector has made slow and disappointing progress in reaching its true potential to support social enterprises and charities in very turbulent times. Despite clear recommendations for transformative change, this report suggests not enough has been done to capitalise on the opportunity created through dormant assets, too often mirroring the status quo of investor-first finance. The lack of imagination, from both the previous government and institutions within the sector, has been frustrating. “For the ecosystem of social investment to stay relevant for its intended beneficiaries, its leaders must look at what they can do to further dismantle the ongoing barriers to access that too many experience.  Mission-led businesses have a new opportunity from our new mission-led government. The social investment sector has the potential to embrace a shift toward greater accountability and innovation, but it will take leadership, an appetite, and ultimately some risk. But now is the time to act with purpose and focus.”

At its recent AGM in the City of London, social enterprise cleaning company Clean for Good announced that it was sharing 50% of its distributed profits with its workers. At a time when many employers are concerned about rising employment costs, this social business is showing that by investing in its workers it can deliver a ‘triple win’ – excellent customer service, financial dividends to shareholders and social impact for employees.   Clean for Good is a different kind of cleaning company, established as a social business to provide a fairer deal for cleaners and to drive change in a sector that is infamous for low pay and poor conditions. 50% profits shared with workers Clean for Good is only seven years old but has grown rapidly to a turnover exceeding £1m, employing 75 cleaners. At its AGM on 13th November it announced that it has now made an annual profit for the fifth year in a row, demonstrating that a responsible business can also be financially sustainable. The company also declared a dividend and announced that the company’s profits would be shared out equally between shareholders and employees, with each group receiving 50% of distributed profits. This is in line with the company’s highly unusual Profit Policy which is part of the company’s deep commitment to fair pay. A total of £20,000 of profits was distributed in November. Some 46 cleaning staff received a share of the profits in their November pay packet. A full-time employee will receive £378 of the profit share, with amounts varying depending on the hours worked during 2023-24. Most of the company’s shares are owned by the three founding charities, so most of the shareholder dividends will go to support other charities. Even for these charities, it is a powerful demonstration that philanthropic giving is not the only way to create a positive change. A triple win Clean for Good pays the real Living Wage and also provides better employment terms and conditions for its cleaners than most of its competitors – like occupational sick pay from day one of a cleaner’s employment. This approach has enabled it to deliver a triple win – high customer satisfaction, high employee satisfaction and financial returns to shareholders. A new independently researched Impact Report recently highlighted that the company’s cleaners were likely to have higher job satsfaction than the staff of the offices in which they are cleaning. Many employers in low pay sectors face higher employment costs arising from increases in the Minimum Wage and upcoming reforms to Statutory Sick Pay through the Government’s Employment Rights Bill. This is concerning many employers who see it as a negative, but Clean for Good demonstrates that paying higher terms and conditions is actually good for business. Clean for Good already pays the real Living Wage and offers employee benefits like occupational sick pay, all above statutory minimums already – and this has strengthened the business, not undermined it. What is good for workers can be good for business. Charlie Walker, Clean for Good’s Managing Director said: “At Clean for Good we don’t see our cleaners as a cost that needs to be managed down, but as our greatest asset that needs to be invested in. By sharing our profits we can demonstrate this value tangibly. It is great news for our cleaners but we also believe it is good for the business as staff feel valued, and recognised and this generates a sense of belonging and loyalty within the organisation.” Becky Morris, Finance Director for the Church Mission Society (CMS) and one of the company’s founding charitable shareholders said: “As a shareholder, it’s certainly gratifying to receive a dividend on the investment we’ve made in Clean for Good, because we believed – and still believe – strongly in its purpose and vision. And seeing the company continue to treat its employees fairly and sharing out the profits so equitably makes us feel even better about our investment in this model of enterprise.” Jacqueline Carrion, employed for over 5 years as one of Clean for Good’s cleaners, said: “This bonus makes me feel more valuable and more close to the company. I believe,  in London, that it is the only [cleaning] company that recognizes the values of the employee, by showing this generosity.” cleanforgood.co.uk

