Thought Leadership

There are many factors underlying the violence across the UK following the shocking murder of three children in Southport last week. Ugly scenes of racist violence and dangerous rhetoric online, perpetrated by figures including members of our Parliament, reinforce the vital role of social enterprise in our communities. That we are shocked, saddened and even frightened goes without saying. Our thoughts are with all our colleagues, members, partners and their families affected. The question is how can we stop it, rebuild our communities, and show those caught up in destructive hatred that a better way is possible? The numbers of people actively speaking out for peace, for inclusion, for community, show what we all know: fascist noise is an unwelcome splash in an ocean of caring, hard-working, inclusive and wonderfully diverse humanity. Social enterprise will continue to surf that wave. We call on the UK Government and political leaders of all parties to always take a stand against racism and Islamophobia. This hate must not be tolerated or normalised, to ensure that all those from racialised communities feel safe and that those fleeing danger are welcomed. When the immediate violence subsides, social enterprises will be there in force to rebuild. This blog outlines five examples of how social enterprises are part of the solution, and how to support them to be as helpful as they can be. 1. Social enterprises are embedded in communities and deliver for them Social enterprises run community assets that bring people together and support their needs, from pubs and cafes, to sports venues and shops. They support disadvantaged and vulnerable people to access support and services, they run programmes in schools and beyond to grow children’s education. They sell products that allow them to cross-subsidise or fund the work of others. From reducing period poverty to supporting single parents, care leavers, ex-veterans, and young people out of work, social enterprises have deep networks and trust in the communities where they operate. They bring people together and help move lives forward. While fascism stokes division and conflict and offers nothing but false promises, social enterprises build unity and embrace diversity to deliver shared prosperity for everyone. Gareth Hart and Mel Tucker, directors of our member Iridescent Ideas CIC and co-leaders of Plymouth Social Enterprise Place, said: “We watched with deep dismay, sadness and anger as our beautiful city of Plymouth joined other cities and places across the UK experiencing racism and violence on our streets. We have seen many representatives from the local social enterprise community posting messages of solidarity online and several attending the counter protests in the city. There are many social enterprises in Plymouth such as Plymouth Hope, Diversity Business Incubator, Nudge Community Builders and WonderZoo who campaign and work to promote inclusion and unity. We hope that future investment programmes support these types of activities. Looking after people and community is at the very heart of what social enterprises do. Hate will not conquer hate. As a group we show that we are stronger together.” 2. Social enterprises are solutions-focused and innovative 68% of social enterprises brought new products and services to market in 2023. Social enterprises spot need, plug gaps and figure out ways where no one else has succeeded. Social enterprises seek problems to solve; rather than running away, they crowd in. They work with people across the criminal justice system, rehabilitating and preventing. They support refugees and asylum seekers, recognising that these are people who’ve suffered but have much to offer. They support veterans, knowing that it’s hard to transition from military service to civilian life. Where others see problems, social enterprises find opportunities and generate returns. Oldham Social Enterprise Place is no stranger to racial tensions and has a history of supporting refugees and disenfranchised groups. Organisations such as Upturn, a multi-award-winning social enterprise that supports disadvantaged communities through employment and business support and community engagement programmes, play a key role in community cohesion. Anwar Ali, co-founder of our member Upturn and lead for Oldham Social Enterprise Place, said: “Infrastructure organisations, such as Social Enterprise UK and the social enterprise places network, provide essential support, enabling social enterprises locally to address social challenges effectively. By fostering inclusivity and resilience, social enterprises help heal and strengthen communities.” 3. Social enterprises enhance public service provision Social enterprises have held up our crumbling public services for years by reinvesting profits, joining up services and needs, and piloting innovation. Going forward, they will be crucial to running and improving vital services in communities across the country. From children’s homes to social care, affordable energy and housing, to inclusive public transport - making sure that social enterprises can deliver for local authorities and central government is key. Social enterprises should be recognised and championed for their role in delivering the services we rely on. Government should improve their commissioning and procurement processes, so that more social enterprises are brought into public supply chains, and that government spending is being used effectively to improve public services, while maximising the social benefits that these businesses generate. 4. Social enterprises contribute to inclusive economic growth Social enterprises reflect the diversity of our society.  