Research into the Social Enterprise Sector in South Ayrshire. Ailsa Horizons on behalf of South Ayrshire Social Enterprise Network

Size: px
Start display at page:

Download "Research into the Social Enterprise Sector in South Ayrshire. Ailsa Horizons on behalf of South Ayrshire Social Enterprise Network"

Transcription

1 Research into the Social Enterprise Sector in South Ayrshire Ailsa Horizons on behalf of South Ayrshire Social Enterprise Network Final Report September Myrtle Park, Glasgow G42 8UQ t:

2 Contents 1. Executive summary Introduction and methodology Social enterprise in South Ayrshire Priorities and action plan Appendices Appendix One: Survey Monkey Survey Appendix Two: List of Consultees Page i

3 1. Executive Summary 1.1 We (ODS Consulting) were commissioned by Ailsa Horizons and Access to Employment to undertake a research project on behalf of the newly established South Ayrshire Social Economy Network (SASEN). 1.2 The research aimed to develop a profile of social enterprises in South Ayrshire; explore the views of social enterprises and other stakeholders; and develop a practical action plan to inform the activities of SASEN. The research was targeted social enterprises and aspiring social enterprises; and had their main office or delivered their main activities in South Ayrshire. 1.3 The research involved: A survey with social enterprises and aspiring social enterprises; follow-up telephone interviews with social enterprises; telephone interviews with policy shapers; and the development of an outline action plan for SASEN. 1.4 The research found that: Most organisations responding to the research were relatively small with fewer than five staff and annual turnovers of less than 100,000. The most common constitutional arrangement for social enterprises was as a Company Limited by Guarantee. Most were also registered charities. Almost two thirds of organisations responding to the research already generate at least 50% of their turnover through trading, as opposed to grant funding. Individual people; community or voluntary groups; and local authorities were the main sources of income identified (other than grant funding). Social enterprises and aspiring social enterprises in South Ayrshire deliver a wide range of activities to meet their social or environmental objectives. Many activities support vulnerable people and people experiencing disadvantage or exclusion. There are opportunities to build on existing strengths and grow social enterprise in South Ayrshire - with the right support and development. Although it is very difficult to accurately estimate the total turnover of the sector (and any such figures should be treated with caution) the research suggests the total annual turnover of social enterprises in South Ayrshire could be in the region of 18 and 27 million per year. Page 1

4 2. Introduction and Methodology About this report 2.1 We (ODS Consulting) were commissioned by Ailsa Horizons and Access to Employment to undertake a research project on behalf of the newly established South Ayrshire Social Economy Network (SASEN). 2.2 The research aimed to: develop a profile or map of social enterprises in South Ayrshire; explore the views of social enterprises and other stakeholders in relation to social enterprise development in South Ayrshire; and develop a practical action plan to inform the activities of the South Ayrshire Social Economy Network. 2.3 This research follows similar research carried out by ODS Consulting on behalf of South Ayrshire Council in It included a mapping exercise, consultation with social economy organisations and other stakeholders, and the development of action plans and referral arrangements for the Local Social Economy Partnership. 2.4 This report provides an analysis of the findings from a survey with social enterprises and telephone interviews with social enterprises and policy shapers in South Ayrshire. It also includes key priorities and proposed actions for SASEN over the next 12 to 18 months. 2.5 This report includes: Section 1: Introduction and Methodology Section 2: Social Enterprise in South Ayrshire Section 3: Priorities and Action Plan Scope and definitions 2.6 In agreement with SASEN, we adopted a definition based on the Department for Trade and Industry definition of social enterprise. That is a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit Throughout the research we described a social enterprise as being a business which: 1 Department for Trade and Industry, Social Enterprise: a Strategy for Success, 2002 Page 2

5 has objectives which are mainly social or environmental; reinvests most of its profits for social or environmental purposes; earns some or all of its income from winning contracts for services or selling goods or services; and is not entirely reliant on grant funding. Our methodology 2.8 The research was targeted at organisations which: considered themselves to be social enterprises or aspiring social enterprises; and had their main office or delivered their main activities in South Ayrshire. 2.9 A number of organisations who responded covered a wider area than South Ayrshire. In four cases respondents were part of much larger national organisations. In relation to most questions, respondents were able to provide a breakdown of information about the South Ayrshire part of their operations. We have included all surveys received in our analysis and drawn attention to any issues of interpretation Where possible we have compared the survey findings in 2013 with those in However, such comparisons should be treated with caution for two main reasons. Firstly, the scope of the research is different the research in 2006 engaged with social economy organisations rather than social enterprises. Secondly, while some of the questions are similar to those asked in 2006 they are not identical. Inception meeting 2.11 We met with a group of representatives from SASEN in June 2013 to discuss the project. At this meeting we discussed our proposed methodology; agreed the definition of social enterprise we would use; identified which organisations we should carry out telephone interviews with; and identified topics for the survey and discussion guides. Survey with social enterprises 2.12 An online survey was developed using Survey Monkey. VASA issued the survey by to all the third sector organisations on their database. The survey was open between 5 June and 27 July The survey was widely promoted by SASEN members, and VASA in particular. VASA volunteers and staff made approximately 100 follow up phone calls to encourage social enterprises to make a response. The survey was also Page 3

