Thought Leadership

By Andrew O'Brien - Director of External Affairs at Social Enterprise UK After several years of consultation and new legislation meandering its way through Parliament, HM Government has launched a public consultation on proposals to distribute nearly £800m from reclaimed dormant assets in England. The last round of dormant assets helped to create Big Society Capital and lay the platform for the social investment market. We can debate the pros and cons of the approaches taken over the past decade but what is undeniable is that targeting investment at social enterprises was the right thing to do. The consultation lasts until 9th October and Social Enterprise UK will be responding on behalf of the social enterprise sector. Delivering the vision of the Adebowale Commission on Social Investment One of the questions in the consultation is whether social investment should remain as one of the causes eligible for dormant assets. Social Enterprise UK’s view is categorically yes, that social investment should be at the core of the next tranche of dormant assets. However, it must be used to reform and improve the social investment market. Readers may be aware that earlier this year our Chair, Lord Victor Adebowale, concluded a two-year independent commission into the future of social investment. The Commission found that whilst social investment had helped some social enterprises, it had not fulfilled its potential due to a lack of flexible capital which could be deployed to provide “enterprise-centric” finance. It also found geographical and racial inequalities in the distribution of social investment. The Commission made several recommendations to address these challenges including the creation of a £50m black-led social investment fund to tackle inequalities faced by black-led social enterprises, putting more investment into place-led infrastructure and creating a “Frontiers Fund” to provide capital to give flexible finance into social enterprises. If we get things right, the Commission estimated that we could help thousands of social enterprises and generate hundreds of thousands of jobs across the country, particularly in the poorest areas. The report has received widespread support from social enterprises, social investors and experts. A Community Enterprise Growth Plan has been developed by SEUK and other partners which builds on the Adebowale Commission proposals and outlines how dormant assets could be used to make social investment work better. We will be using the consultation to call on the government to invest in that plan and deliver the recommendations of the Adebowale Commission.   Levelling up our communities Alongside backing social enterprises as businesses, we also need to ensure that we revitalise our communities and high streets so that they are vibrant places for social enterprises to grow. One of the proposals in the consultation is the creation of a “Community Wealth Fund”. This fund would distribute locally administered pots of money which would be used to provide patient funding for social infrastructure – the community spaces and organisations that we depend upon and bring us together. This proposal is being championed by the Community Wealth Fund Alliance which includes Social Enterprise UK. Increasingly, this social infrastructure is run by social enterprises. There are great examples across the country from Social Adventures in Salford which runs a community centre, garden centre and other important services to the Onion Collective in Watchet, Somerset which has built a new cultural centre to revitalise the area. Social enterprises are finding ways to maintain and develop local infrastructure through a combination of community engagement and trade. Community Wealth Funds would provide a way to support the development of new and existing community-based social enterprises. Get involved As Matt Leach of Local Trust and Seb Elsworth of Access Foundation have written, the Community Enterprise Growth Plan and Community Wealth Funds are complimentary policies. Both these ideas would help to grow and support social enterprise. Social Enterprise UK will be putting together a template response that members can send to the consultation themselves on these proposals, but if you’d like to find out more, you can email me (andrew.obrien@socialenterprise.org.uk) for more information or to share your views. You can also get in touch with your local MP to give them your views and ask them to support these policies.