They are more likely to be led by women and people from ethnic minority backgrounds, more likely to hire people from the communities they serve, and more likely to operate in areas that face higher levels of economic deprivation and disadvantage. Many social enterprises actively recruit those furthest from the labour market, providing training as well as flexible and well-paid work that is central to minimising poverty and disillusion for marginalised groups. By investing their profits back into their communities, social enterprises drive economic growth and renewal. This is the foundation for a more inclusive society, with wealth being built to enhance the lives and prospects of every community. Jennifer Van der Merwe, Director at Kindred LCR and part of the Liverpool City Region Social Enterprise Place, said: “Cohesive communities are vital for a good economy, where everyone is supported to thrive. We recognise and celebrate the work of all the socially-trading organisations serving our communities in Liverpool and Merseyside towards community cohesion, and we will continue to encourage and support inclusion and cohesion in the communities in which we work together.” 5. Social enterprises have done it before After the 2008/9 financial crisis, during the Covid-19 pandemic, throughout the energy price and cost of living crisis - social enterprises have proved resilient, and demonstrated their commitment not to shareholders or profit but to people and places in need. They pivoted their models to provide vital support, they cut costs through efficiency and innovation not redundancy, and they reached out to the people most at risk. Businesses with values and ambitions aligned to the interests of society are essential to navigate through these difficult times. Social enterprises not only offer tangible solutions to the challenges we collectively face but are an antidote to the division, fear and hatred of the far-right. Terry Murphy, CEO of our member Sheffield Social Enterprise Network and chair of Sheffield Social Enterprise Place, said: “As a united front, the leaders of Sheffield's VCFSE sectors stand in solidarity with those nearby in Rotherham and others across the country who have suffered from this senseless violence. Our communities have shown remarkable resilience and unity in the face of these attacks. Looking ahead, the Sheffield Social Enterprise Network is unwavering in our commitment to strengthening our collaboration. Recognising that these events are symptoms of a broader systemic problem, we believe that nurturing hope can provide the motivation for change - while promoting collaborative systems change can address the structural barriers that sustain polarisation, valuing the diversity of perspectives and experiences that each of us brings.” If we can provide any support to your social enterprise at the moment, please let us know. Please also share with us your work within affected communities and information we can help take to policymakers by contacting membership@socialenterprise.org.uk.

Charitable Social Enterprise Leisure and Cultural Services provider GLL has committed to become Carbon Neutral by 2050 with an ambition to achieve this earlier in response to feedback from customers and staff, and partners. Following the launch of GLL’s new Sustainability Strategy that sets out the leisure trust’s longer-term ambitions and targeted actions between 2023 to 2027,  staff training on business sustainably was made a priority for the in-house management development programme during 2023/2024. 'Respecting the Planet' is one of GLL’s 6 Core Values underpinning its 5 Year Corporate Plan. Now, following a review of skills gaps with managers at the UK’s largest operator of public pools (and plant rooms), GLL has designed the ‘Managing Your Business Sustainably’ module. The practical training was designed and piloted by GLL’s in-house experts Chris Hebblewhite (Director of Standards and Compliance) and who has previously advised on  pool operations for both London 2012 and Rio 2016 Olympics, Jeremy Gould (National Sustainability Manager) and Lee Franklin (National Facilities Manager). In recognition of the importance of this topic, The Chartered Institute for the Management of Sport and Physical Activity (CIMSPA) will now endorse 10 CIMSPA points to those that complete this module from September 2024. Comprising of online learning, a practical workshop and classroom work, the one-day module covers all aspects of efficient pool plant operation and housekeeping. General Managers and Partnership Managers stand to benefit most from the training as GLL underpins and strengthens is commitment to sustainability throughout its business which employs 11,000 people and creates in excess of £440m in social value each year. 50 Managers have been trained across three pilots at Rivermead Leisure Centre in Reading, Britannia Leisure Centre in Hackney and The Sands Leisure Centre in Carlisle. Chris Hebblewhite, Director of Standards and Compliance, GLL said: “Sustainability is embedded in GLL’s DNA. We must do all we can to reduce carbon emissions and energy consumption for the benefit of the communities we serve. “Training our people to both ‘talk the talk’ and ‘walk the walk’ is hugely important to us. We are determined to make a real difference and we can already see the results coming through in real terms in our Carbon emissions. “So I’m delighted that 100% of learners felt their knowledge of sustainability issues has improved as a result of this highly practical training intervention.” GLL aims for all General Managers to attend this training over the next 12 months. Clare Dunn, Associate Director of Business Engagement at CIMSPA said: "It's fantastic to see that GLL has pledged to become carbon neutral, with a powerful declaration of their commitment through their CPD module. Sustainability is such a vital topic - becoming more sustainably aware is everyone's responsibility and it’s one that as a sector we need to be leading on. It's great that GLL are instilling this knowledge into their workforce in order to benefit their current communities and future generations." For further information on sustainability training or other modules that form part of the management development programme, please contact  LearningandDevelopment@gll.org