Dream Big Sports are thrilled to be able to share access to our Social Value Annual Report 2023-24. We are extremely proud of this comprehensive report which evidences the positive impact we have achieved during the 2023-24 academic year, making a significant difference to the lives of children and young people across the communities that we support. After releasing our very first annual report 12 months ago, our incredible team has been dedicated to exceeding our previous achievements. We are delighted to evidence that there has been significant growth across each of our Key Value Indicators within Education, Holiday Camps and Training in addition to our key focus on Workforce & Employment which has resulted in an increased Social Return on Investment (SROI). Now in our third year of tracking the impact of our provision, we have a sound understanding of what Social Value means to Dream Big Sports and how we commit to reinvesting back into the community alongside our additional Mission: Dream BIG! initiative that has four specific pledge themes and targets to achieve with the support of key partners and stakeholders. Here’s what Director, Dillan O’Connor had to say on the release of our Social Value Annual Report 2023-24:  “As a non-profit organisation, the consistent tracking of engagement, data & feedback and the resulting Social Value Annual Report is a crucial element of our work and perfectly aligns with our company mission. After receiving such an overwhelming response to our first report, we were determined to increase our reach and achieve growth across all areas of the business, which we are delighted to be able to evidence 12 months on. In addition, we were very conscious of our ambitious Mission: Dream BIG! initiative and our capacity to achieve the targets set out for 2023-24 but the team has worked incredibly hard behind the scenes to turn those targets into tangible achievements, providing much added value and support for children, young people and the wider community.”  You can find out more about Social Value at Dream Big Sports and gain access to our Social Value Annual Report 2023-24 by clicking here.

The winners of the UK Social Enterprise Awards were announced at a gala reception at the Roundhouse in London on 4 December. Find out more about our winners, who showcase the strength, diversity and innovation of the social enterprise community. UK Social Enterprise of the Year Sponsored by Keegan & Pennykid The overall award for a social enterprise that has a clear vision, excellence in impact, and that has demonstrated and promoted social enterprise beyond the sector. The Workspace Group Workspace is a ‘profit for purpose’ social enterprise, founded in Draperstownm a small village in Mid Ulster, in 1985, by 170 members from the local community. The organisation emerged as a direct response to local decline, deprivation, and rising unemployment. The initial business model aimed to generate rental income from business units, which was then used to fund the provision of free business advice to support local entrepreneurs to start businesses and create jobs in the area. Workspace has grown significantly since 1985 and, in addition to providing incubator units, has diversified its operations to include several commercial businesses. These generate surpluses, which are gifted back to the parent company, Workspace Draperstown Ltd, to enable it to carry out its social mission. @TheWorkspaceGro HIGHLY COMMENDED: Isle of Gigha Heritage Trust One to Watch Sponsored by PwC The One to Watch Award is for a start-up social enterprise. Key to winning this award is an ability to clearly articulate their future vision and how they are going to achieve it. Half the Story Half the Story is a social enterprise biscuit business started in 2023. Its biscuits taste great – but as it says on each packet: ‘It’s not about the biscuit…it’s about the people who bake them’. Half the Story creates life changing employment for people with major barriers to work including homelessness. Wrapped in ecofriendly packaging its biscuits can already be found in retail outlets, on boardroom tables, at conference centres and hotels. These are biscuits that taste good and do good! @halfthestoryuk Prove It: Social Impact Award Sponsored by Linklaters For a social enterprise that can truly demonstrate and communicate their impact with their stakeholders. Breadwinners Breadwinners is a not-for-profit social enterprise that provides artisan organic bread and pastries while supporting refugees through employment and work experience programmes. By operating market stalls and a wholesale model, it gives refugees jobs and creates a community of customers, socially responsible partners, and producers