SEUK's Director of Corporate Services and Finance, Sabira Kanji and Yasir Bashir, our Shared Services Accountant delivered this webinar designed to provide guidance and tips for start-up social enterprises on the tricky subject of finance. Social Enterprise UK offers accountancy and financial management services for our members, more information about which can be found here. 20 July https://www.youtube.com/watch?v=nCQ3x3JrQOU

26 July 2022 Social Enterprise UK celebrated its 20th anniversary at a special event held at the House of Lords terrace in the Palace of Westminster last Monday, on one of the hottest days of the year. It was a chance to look back and celebrate what SEUK and its members have achieved together over the last two decades and an opportunity to look forward to the future. Since being formed as the Social Enterprise Coalition, 20 years ago, SEUK has been a strong voice and champion for social enterprise in the UK, raising awareness of social enterprise and lobbying for change. SEUK was instrumental in the passing of the Social Value Act, the establishment of the Community Interest Community as a legal structure; and making social investment more accessible to social enterprises through the creation of Big Society Capital and, more recently, the Access Foundation. Over the years our ‘Buy Social’ work has grown from a campaign encouraging social enterprises to buy from each other - to one which is helping shape the supply chains of some of the UK’s biggest businesses through the Buy Social Corporate Challenge – an initiative which now has 30 corporate partners, and which has directed millions of pounds worth of spend towards social enterprises. SEUK's public-facing Buy Social campaigns have raised awareness of social enterprise and spread the word about buying from social enterprises to consumers.  As well as marking some of SEUK’s achievements over the last 20 years SEUK’s two former chairs, Baroness Glenys Thornton and Claire Dove CBE, shared their reflections of their time at the organisation and how it, and social enterprise, has grown and developed. Our current chair, Lord Victor Adebowale CBE set out the critical role social enterprise needs to play in the future of the economy and how SEUK, as the champion for the social enterprise movement, needs to ensure that those who either do not know what a social enterprise is or who do not care understand the that the social enterprise movement is a real catalyst for positive change. Lord Adebowale commented: “We’ve got to make them understand that if they’re interested in the future of the country, in fact the future of the planet, it’s social enterprise that they need to be interested in. They’re looking for solutions and we’re it” The need for social enterprises to be part of the climate change solution was apparent to everyone gathered in the room, as the outside temperature hit just under 40 degrees. As well as hearing from our Chair, former Chairs and Chief Executive SEUK members present voted on a resolution that enables SEUK to continue to invest in political activity. This resolution was passed unanimously by a quorate number of SEUK members. This will help us continue to champion and push for policy change that benefits social enterprise and position social enterprises as a fundamental part of an inclusive and sustainable economy. We know that the extreme temperatures made it impossible for many people to attend but we would like to thank everyone who was able to join us in Westminster and celebrate the last 20 years. We’d also like to extend our thanks to all our members, partners and supporters who have been instrumental in supporting our work over the years. Social Enterprise UK is nothing without its members and none of our achievements would have been possible without you. We look forward to working with you as we move forward and continue to make the case as to why social enterprise represents business at its best.

An impressive 145 past and present athletes supported by the UK’s largest independent athlete support programme will be competing at the Commonwealth Games 2022 in Birmingham. The supported athletes taking part in a variety of different sports - including athletics, boxing, netball, para-athletics, swimming, para table tennis and triathlon. The GLL Sport Foundation (GSF) is the UK’s largest independent athlete support programme which is designed to give young talented athletes a range of funding, access to sports facilities and athlete support services. The GSF work in partnership with SportsAid, SportsAid Wales and the Mary Peters Trust in Northern Ireland as well as numerous sporting, medical and local authority partners. In 2022 over 1,500 talented athletes are being funded by the GSF, of which an 87% receive no other centralised or independent funding or assistance. The GSF support has provided a lifeline to the athletes and an inspiration to other young people in local communities particularly as sport training and competition emerges from the Covid pandemic.  