Speakers from across the world are joining together for a virtual event focused on an often-hidden form of domestic abuse. It is the third time social enterprise PEGS have hosted an annual conference, with some speakers returning to share updates on their work and research – as well as new speakers being added to the line-up. The Child to Parent Abuse International Conference aims to highlight the efforts to support families affected by this type of abuse – thought to impact up to 10% of households – as well as raise awareness of best practice and policies. Attendees will have the chance to hear from esteemed speakers such as Richard Robinson, Chief Executive of Hourglass – a charity which works to end abuse towards older people in the UK; His Honour Judge James Burbidge KC; researcher and consultant Amanda Warburton-Wynn; and Jeremy Todd, Chief Executive of Family Lives – which provides early intervention and crisis support to families who are struggling. Michelle John, PEGS Founder, said: “We are delighted to once again be hosting a conference which brings together professionals from across the public, voluntary and private sectors as well as academics and researchers to discuss Child to Parent Abuse. “It’s only by sharing our knowledge, highlighting best practice, and understanding the reality facing so many families here in the UK and all around that world that we can collectively work to support those families effectively, understand why and when CPA happens, and ultimately to reduce the instances of it occurring. “We are delighted to have a packed schedule full of speakers who will be able to share fantastic insights, statistical and anecdotal evidence, and opinions on how best to move forward with our audience. And by hosting the conference virtually, we hope to ensure it’s as accessible as possible for attendees wherever they are based.” Tickets are available now, with a discount for those working for charities or social enterprises. Simply visit www.pegsevents.co.uk to find out more and purchase your ticket. PEGS is a social enterprise set up to support parents, train professionals, raise awareness and impact policy. It has impacted the lives of thousands through specialist parental services, as well as working with local and national governments, and partnering with charities in the UK and abroad. Search PEGS Support on social media to connect with the team. For further information, please email media@pegsupport.com.

With the UK Government now promising a ‘New Deal for Working People’ that will overhaul existing conditions and strengthen workers’ rights, the world of work is at the heart of political debate - but what does good work look like? Our latest research suggests that social enterprises can offer a blueprint for a better way of doing business. Our new paper, published in partnership with the Living Wage Foundation, delves into the quality of employment created by social enterprises compared to the wider business community. From training and pay to flexibility and inclusion, the report finds that social enterprises represent business at its best  – which helps them recruit and retain staff. While millions of UK workers take home wages that won’t cover basic necessities, social enterprise employers are far more likely to pay the real Living Wage (RLW). Eight in ten social enterprises pay the RLW (currently £12 across the UK and £13.15 in London) compared to just one in nine employers as a whole. They are often also set up to create jobs and opportunities for those furthest from the labour market such as disabled people, those with mental health problems and the long-term unemployed. Once in work, the research showed that social enterprises are more likely than other businesses to offer training and development opportunities, with 77% providing this compared to just 60% of other businesses. Social enterprises are also shown to have a diverse range of ownership and leadership models, which are more likely to provide workers with a voice to influence their organisation; 38% of those with business boards reported that membership included employees. A dedication to changing employment practices can be found in social enterprise Clean for Good, which is featured as a case study in the report. It shows how a social enterprise can challenge practices in the traditionally exploitative cleaning sector through a dedication to paying the RLW. Satisfaction rates at the business are regularly in excess of 85%, and all of its cleaners enjoy terms and conditions above the statutory minimums. Instead of a race to the bottom, it’s using its position as a business dedicated to the wellbeing of staff as a factor in winning new contracts. Our head of research Dean Hochlaf, who led the report, said: "Good working conditions are the foundation of a stronger, fairer, more prosperous economy – and it’s clear from this in-depth study that social enterprises are leading the business community in setting higher standards for their workforce and creating better employment opportunities for everyone. In turn, social enterprises are reaping rewards from recruitment and retention to morale and productivity, showing that good work can be good for business.”