6 promoted through their bulletin, on their website and at events. To encourage responses an incentive of a 50 prize draw was offered to participants A total of 31 survey responses were received. Interviews with social enterprises 2.15 We carried out six telephone interviews with social enterprises or aspiring social enterprises. All had completed a survey. We aimed to speak with organisations which ranged in size, age and geographic coverage Each interview lasted between 20 and 40 minutes. A semi-structured discussion guide was used The interviews built on each organisation s survey response and explored: understanding of terminology and definitions; information about their organisation; strengths and weaknesses of social enterprises in South Ayrshire; experiences of procurement and income generation; and support needs, including the potential role of SASEN A list of the consultees is included as Appendix 2. Interviews with policy shapers 2.19 We carried out six telephone interviews with representatives of organisations or programmes with a strategic interest in social enterprise in South Ayrshire Each interview lasted between 20 and 40 minutes. A semi-structured discussion guide was used. The interviews explored: terminology and definitions; strengths, weaknesses and changes in the sector; potential opportunities for social enterprises; areas for development; the role of SASEN; and experience of commissioning services or activities from social enterprises A list of the consultees is included as Appendix 2. Page 4

7 Conclusions about the size of the sector 2.22 The analysis relating to the size of the sector includes data on two major social enterprises based in South Ayrshire which did not respond to the survey. In one case the organisation was able to provide data on staff numbers and turnover in South Ayrshire for the purposes of this research. In relation to other organisation, publicly available figures for their 2011/2012 turnover were used The figures for the estimated turnover of the sector should be treated with caution as broad assumptions were made in this analysis. Further information is available in Section 3. Page 5

8 3. Social Enterprise in South Ayrshire 3.1 This section provides an analysis of the online survey with thirty-one social enterprises or aspiring social enterprises; follow-up telephone interviews with six social enterprises; and six telephone interviews with policy shapers. Type of organisation 3.2 Table 2.1 shows how survey respondents answered when asked about the type of organisation they considered themselves to be. Table 2.1: Survey response to Question 2: Do you consider your organisation to be... Type of Organisation Number (n=27) % of respondents Social Enterprise 18 6 Aspiring Social Enterprise 5 19 Other Of the organisations that answered this question, the majority indicated they considered themselves to be social enterprises (67%). A smaller but significant proportion (19%) considered themselves to be aspiring social enterprises. Two respondents identified as other said they were charities or voluntary organisations. Area of operation 3.4 Table 2.2 shows the main geographical coverage of the organisations which responded to the survey. Table 2.2: Survey response to Question 3: What geographical area does your organisation operate in? Geography Number (n=30) % of respondents Specific communities or parts of South Ayrshire Across the whole of South Ayrshire 7 23 South Ayrshire and other parts of Scotland 4 13 South Ayrshire and other parts of the UK 3 10 Other Most organisations responding to the survey (43%) focused on specific communities or parts of South Ayrshire. About a quarter of organisations responding (23%) said they operated across the whole of the South Ayrshire area. A further quarter (23%) said they operated in other parts of Scotland or the UK. Some national organisations indicated they have local offices in South Ayrshire. Page 6