They also provide a support network for a growing number of talented athletes heading to national and international competition. Greenwich athlete Darryl Neita, 25 is one of the supported athletes.  She said: "It’s fantastic to be supported by GSF for another year, as I have been backed by the Foundation for many years it is a great help in my journey - I would not be where I am today without the help of GSF. “It’s so special that GSF has been a part of my career all these years especially this year as there is a home championships.  It means the world to have the support". Paralympic athlete Simon Lawson, 40, of Allerdale, competes in the wheelchair marathon.  He said: “I’m really excited to compete in Birmingham for this year’s Commonwealth Games and try and improve on my last Commonwealth Games Bronze medal!  “It’s a great honour to represent our country - especially in a home Games!  A lot of work and preparation has gone into my training for this event, with a big special thanks to GSF for financial support and training facilities/gym memberships – it’s a huge help in my programme.” Peter Bundey, GSF Chair, paid tribute to the GSF athlete award holders heading to Birmingham: “We are proud to be supporting so many talented athletes that will be competing for their countries in the forthcoming Commonwealth Games. “They exemplify the very best of our communities and embody the spirit of our social enterprise philosophy and I wish them the very best of luck. “I want to thank our sponsors, partners and supporters for helping give these athletes a welcome boost and allowing them to continue the richly diverse sports they love and excel in.” Welsh GSF award recipient Calum Jarvis, 29, who trains in Bath competes in the men’s freestyle swimming.  He said: "Thank you for all your support going into the Commonwealth Games in Birmingham. It's an absolute privilege to be representing Wales a third time. Especially with it being a stone's throw from Wales. “GLL support will allow me to get the equipment and nutrition needed for me to perform at another level for the Commonwealth Games”. Anna Hursey who trains in Cardiff and competes in Table Tennis said: “I am thankful for support from The GLL Sport Foundation, it helps me to be able to train and compete internationally, which is needed for me to develop and compete at tournaments like The Commonwealth Games in Birmingham ". The GSF is the brain-child of GLL, the UK’s largest charitable social enterprise delivering sport, leisure, culture, health and community facilities. Charitable social enterprise GLL operates 260 sport and leisure facilities across the UK in partnership with 42 local authorities and sporting bodies. These venues span the UK with presence in Belfast, Cardiff, London, Manchester and large parts of England from Carlisle to Cornwall. GLL managed centres operate under the consumer brand ‘Better’, each one offers leisure, fitness and wellbeing – with gym, swim, classes, courts and pitches to enjoy, indoors and out – or family fun during summer staycations at lidos, trampoline parks and watersport centres. ENDS About GLL GLL manages 260 sports venues, leisure centres, gyms and pools under the ‘Better’ brandin partnershipwith nearly 50 local authorities and sports bodies.  GLL operates the world class venues in the Lee Valley Regional Park Authority – including the VeloPark in Queen Elizabeth Olympic Park which is celebrating ‘10 Years On’ since the London 2012 Games. The Lee Valley VeloPark will also host track and para track cycling competitions as part of Birmingham 2022. gll.org About GSF In 2022, 1,523 talented young athletes from England, Wales and Northern Ireland will benefit from a cumulative £700,000 worth of memberships for sports venues and leisure centres, cash bursaries and other athlete services - thanks to leisure charitable social enterprise, GLL. Athletes are supported through the GLL Sport Foundation, (GSF) the largest independent athlete support programme in the UK, which in 2022 marks its 14th year of supporting both emerging and established national sporting talent. While GSF focuses mainly on supporting young and upcoming grassroots athletes in the local community, many have gone on to success in major competitions.  Award holders past and present include Tom Daley, Ellie Simmonds, Susie Rogers, Michael McKillop, Dina Asher-Smith and Charlotte Worthington. The athlete awards cover Olympic, Paralympic, Deaflympic, Special Olympic and Commonwealth sporting disciplines.     With a staggering 87% of award recipients receiving no other sport funding and 56% of recipients being aged under 21, the GLL Sport Foundation has highlighted a vital funding gap for young talented athletes and the need to tackle inequalities in sport; a significant number of award recipients have confirmed that this funding is essential to their journey and some could not continue without it. gllsportfoundation.org