that promotes the integration of newly arrived individuals into the UK. All while offering the best sourdoughs, natural levains, and organic pastries! @wearebreadwinners HIGHLY COMMENDED: The Skill Mill ‘Buy Social’ Market Builder Award Sponsored by Clear Voice For a social enterprise, public sector body or private sector organisation that has demonstrably made efforts within its own organisation and remit to create more opportunities to buy from social enterprises. Co-op Co-op is one of the world’s largest consumer co-operatives, owned its by millions of members. It’s the UK’s fifth biggest food retailer with more than 2,500 local convenience stores, the UK’s number one funeral services provider, a major general insurer and a growing legal services business. Alongside clear financial and operational objectives the Co-op is a recognised leader for its social goals and community led programmes. It exists to meet members’ needs and stand up for the things they believe in. @coopuk HIGHLY COMMENDED: McLaughlin & Harvey Social Investment Deal of the Year Sponsored by Better Society Capital For an organisation that has been part of a great investment deal in the last 12 months that has helped the social enterprise to grow or the movement as a whole to develop and flourish. British Land/Impact Hub London Impact Hub London secured a transformative deal with British Land who provided £3.5m of CAPEX and managed the Cat-A/B fit-out for a 10,650 sqft affordable workspace in Regent’s Place. Repayment for CatB and peppercorn rent with a profit share arrangement enabled what would otherwise have been unaffordable. Not only did this secure a world-class space for inclusive innovation in Camden, with free memberships for underserved residents, but built aligned interests and a true collaboration to enable community and global impact. @impacthublondon @britishlandplc HIGHLY COMMENDED: Impact Finance Consulting/ARK Resettlement Services Public Services Social Enterprise of the Year Sponsored by GLL For a social enterprise for whom the majority of their income comes from the public sector and which delivers public services (for central or local government, NHS, criminal justice or other statutory body). Simon Community Scotland Simon Community Scotland has focused on responding to the causes and consequences of homelessness. It is a community of staff, volunteers and people who are homeless that combine to reach, respond and resolve the challenges and circumstances people find themselves in. Its ambition is that everyone has a safe place to live and the support they need. In any given year, Simon Community Scotland supports over 7000 people with 300 staff, 140 volunteers and over 70 partners across Scotland working with people living on the street, temporary accommodation and in their own homes. @simoncommscot Consumer Facing Social Enterprise of the Year Sponsored by The Company Shop Group For a social enterprise that delivers a retail product or service to the general public. Tap Social Movement Oxford-based Tap Social Movement is an independent social enterprise, craft brewery, and hospitality organisation that provides training and employment opportunities for prisoners and prison leavers. It believes that everyone benefits when no one is excluded from the job market, and to date has created more than 85,000 of paid, meaningful employment for leavers. It runs four Oxfordshire community venues, including Proof Social Bakehouse, named by The Telegraph Food as one of the 13 best bakeries in Britain. @tapsocialmovement Education, Training & Jobs Social Enterprise of the Year Sponsored by BDO For a social enterprise in the education, training or employment sectors that can demonstrate excellence in vision and strategic direction, and clearly evidence their social, environmental and community impact. Change Please CIC Change Please is an innovative social enterprise revolutionising the approach to tackling homelessness through its holistic programs. By training individuals experiencing homelessness as baristas and providing them with essential support services, Change Please creates pathways to stable employment and housing. Its “Driving for Change” initiative repurposes buses to deliver comprehensive health, social and employment services across London. Partnering with organisations like Colgate and HSBC, Change Please supports thousands annually and champions social change through impactful scalable solutions. @changeplease HIGHLY COMMENDED: Cockpit Environmental Social Enterprise of the Year Sponsored by Landmarc For a social enterprise in the green and environmental sector with a clear evidenced environmental impact. Finance Earth Finance Earth is an employee-owned social enterprise with a mission to scale up funding into nature conservation, climate, and communities. Current investment to tackle the twin crises of climate change and biodiversity loss falls billions of pounds short of what is required. Finance Earth works with leading environmental charities, governments, and