Our new government put forward a long list of Bills in the King’s Speech, many of which hold significant potential value for progressing social enterprise – from corporate governance reform to green investment, workers rights to mental health support, and community ownership to skills development. Overall, it seems our political leaders have nearly grasped that mission-led business can be key part of the answer to many of the challenges we - and they - face, but still not yet fully realised our potential.  The proposed Employment Rights Bill helps align mainstream business with practices already common among social enterprises. Social enterprises are more likely than other businesses to pay the Real Living Wage, offer flexible working and include staff in decision-making. Whereas mainstream businesses have a knee-jerk opposition to improving rights, social enterprises focus on addressing barriers, such as limitations imposed by public sector contracts. Proposed legislation to improve business behaviour and delivery for consumers on water [1], football, buses and rail offer an eclectic approach from nationalisation to sanctions. However, there is a common theme in focusing on purpose rather than profit across public services, utilities and community assets. While greater transparency is welcome, the Bill needs to be more ambitious, pushing all businesses to behave well rather than just trying to stop the worst offenders from exploiting gaps. Proposed corporate governance legalisation, for instance, is a missed opportunity to join the dots between poor performance of public service provision and regulation. It is also not yet clear how the government’s role in derisking private investment - as proposed across the National Wealth Fund, British Business Bank, UK Infrastructure Bank and more - will trickle down to SMEs and social enterprises, or how these huge funds will be owned and governed for the longer term. On Great British Energy, plans are still a bit muddled. The King’s Speech specifically said the government will develop, own and operate assets – rather than making investments, which was previously proposed. Either way, we await the detail on opportunities for community energy and whether communities will be able to take forward projects on similar terms to local authorities.    Both the Product Safety and Metrology Bill and Digital Information and Smart Data Bill provide opportunities to ensure democratic and inclusive access to technology and data – as set out through the Future Economy Alliance’s work [2], which Social Enterprise UK has helped convene. The English Devolution Bill offers potential to build on what we’ve already seen in the Devolved Nations and Mayoral Combined Authority areas, whereby strategic social enterprise support has been much stronger than in Westminster. We await more clarity about which departments and ministers will take responsibility for social enterprise, and where the commitment to grow diverse business models - doubling coops and mutuals - will sit. [1] Letter: Water crisis is a chance to reset business norms (archive.ph) [2]https://static1.squarespace.com/static/64a584ea841fde6445ba3478/t/65e208500a24c92b7c7e764d/1709312083037/Business+Plan+for+Britain+full+report.pdf

A play inspired by group of doctors working for City Health Care Partnership’s Macmillan service about what it’s like to live with (and beyond) cancer has now been turned into a film called KPOW! (Know the Power Of Words), to show everyone who has contact with cancer patients how powerful their words can be. Dr Kate Thomas, one of the doctors who commissioned the original play, explained how it came about. “It started with a conversation between Dr Hannah Coysh and Allyson Kent, who is living with cancer. They met at 5K Your Way, a Parkrun initiative for people impacted by a cancer diagnosis. “Allyson talked about her diagnosis and experience and what she’d learned. Hannah thought, ‘That sounds like a play!’ and the idea was born.” With funding from CHCP, Hannah, Kate and Dr Marie Cohen commissioned playwright Libby Pearson to write a play to be performed at a Macmillan conference in June 2023. It was extremely well received and Allyson felt that it needed to go further and be seen by more people, so the next step to was to make a film. The film was funded by Humber and North Yorkshire Cancer Alliance and Macmillan Cancer Support and premiered at Hull Truck Theatre on Monday 8 July. Everyone involved in the project is eager to share the message of KPOW! with as many people as possible, including doctors, nurses, paramedics, social workers, care workers and admin teams to spread its impact and influence and change the experience of people living with cancer for the better. You can watch the film on YouTube here About City Health Care Partnership CIC City Health Care Partnership CIC is an independent ‘for better profit’ and co-owned Community Interest Company responsible for providing local health and care services. Registered in England No: 06273905 We provide over 50 diverse services in community settings, including Palliative Care, District Nursing, TB Clinics, Sexual Health, Dentistry, Public Health, GP Practices, Urgent Treatment Centres, Community Rehabilitation, Eating Disorders, Domiciliary Care and Psychological Wellbeing to name but a few and employ around 2,000 people All profits from all our growing ventures are reinvested into services, colleagues and the communities in which we work. Our recent Social Return on Investment audit showed a return of £55.85 for every £1 spent on community funded activities. For more information on the services offered by CHCP CIC please see www.chcpcic.org.uk. Follow us on X www.twitter.com/CHCPHull. Find us on Facebook at www.facebook.com.