By Andrew O'Brien - Director of External Affairs at Social Enterprise UK Given all the uncertainty in Westminster these days, social enterprises would be forgiven for missing the Procurement Bill which is currently making its way through the House of Lords. The Procurement Bill seeks to create a new legal framework for procurement in the UK following our exit from the European Union. The Bill is long and complex, but at its core is the idea of creating greater flexibility for the UK in how it spends public money. Welcome changes For social enterprises, the Bill has several important changes. Firstly, the procurement system is going to move away from “Most Economically Advantageous Tender” to “Most Advantageous Tender”. At a basic level, this means that procurement decisions can be based on more than just price. This is a positive move in the right direction. Ultimately, the goal of any public sector procurement is to make society and our planet better. Price is a factor, but not the only factor. The shift away from narrow consideration on price towards a broader range of factors is a vindication for the years of campaigning by the social enterprise sector and other organisations which have pointed out the flaws in the previous system. There is also a requirement for public sector organisations to consider breaking out contracts into lots. We hear regularly from smaller social enterprises that they struggle to bid for contracts because they are too big. One of the lessons learnt from the collapse of Carillion was the need to spread risk more evenly throughout the system rather than contracts being dominated by one or two large providers. Cuts to procurement teams mean that this provision may still struggle to be used but encouraging breaking up contracts into smaller chunks should help increase the diversity of suppliers, including social enterprises. The Bill will also make market engagement before a contract is put out to tender easier by clarifying that this engagement is legal and specifying the process. Again, this is a welcome move as most social enterprises want to work in partnership, and we know that the best services are designed in collaboration with experts and service users. Where is social value? The biggest area of concern in this Bill is the absence of any reference to social value. Despite central government creating its own Social Value Model and championing social value across the public sector over the past few years, there are no references to social value in the Bill itself. Ministers have said that the duty to “maximise public benefit” covers social value and the National Procurement Policy Statement (guidance which lays out the government’s approach to procurement) does include references to social value, but this is far from ideal. Public benefit itself is not a term used regularly in procurement, it is something from charity law. Social value, by contrast, is clearly defined in law and is far better understood by public bodies given the ten years that have elapsed since the Social Value Act was passed by Parliament. Importantly, we need to give certainty and clarity to public sector bodies about what it is expected of them. A hokey-cokey where social value is in one minute and then out the next is not conducive to long term planning and engagement. Our Social Value 2032 programme, in partnership with Jacobs, PwC, Siemens, Shaw Trust and Suez recycling and recovery UK has found that there are huge opportunities to maximise the impact of public spending through social value. There is a £56bn “social value gap” that we need to close and this Bill will not help to address this. We have been working with members of the House of Lords from across all parties to table amendments to put social value into the Bill and these have received widespread support. Unfortunately, Minister’s are not budging. We will keep campaigning to set this right and hopefully fresh leadership will provide a renewed focus on how we maximise public money through greater use of social value. Next steps Social value is not the only area that we are working on, and we have worked with peers to put down amendments to encourage “open book accounting”, so that there is greater transparency on profits and surpluses in public sector contracting, as well as putting a duty on public bodies to consider the impact of their decisions on the social enterprise sector and SMEs so that we have a range of suppliers in the future. We will keep pushing for a procurement system which maximises social, economic and environmental impact and enables social enterprises to win contracts given the excellent track record of our sector. The Bill will be coming back to the House of Lords in September after the summer recess for further discussion of amendments and SEUK will keep working with peers to improve the Bill. Once it has passed through the House of Lords it will turn to the House of Commons and we can expect the Bill to be passed into law some time in early 2023. We’ll keep social enterprises updated about the passage of the Bill as it makes it way through Parliament.   If you have any question or would like to find out more about the Bill, feel free to email me at andrew.obrien@socialenterprise.org.uk.