9 3.6 In 2006, a significant proportion of organisations also said they operated mainly in specific communities. At that time, there were clusters of social economy organisations operating in regeneration areas. 3.7 In 2013, Girvan and South Carrick featured most prominently as areas of operation for social enterprises. Size (Staff and turnover) 3.8 As with the 2006 research, size estimations were based on two sets of data the number of staff employed and the turnover of the organisations. Table 2.3 summarises the responses relating to staff numbers. Table 2.4 summarises the responses relating to turnover. Table 2.3: Survey response to Question 4: How many paid staff does your organisation employ 2? Whole organisation Staff based in South Ayrshire Estimated size of full Number of % Number of % time equivalent 3 organisations (n=31) organisations (n=24) None or less Most organisations responding to the survey were small in terms of staff numbers. As Table 2.3 shows, most organisations have five or fewer full time equivalent staff. This includes eight organisations who said they had no staff at the present time. In some cases this may be due to their early stage of development. 17% of organisations had between 6 and 10 full time equivalent staff based in South Ayrshire, and similar proportions (13%) had between 11 and 20 staff and more than 21 staff operating in South Ayrshire. One large social enterprise (who did not complete a survey but provided information on staff numbers) employs 360 full-time equivalent staff, 240 of which are based in South Ayrshire Although it is very difficult to make meaningful comparisons between the staff figures in 2013 and those collected in 2006 (as explained in the introduction), the profile of respondents is quite similar in terms of staff numbers. In 2006 just under two thirds of organisations responding had five or fewer staff. 2 This table includes information from one large social enterprise which did not complete a survey but provided information on turnover and number of full-time equivalent employees. 3 Organisations were asked about the number of full time and part time staff they employed, and how many of these staff were based in South Ayrshire. Two organisations had their main offices outside South Ayrshire, but provided details of the proportion of resources in South Ayrshire and so have been included. Calculations assume part-time staff are equivalent to 0.5 of a full time staff member. Page 7

10 Table 2.4: Survey response to Question 9: Approximately, what is your organisation s annual turnover? 4 Annual Turnover Number (n=22) % Less than 10, , , , , Over 500, In general, turnover figures reinforce the small size of most organisations responding to the survey, with about two thirds of organisations (64%) indicating an annual turnover of less than 100,000. A review of publicly available figures and further information submitted for the purposes of this research suggests two very large social enterprises based in South Ayrshire (who did not respond to the survey in full) have annual turnovers in excess of 5 million. Estimating the total turnover of the social enterprise sector in South Ayrshire 3.12 It is very difficult to accurately estimate the total annual turnover of the social enterprise sector in South Ayrshire based on the results of the survey sample. The survey is not representative, and it is likely that respondents estimated their turnover in slightly different ways. In addition, there is no comprehensive figure for the total number of social enterprises in South Ayrshire. However, by making some broad and reasonable assumptions (based on the survey results and the knowledge of key stakeholders) it is possible to establish a broad estimate From a review of the VASA database, it seems likely that approximately 100 active social enterprises are currently based in South Ayrshire. If we assume the survey sample is representative, the total turnover of social enterprises 5 generated in South Ayrshire is estimated to be in the region of 18 million per year. Given that at least two major social enterprises based in South Ayrshire did not complete the survey, this figure is likely to significantly underestimate the turnover of the sector. When these two organisations are considered 6, the turnover is likely to rise to approximately 27 million. Constitution 3.14 Table 2.5 below provides an overview of the constitutional arrangements of organisations which responded. Table 2.6 shows the number of organisations which are registered as a charity. 4 It should be noted that a number of organisations covered a larger area than South Ayrshire. The total turnover numbers on this table include all organisations responding to the survey including one large national organisation. 5 This figure only includes turnover for organisations which described themselves as social enterprises (rather than aspiring social enterprises or other ). 6 One organisation provided figures for its South Ayrshire specific turnover for this research turnover figures were publicly available for the other organisation online and a third of this turnover has been included in our calculations to take account of the fact that this organisation operates across Ayrshire. Page 8

11 Table 2.5: Summary of survey response to Question 5: How would you describe your organisational structure? Constitutional Arrangement Number (n=29) % Company limited by guarantee Constituted Group 7 24 Scottish Charitable Incorporated Organisation 5 17 Company limited by shares 0 0 Other 2 7 Community Interest Company 1 3 Industrial or Provident Society 0 0 Table 2.6: Survey response to Question 6: Does your organisation have charitable status? Charitable status Number (n=31) % Yes No The most common constitutional arrangement was a company limited by guarantee making up almost half (48%) of the organisations that responded. A further 17% are Scottish Charitable Incorporated Organisations. About a quarter (24%) of the organisations who responded considered themselves to be constituted groups, with the remaining percentage constituted in a variety of ways. Seventy-one per cent of the organisations said that they had charitable status In 2006, 41% of social economy organisations surveyed (roughly the same proportion as organisations responding in 2013) were companies limited by guarantee, 35% were constituted bodies and 60% had charitable status. Sources of income 3.17 Table 2.7 shows the proportion of income generated through trading and table 2.8 shows the range of income sources organisations responding to the survey identified. Table 2.7: Survey response to Question 11 Approximately, what percentage of your turnover is generated through trading or income generation activity (as opposed to grant funding)? Proportion of Turnover Number (n=27) % None % % % % % % 6 22 Page 9