businesses to secure investment in projects that deliver real social and environmental impact. This year, it facilitated the UK’s biggest ever transfer of energy assets into community ownership. @finance.earth HIGHLY COMMENDED: Ethstat Ethical CIC Social Enterprise Building Diversity, Inclusion, Equity & Justice Award Sponsored by Nestlé Social justice is fundamental to the social enterprise movement. This category is open to all social enterprises who are addressing issues around diversity, inclusion and equity. City Health Care Partnership CIC Providing the highest quality health and care services, City Health Care Partnership CIC’s vision is to lead and inspire through excellence, compassion and expertise in all that it does. CHCP helps to keep people healthy, happy and out of hospital in Hull, the East Riding of Yorkshire and Merseyside. It generates social value through reinvestment in colleagues, communities and services, with a social return on investment of £55 for every £1 spent. @chcphull Social Enterprise Women’s Champion of the Year Sponsored by Bunzl For a woman working in the senior leadership team of a social enterprise who represents excellence in her field of work. Maggie Gordon-Walker – Mothers Uncovered (Livestock charity)  Maggie directs Mothers Uncovered but she’s never not on the job. She’s constantly generating ideas to reach out to mothers, and ways they can make money in these times of austerity. Social obstacles to a woman succeeding in the business and voluntary sector are well known – hence the importance of Maggie’s focus on the lived experience of mothers, especially their mental health. The context in which she is working is tough but Maggie remains undaunted, vibrant and vital. @mothers_uncovered HIGHLY COMMENDED: Paula Jennings – Stepping Stones International Impact Award Sponsored by Zurich Insurance Group For a social enterprise working internationally, and which are having a big impact in their field. This award is open to UK-based organisations only with existing international operations. IDEMS International CIC IDEMS builds open technology and digital public goods for social impact, delivering services in partnership with local organisations to build equity in the place of exclusion. An international team working globally, it has developed not only cultural competences to identify analytic methods from new perspectives, but also a collaborative approach to delivery that can be as transformative as what is actually delivered. This approach, and the values on which it is based, are codified in its organisational principles. HIGHLY COMMENDED: Stand4Socks Community-Based Social Enterprise of the Year Sponsored by the Esmée Fairbairn Foundation This award is for a social enterprise that trades for the benefit of their community, making a real local impact. Peninsula Dental Social Enterprise CIC PDSE is committed to improving oral health in the Southwest through the provision of treatment, education and engagement with communities. Its unique model brings together dental education, high quality patient care and community outreach to deliver demonstrable social impact. The clinics were established to tackle oral health inequalities in underserved areas and to address the lack of availability of dental care, treating patients who may not otherwise have access to a dentist. Social Enterprise Innovation of the Year Sponsored by Barclays Business Banking A new award is recognising a social enterprise that has brought something truly innovative to market in the past year. Change Please CIC Change Please is an innovative social enterprise revolutionising the approach to tackling homelessness through its holistic programs. By training individuals experiencing homelessness as baristas and providing them with essential support services, Change Please creates pathways to stable employment and housing. Its “Driving for Change” initiative repurposes buses to deliver comprehensive health, social and employment services across London. Partnering with organisations like Colgate and HSBC, Change Please supports thousands annually and champions social change through impactful scalable solutions. @changeplease Tech for Good: Technology Social Enterprise of the Year Sponsored by Mitie For a social enterprise that uses technology to achieve social impact. Hope 4 The Community CIC Hope For The Community CIC is a Coventry based social enterprise empowering people living with long term conditions and carers to take control of their health and wellbeing. Its Hope Programme courses enhance participants’ knowledge, skills, and confidence, enabling them to actively participate in their care, leading to improved quality of life and reduced healthcare burden. Organisations across the public, voluntary and private sectors license a range of evidence based peer-led self-management programmes delivered in-person and online across the UK. @hope4tc HIGHLY COMMENDED: WYK Digital Awards Sponsors