A group of gardeners with learning disabilities are celebrating after showing off their pioneering garden to tens of thousands of people at the world’s largest flower show. The gardeners from Furzey Gardens in Minstead brought their garden ‘Reflective waters of inclusivity’ to RHS Hampton Court Flower show last week after receiving huge support from the public. After issuing a call for support in March, the gardening team received over £10,000 through donations and a raffle, with the Royal Horticultural Society contributing £1,000. The funds allowed the team to construct their garden and travel from Hampshire to RHS Hampton Court Garden Festival each day in the week before the show to build the garden. Many of the gardeners have spent a lifetime struggling against discrimination and lacking in the opportunities that many other people enjoy. The garden allowed them to demonstrate the horticultural skills they have built over many years working at Furzey Gardens, a social enterprise run by local charity Minstead Trust. The gardens have been supporting people with learning disabilities for nearly 40 years, where they maintain the gardens and raise plants for sale in the nursery. The funds raised have assisted with significant materials, transport and support staff costs required to undertake this ambitious garden build. Plant growing and buying costs was also supported by these donations. The show garden aimed to help change perceptions in society towards people with learning disabilities. Many still feel socially left out and face stigma and discrimination in their everyday lives (Scior & Werner, 2015). Gardening can play a role in giving people purpose in their life and a chance to show what they can achieve. The garden was inspired by a small waterfall area next to Furzey’s popular lake area and features plants for which the woodland garden is renowned for such as an acer Palmatum hosta’s and salvia’s. Local artist Shaun Stevens created an artist’s impression of the garden, which is named ‘Reflective waters of inclusivity’. Special personal touches from the Minstead Trust community were added, including pebbles made from reclaimed clay dug out from beneath a fallen oak tree on Minstead Trusts’ grounds. These pebbles were not just decorative; they carried the initials of the people supported by Minstead Trust, as well as staff and volunteers. Additionally, bringing character to the garden were two fairy doors, some felt butterflies and frogs made by people with learning disabilities. Supported gardener Simon said ‘I told people about the plants. I love a garden, I think the garden is pretty.’ Supported gardener Rhianne said ‘I enjoyed telling everyone about the garden and the plants from Furzey. Seeing what people think of it and telling people what we do and what we like doing. I think that the garden is beautiful.’ John Davies, Minstead Trust senior instructor, said: ‘This was a really exciting challenge the guys took on, a chance for them to show what they can do if given opportunities that are usually not available to them. ‘Many of them have been through really hard times in their lives and they have loved standing at the show and feeling really proud of what they have achieved. I hope people will continue to support us so that we can change some minds around what people with learning disabilities can do if given a chance.’ Find out more about the garden at minsteadtrust.org.uk/hampton About Furzey Gardens Furzey Gardens is an informal woodland garden near Lyndhurst, which is open to the public. It is a social enterprise of Minstead Trust, providing training and work experience in aninspirational setting where people with learning disabilities can learn new skills in horticulture and hospitality. About Minstead Trust Minstead Trust, established in 1986, is a charitable organisation whose aims are to support people with learning disabilities to achieve greater independence, lead fulfilled lives and live as full citizens in society.Minstead Trust currently supports over 320 people in in Hampshire , Portsmouth and Dorset. We offer people the opportunity to develop skills for work, skills for life and improve their health and wellbeing. Work-based skills: training in practical skills in a range of work settings, including the expectations of a workplace such as time management, health and safety and customer service. Health and well-being: physical and creative activities to promote health and leisure skills. Life skills: practical training in the skills of everyday living, both in the home and out in the community. Training and support is provided through day opportunities, support for people living in their own tenancies or our residential care home, respite short breaks and community pay-as-you-go groups.