12 3.18 The proportion of organisations which secured a substantial element of their income from trading was high. Almost two thirds of organisations that answered this question (63%) indicated their organisation obtained at least 50% of their turnover through trading, as opposed to grant funding. Four out of five organisations (81%) secured at least some funding through trading with only five organisations saying that none of their turnover was from trading. However, it is important to recognise that three of these organisations had not been operating for long. Table 2.8: Survey response to Question 12: Who do you generate your income from (excluding grant funding)? Who do you charge for services? Sources of Income Number(n=28) % (some indicated more than one source) Individuals Community or Voluntary Groups Local authorities Other public sector organisations 6 21 Other Social Enterprises 4 14 NHS Boards 1 4 Other Individuals were indicated as being the most common source of income by the organisations who responded (75%). Four out of ten (39%) organisations generated income from local authorities; only one (4%) from NHS Boards; and about two out of ten (21%) generated income from other public sector organisations. Four out of ten (39%) generated income from community or voluntary groups the same proportion which generated income from local authorities. In the other category, respondents highlighted fundraising activities and income from consultancy assignments for private sector organisations. Main purpose and activities 3.20 Question 7 asked organisations, What is your organisation s main social or environmental purpose. Question 8 asked, What are your organisation s main service or activities? 3.21 Most respondents that answered indicated their main purposes related to improving communities. Many focused their services or activities at particular groups within communities including younger people; older people; people experiencing disadvantage and financial exclusion; people with drug or alcohol problems Respondents outlined a wide range of activities they undertake to deliver their main social or environmental purpose including: providing centres or activities which bring communities together, and provide places for social interaction; providing health information and advice; Page 10

13 delivering health and fitness activities or providing healthy meals for people; information and advice on finances and debt; information and advice on housing issues; arts, craft and cultural activities for communities; employability support and training; childcare; and one to one support and care to people who need it (including older people, younger people, people with learning disabilities, people who are financially excluded and people who experience drugs and alcohol problems). Social enterprise terminology 3.23 All social enterprise organisations interviewed and policy shapers were asked how familiar they were with the term social enterprise. Most of those interviewed felt that they understood what a social enterprise was. Unsurprisingly, those who had been involved in work to promote or develop the social enterprise sector were most familiar and comfortable with the term Some interviewees highlighted that there remains confusion between the term social enterprise and related terminology such as social economy or third sector. Some highlighted that such terms are used in different ways by different organisations. Some organisations describe themselves as social enterprises but are not, while other true social enterprises never use the term Those who were most familiar with the term emphasised the key feature of social enterprises was that they generated income in a commercial or business-like way, but for the good of the community. Some emphasised that social enterprises are not reliant on grants. It is not just about getting grants it is about proactively tendering and selling services However, one policy maker felt that it was unrealistic for social enterprises not to rely on grant funding at all. Another felt that social economy organisations sometimes use the term social enterprise to legitimise requests for financial assistance for activities which are not tradeable services Policy shapers discussed the importance of having a clear definition of social enterprise. On the one hand, some felt that the importance of definitions can be over-emphasised. On the other hand, a few policy makers felt strongly that the current variable use of the term social enterprise can be confusing. In their view, this leads to uncertainty about who is and isn t included in the sector, and makes it harder to develop core messages and target activities which promote or support social enterprises. There is a need for an agreed definition and clarity around language. Page 11