Multi-sport facility to transform social sports provision with basketball, netball, futsal, volleyball, pickleball, badminton and more to boost community health and wellbeing Leyton's Score Centre was officially opened on Thursday 28 November in a ribbon cutting ceremony celebrated with the local community. On a tour of the facilities, Waltham Forest CEO Linzi Roberts Egan, Council Leader Grace Williams, Cllr Ahsan Khan Deputy Leader and Cabinet Member for Housing and Regeneration, Cllr Kizzy Gardiner Cabinet Member for Children and Young People and GLL CEO Peter Bundey were joined by James Lidgate, Managing Director for Taylor Wimpey London and VIP athlete Ex-Saracens Rugy Player Sonia 'Sonic' Green at the borough's most significant leisure opening in years.  The Score Centre's large capacity means it will have a 'transformative effect' on social sports in the borough - allowing many more clubs and teams to have fun, socialise, get active or compete in tournaments. Located next to Leyton Orient Football Club at 2, Coronation Square E10 5UN,  Waltham Forest Council's investment in the Score Centre provides a brand new sports facility, with courts that the local community can book up to 7 days in advance. Containing five basketball / netball / volleyball / handball  / futsal courts (which can be reconfigured as 20 badminton courts or in multiple permutations to provide for exhibition and tournament events for different sports), The Score Centre is one of the largest new sports halls in the country and will operate at a player capacity of 100, a spectator capacity of 500 and will create additional local employment and sporting opportunity. There are also two studios for Pilates, Yoga, Zumba and more - plus two community rooms available for hire, alongside associated offices.  Better - the trading name of not-for-profit charitable social enterprise GLL - is managing the facility - alongside 7 other borough centres, in partnership with Waltham Forest Council.  Speaking at Thursday's event, GLL's CEO Peter Bundey said:  "As a charitable social enterprise and staff-owned co-op, our mission is to enhance community health and wellbeing through making facilities and programmes accessible for all.  "This aligns strongly with Waltham Forest Council's public health agenda and its wish to see residents improve their health and reduce health inequalities across generations and cultures. "Waltham Forest has a deserved reputation for producing household name athletes who have honed their winning talents in the borough's great public leisure facilities. "So we are delighted to have added the fantastic new Score Centre to our portfolio of centres we manage and operate across London and can't wait to see which future sports stars call it 'home'." Cllr Ahsan Khan, Deputy Leader and Cabinet Member for Housing and Regeneration said: "It’s been an absolute pleasure to be here today and celebrate the opening of The New Score Centre with our partners and the local community. ‘’It’s a facility that defines a clear example of what top quality sports centres look like, one that allows us to serve our residents by giving them the opportunity to access good fitness facilities, breaking down health inequalities in the borough. ‘’The energy and excitement here today reminds us just how important spaces like this are, not just for physical fitness but also for fostering connections, building confidence and strengthening our community. ‘’I have no doubt that it will inspire many of us to lead healthier, and more active lives.’’ Sports governing bodies that are partnering in the initiative include England Handball, London Pulse (Netball), London Galaxy (Futsal) Essex Netball, Leyton Orient Trust, Metro Blind (Disability Football). The Score Centre is part of Taylor Wimpey's Coronation Square Development - a vibrant public space and new destination for Leyton Town Centre and a hub for creativity, leisure, sports and culture. Laurent Plopeanu, Project Director for Taylor Wimpey London, said: "We are delighted that the new Score Centre is open to the public and being used by a wide range of local residents. "We have worked collaboratively with the London Borough of Waltham Forest to deliver this state-of-the-art new facility for Leyton. Featuring fitness studios, community rooms, offices, and an incredible five basketball courts that can also accommodate 20 badminton courts, this space is truly versatile."Our aim is for the new Score Centre to act as a hub for the community that allows people to meet, get active and take part in a wide range of sports that they may otherwise not have been able to." Dignitaries also visited the 120 capacity Nappy Gang nursery co-located at the site and toured the facilities to speak to staff and meet the little ones - who helped cut the ribbon on their new facility. The Score Centre boasts an Active Reality zone.  A gym and cafe concession will be added to the facility from early 2025 - completing the destination offer.  https://www.better.org.uk/leisure-centre/london/waltham-forest/score-leisure-centre