We are proud to partner with Social Enterprise UK on the Social Value 2032 programme, which we joined to raise awareness of the benefits social value can create and ultimately to encourage wider adoption of social value in procurement by both central and local government. Social value is an approach that considers the holistic impact of a product or service, looking not only at value for money but also at social and environmental benefits and consequences. We believe that wider adoption of social value can unlock billions of pounds’ worth of value for individuals and communities, and help to support an evolution of our economy that considers both people and planet. In Social Value 2032: Creating a Social Value Economy, we set out, along with fellow partners PwC, Siemens and Shaw Trust, a collective vision for social value over the coming decade. We include a case study about our work with Greater Manchester Combined Authority to develop a reuse hub for the city. The purpose of this was to bring reuse to Greater Manchester on a scale not seen before, through a hub for upcyling, repair and distribution that feeds a network of shops for pre-loved items. Together these provide work opportunities and prevent hundreds of thousands of items from being thrown away, conserving resources and cutting carbon emissions – all the while helping people in Manchester with the cost of living crisis and enabling them to access items that don’t cost the earth. This is the kind of exciting development that can happen through partnership between local authorities and service providers with a shared ambition for social value. Local and national government, as key investors in public services, have an important role to play in unlocking the benefits of social value. In the environmental services sector, we have seen a trend towards social value in procurement, with increased importance placed on outcomes for society and the environment in the competitive tender process by forward-looking authorities. Social and environmental issues typically used to account for around 2% of the weighting for supplier decisions. Now, in a growing number of Invitations To Tender, we see that figure at 10 or 15%. This puts an onus on all of us to respond to our customers’ changing needs to meet the growing public appetite for social value in the services they use. But this is only one way of thinking about social value. Social value is much more than a public sector issue, and should run far deeper within businesses than simply adapting to keep up with demand. At SUEZ, our adoption of a ‘triple bottom line’ approach – where we strive to consider and balance people, planet and profit throughout our business – has driven improvements that go beyond whether we can meet the brief for a given project. Our journey towards social value began about 13 years ago. At the time, the environmental services industry was dominated by landfill, with far less emphasis on reuse and recycling than today. We recognised this and were determined to take a leading role in addressing the wider impacts of the services we provide. Partly this stemmed from the personal convictions of our leadership team, who were committed to looking for ways to improve our business practices. Early forays into social value took a project-based approach, which revealed the potential impact we could have, but flagged to us the need to be more joined up and think about how we could make changes across the business. Our CEO, John Scanlon, took up his post in November 2019 and, having worked across many parts of the business, had seen first-hand how we could optimise the benefits arising from our work delivering essential services to local communities the length and breadth of the country, whilst remaining a profitable enterprise. He led efforts to develop a more strategic approach, putting together a team including leads for environment and sustainable development, and sustainability and social value. The resulting strategy, which is best summarised as our ‘triple bottom line’, is now embedded in all parts of the business and continues to evolve how we operate. The approach, while governed from the top of the organisation, is owned by everyone in the business. We have built social value into all our work. Our bonus structure requires senior colleagues to deliver on social and environmental success measures, and staff are closely involved with implementing the strategy in the most appropriate ways for their part of the business by developing local initiatives. We operate across about 280 sites and each of these has a sustainability champion, who is tasked with thinking about how we can make operational changes at ground level to benefit the environment and our local communities. This is guided by our ten Sustainability Principles, developed using staff feedback on where they see the greatest opportunities to make a difference at a local level.  Examples include one site where our staff repurposed a wind turbine to generate energy for the site, removed single use plastic cups and helped a local school with their biodiversity projects. We’ve found that these small changes add up to a big overall impact – for our environmental and social impact, and our bottom line. Social value is increasingly an area of interest for new recruits joining the business. We are much more frequently asked by candidates about what we are doing in this area. We recognise the importance to employee engagement of helping our people to live up to their personal values through the work they do. Our social value story points to a virtuous cycle. In building our strategy to maximise the social and environmental benefits of our work, we are helping to meet the demands of our employees and customers. This in turn makes us a better partner and strengthens our business. For more information about the Social Value 2032 programme click here. Social Value 2032 partners:

Loneliness, living alone and poor social connections are as bad for your health as smoking 15 cigarettes a day. Half a million older people go at least five or six days a week without seeing or speaking to anyone and since the beginning of the Covid-19 pandemic, these problems have increased drastically. In society we are also faced with the ongoing cost of living rises, and younger people are being priced out of towns and villages when looking for an affordable place to live. In 2021 house prices rose again with the average house price in September 2021 at a record high of £270,000; £28,000 (11.8%) higher than September 2020, making it even harder for young people to save towards purchasing their first home. At Homeshare UK we are working with our network of providers to tackle these two key issues by bringing together people with spare rooms with people who are happy to chat and lend a hand around the house in return for accommodation. Together, householders and homesharers share home life, time, skills and experience. Typically, an older householder with a room to spare will be carefully matched with a younger person who will provide around 10 hours of support in exchange for affordable and sociable accommodation. Daily living tasks are part of this support, such as cooking, cleaning, shopping and providing companionship. “Due to the ongoing housing crisis in many locations across the UK, the majority of our homesharers are now aged between 26-35 (67%), including young professionals, university students as well as public sector workers, all of who need affordable accommodation and a place to call home.” – Deborah Fox, Head of Homeshare UK “Perfect catch, perfect match!” Each and every Homeshare match is very different from the next. For many people, it is their concerns about becoming isolated or lonely that lead them to Homeshare. For others, still socially connected and very much valuing their own space, it is the reassurance of having someone else around that is key to them welcoming someone new into their home. In Valerie’s case it is the latter; she is 84, friendly, sociable and values her independence and time alone. At the same time, she recognises that the presence of someone else in the house, particularly at night, is most reassuring, not just to herself but to her brother Bill, who lives a couple of hours drive away. Tomi, 24, a Film Studies Masters student from Slovenia, has been welcomed into Valerie’s home and is described by her as “the perfect catch!” Valerie says, “Tomi is such a lovely person to have around. I really enjoy our conversations. I actually see Homeshare as a way of keeping in touch with today’s fast-moving modern world too.” Reflecting on his Homeshare experience, Tomi describes Homeshare as being a way to learn as well as teach, to help and be helped; in short, an enriching reciprocity. “To be honest”, he says, “it’s like a dream come true. Living in a lovely home with a lovely person and within my limited budget. Being of help to someone is also a really important part of it for me”. Tomi and Valerie – Photo Courtesy of Homeshare Oxfordshire Bill, Valerie’s brother, continues to visit on a regular basis, but with a Homeshare arrangement in place he knows Tomi is there and is more than happy to help with the small things that inevitably crop up. “I don’t need to worry if I can’t get hold of Valerie on the phone. A quick call to Tomi puts my mind at rest”, Bill says. “Homeshare, to me, is reassurance”.   The expansion of Homeshare UK Homeshare UK is part of Shared Lives Plus – the UK membership charity for more than 6,000 Shared Lives carers, 150 Shared Lives programmes, and a growing network of over 20 Homeshare providers. Our vision is for a kinder, stronger society built around people sharing their lives, skills, and homes. We are currently driving forward an ambitious five-year growth strategy that will bring Homeshare to key towns and cities across the UK. “Gabby has been living with me for over a year and Homesharing is working really well. She is a super cook and great company. I enjoy our chats together over a meal in the evenings and she’s very helpful with things I can’t manage around the house.”– Margaret Householder, Novus Homeshare Your next business could change lives Working with socially-minded individuals, community and voluntary organisations as well as existing social care providers we are aiming to establish 40 new Homeshare franchise opportunities in locations currently not serviced. “To reflect our passion for growth, the cost of our social franchise is among the very lowest in the franchise sector. Our franchisees will be provided with the support, training, and resources to set up and operate a successful Homeshare social business.” – John Wilberforce, Homeshare UK Social Franchise Manager For more information on Homeshare UK and our franchising opportunities, visit  https://homeshareuk.org/

Doughnut Economics is a vision for human prosperity – meeting the needs of all people within the means of the living planet. This session aimed to help social enterprises explore and articulate their enterprise design and how this distinguishes them from ‘traditional’ businesses, allowing them to transform the broader economy. The session was led by Erinch Sahan, Business & Enterprise lead at the Doughnut Economics Action Lab, who is the former CEO of the World Fair Trade Organisation and previously spent 7 years at Oxfam leading work on global business innovation. 11 July 2022 https://www.youtube.com/watch?v=E84ON8_GrWE