14 There is currently a lack of understanding about what comprises the sector in South Ayrshire this is a fundamental problem in developing the sector. Changes in the social enterprise sector 3.28 Interviewees were asked if they had noticed any changes in the sector in recent years. A few policy makers didn t feel they had a clear enough picture of the sector to be able to comment on this Interviewees highlighted very little significant change to overall size and nature of the sector in South Ayrshire. Some (both policy makers and social enterprises) felt that there is more awareness of social enterprise as a potential model now than in the past. It was suggested this may be a result of increased political and Government emphasis on social enterprise. One social enterprise suggested this had led to a greater awareness within the public sector. A policy maker suggested that a few very successful social enterprises in South Ayrshire had raised awareness and interest in the idea Social enterprises interviewed felt there has been a lack of progress within the sector which they largely attributed to lack of leadership and public sector support. Some interviewees felt that the lack of promotion of the sector, both internally and externally, had contributed to a lack of growth. Interviewees highlighted that while new social enterprises had emerged, others had since disappeared. There was concern that the benefits of becoming involved in the sector were not communicated well to potential social enterprises The views of social enterprises contrast with the expectations of the organisations involved in the 2006 research, many of whom were very positive about the future of their organisations. While the issues of concern expressed by social enterprises in 2013 may have influenced the shape and size of the sector, it seems likely that major changes to the economy and public sector finances have also been influential. We really are where we were seven years ago Strengths and weaknesses 3.32 Organisations interviewed were asked to identify the main strengths and weaknesses of the South Ayrshire social enterprise sector Social enterprises emphasised the importance of a few strong and longstanding social enterprise organisations. Such organisations were seen as having the knowledge and expertise to help smaller and less established organisations grow and to build the capacity of the sector as a whole. One policy shaper emphasised the importance of such organisations in raising aspirations among others and highlighted the work of Ailsa Horizons as an example: They have done great work to build capacity in the Carrick area, giving life to projects which wouldn t have happened otherwise. Page 12

15 3.34 Both social enterprises and policy shapers felt that the variety and enthusiasm of the sector in South Ayrshire was an important strength that could be built upon Whilst the existence of a few long standing social enterprises was seen as a strength, there was some concern that the sector was dominated by a few organisations, to the exclusion of others. Some interviewees identified a lack of younger social enterprises at the forefront of the sector in South Ayrshire. Several policy shapers expressed a desire for more new organisations and new individuals to become involved in the sector as a whole. This could bring new thinking, skills and extra resources to promote and strengthen the sector Social enterprises also expressed concern about the nature of the sector in South Ayrshire, and the way social enterprises currently work together. In particular, they felt the sector was smaller, less cohesive, lacked leadership and identity compared with other areas in Scotland. They spoke of silo working within the sector; organisations avoiding encroaching on others areas; and poor communication within the sector (which led to some organisations feeling out of the loop ) Social enterprises also felt there was a need to review and develop the relationship with the public sector in South Ayrshire both in terms of strategic support and procurement. Some felt there was a lack of support and recognition for the existing strengths of the sector and its organisations; too great a focus on developing new social enterprises; and a lack of consistent and effective advice Both policy shapers and social enterprises felt that work is needed to promote and raise awareness of sector. This would help overcome misunderstandings about social enterprise and its role Policy shapers expressed concern that individual social enterprises and the sector as a whole is sometimes seen to lack professionalism. They highlighted that some stakeholders may also be concerned about the long term financial viability of some organisations. One policy shaper described the sector as a very mixed bag - while some were viewed as being very successful, well respected organisations, others were not Another key area for development related to skills of senior staff and Board members in some social enterprises. Policy shapers felt that some social enterprises needed to develop their leadership, business strategy and business management skills. Some felt that this was a particular issue where organisations had changed over time from being small, voluntary led organisations which were mostly grant funded to organisations which needed to be more business like in their approach. Often [social enterprises start with] a group of people with a common interest or a common goal. Then they evolve but lack the skills they really need. Page 13

16 Procurement 3.41 Social enterprises interviewed were asked how funding and procurement opportunities had changed for their organisations in the past five to ten years. A minority of interviewees felt that there were now more funding and procurement opportunities available and that larger value three-year contracts were providing more stability for social enterprise organisations All social enterprises interviewed were asked about the value and duration of any contracts, service level agreements or funding arrangements they had with local public sector organisations Half of the social enterprise organisations interviewed held formal contracts with South Ayrshire Council and other local authorities. Some organisations highlighted that the short term nature of some service level agreements (which are renegotiated once a year) present challenges for the organisations concerned. Another spoke of a job by job approach to commissioning of their services by South Ayrshire Council. One organisation highlighted that other local authorities they delivered services for had three year service level agreements instead. These organisations called for a more strategic approach to procurement and the use of three year contracts where possible Organisations which had not been successful securing public contracts felt it was difficult for small organisations to demonstrate the financial history and permanent staff conditions that public contracts often required. For some this means funding has been secured from awarding bodies including the Big Lottery and selling private services Policy shapers were asked about their experience of commissioning services or programmes with social enterprises. Policy shapers with experience of commissioning highlighted that it is important for social enterprises to be able to compete with other businesses. One policy shaper highlighted the wide variety of experiences and skills relating to tendering within the sector. While some are very experienced, know the language involved and have the right skills to prepare tenders, others found it more difficult. They need to be (and be seen to be) more business like 3.46 Another policy shaper emphasised that opportunities already exist to support social enterprises improve their knowledge and skills in relation to tendering and the Council could work with the Network to explore this further Public sector organisations were asked about the use of community benefit clauses in relation to social enterprises. No one had experience of this to date. In general, such clauses are being used to secure training and work placements for local people in larger construction projects. But there may be potential to explore this further with the Council and others. Page 14