Billions of people will vote in national elections this year – in 97 countries around the world from the US to France, India, Brazil and beyond. There’s a lot happening. For some of us, these election campaigns are overlapping with the cricket 2020 world cup, then the Euros, which in turn run into Wimbledon, and the Tour de France, which will lead into the Olympics. For others, maybe House of the Dragon is competing with Glastonbury and Co-operative Fortnight, or whatever else you’ve got going on. It seems to be a busy, overlapping, even overwhelming and certainly confusing time. Anyway, congratulations to our new Labour government in forming a historic majority in Parliament. What does this mean for social enterprise? What have Labour said about us?  Well, there are some exciting signs, as well as some rather messy, fuzzy and confusing messages. Excitingly, the Labour manifesto makes a clear commitment to “support diverse business models” as well as aiming to double the size of the UK’s co-operative and mutuals sector. This is fantastic news. Any advocate for social enterprise - co-operative or otherwise - should celebrate this explicit commitment to alternative ownership models from the UK government, for the first time in a long time. At Social Enterprise UK, we are pleased and proud to have worked with our friends at Co-operatives UK and the Co-op Party in pushing both the tighter focus on co-ops and the broader agenda around business diversity. Meanwhile, Labour grandees are talking up the idea of an Office for the Impact Economy[1]. Labour mayors are - not just talking about – but also supporting the social economy in Bristol and London, business for good in West Yorkshire, and the VCSE sector in Greater Manchester. Our partners in the Future Economy Alliance have come together under the banner of mission-led businesses (which echoes Labour’s talk of mission-led government) while others have decided they like the term purpose driven business. There’s a lot going on. These terms can be confusing. Of course they overlap. Many of our members are social enterprises and co-operatives and mutuals, driven by purpose and focused on a mission. Ultimately, even while we may pine for greater convergence and consistency in language, the good news is that we now have the government’s manifesto, as well as powerful regional and national politicians, focused on our movement, seeing social enterprise and family as part of the solution. We must await what this means in practice for helping social enterprises grow and thrive. Will these promises help smooth the flow of funding and finance, improve procurement and public services, level the playing field and the business landscape, and bolster the capacity of entrepreneurs and teams working in social enterprises? As the leading national voice for social enterprise, we will of course work to help turn the government’s policy promises into practical and useful support for our members and beyond. The new government has set out various other policies in its manifesto. Many of our members will be pleased to see the commitment to more care delivered locally, to spotting problems earlier and shifting resources to community services. Others will have questions about using public funds to de-risk private investment, with concerns about socialising risk and privatising reward. Some will want to deepen commitment to addressing the climate emergency. A lot would like a little less talk of UK PLC and a more imaginative conception of UK CIC. Some of us are impatient for deeper, more structural transformation across our economy, democracy, and country. Today’s change of government is just the start. By Dan Gregory - Director at Social Enterprise UK [1] https://www.cityam.com/labour-must-partner-with-businesses-in-the-impact-economy/ https://www.probonoeconomics.com/what-would-an-office-for-the-impact-economy-mean-for-charities