17 3.48 Social enterprises highlighted a number of specific challenges they felt affected their income generation opportunities. They expressed concern about: Less money being available to social enterprises as a result of fewer opportunities, smaller funding pots and the economic downturn. There is increased competition for funding from large national providers, the private sector and other local social enterprise organisations. There is a perceived lack of understanding of the sector by the public sector, resulting in social enterprises being discounted from certain procurement opportunities. The promotion of social enterprises has not been effective in South Ayrshire. There is a lack of expertise and resources among smaller and less established social enterprises to access funding and procurement opportunities. The rural nature of South Ayrshire can make it difficult for rurally-based social enterprises to compete. Future opportunities 3.49 Policy shapers were asked to identify potential income generation opportunities for the sector. The key areas identified related to emerging public sector priorities including: social care particular for older people; supporting young people into training and employment; and supporting people in financial difficulties, particularly given the Welfare Reform agenda Other opportunities related to gaps in community services which the private sector seems unlikely to fill such as village shops. It was felt that there is a need for interested people to identify these opportunities, and pursue new social enterprises as a result In addition, a number of areas of work were identified which may offer opportunities to individuals or organisations who wanted to generate income and reinvest this in social objectives. These included: childcare; the renewable industry; and tourism. Support to the sector 3.52 Interviewees were asked about their involvement with SASEN to date. Only one policy shaper had had any direct contact with SASEN. Only one other knew about the network. Page 15

18 3.53 Half of the social enterprise organisations interviewed were involved in establishing the Network. Some of these people highlighted that the network was at an early stage, therefore its full potential remained to be seen. However, it was generally agreed by these interviewees that SASEN had the nucleus of a good network committee, with the interests of the community at heart Most social enterprises and some policy shapers felt that the Network would be potentially beneficial but this was dependent on effective resource-sharing and engaging smaller, newer social enterprises. Some felt that SASEN had yet to effectively communicate its message Policy shapers and social enterprises consistently identified a number of specific areas of development for the sector: Business development support including business planning, performance monitoring and reporting. Leadership development including strategic planning and developing new approaches. Training and support in relation to tendering and funding applications. Training in a range of other areas - including financial management, employee recruitment and development and governance Several interviewees highlighted the benefits of learning from other social enterprises. To an extent, this may be achieved through engagement in SASEN. But some interviewees suggested there may be opportunities for stronger social enterprises to support others. Small organisations need to meet other, established social enterprises, those that are already experienced When asked about the role that SASEN should play, policy makers highlighted the need to focus the activities of the network. They felt it was important that the network defines its role and audiences soon, in order to prioritise its work Social enterprises identified a wide range of potential roles for SASEN including: Acting as an advocate for the sector. Creating a distinct identity for the social enterprise sector enabling it to move away from the voluntary sector. Influencing the public sector agenda through effective involvement with the Community Planning Partnership and other structures. Creating a support structure for existing and emerging social enterprises. Improving promotion of relevant funding and procurement opportunities. Page 16

19 Facilitating networking between social enterprise organisations, encouraging partnership working and sharing of knowledge and resources. Promoting best practice within the social enterprise sector. Providing a mentoring service for smaller, emerging social enterprises, linking them with more established organisation. Providing consistent guidance and support on how to establish a social enterprise A few interviewees felt it was important for the network to work within the existing strategic landscape, and add value to existing support and services. This included ensuring it links with business support organisations as well as with social economy networks. SASEN must fit with current social enterprise sector structures. It must develop in partnership with these structures as part of them, rather than outside them. Don t be too insular. There is a need to work with the wider business world. Page 17

20 4. Priorities and Action Plan 4.1 This section sets out the key priorities emerging from the report. Table 4.1 outlines proposed activities for SASEN over the next twelve to eighteen months. This table will be further developed by SASEN. Priority Area One: Agreeing and communicating the role of SASEN 4. 2 The research demonstrates a lack of awareness of SASEN among stakeholders and highlights the importance of quickly establishing its role within South Ayrshire. Whilst there is recognition SASEN is at an early stage in its development, it is important SASEN takes early steps to set out its role in South Ayrshire Once this initial promotion is complete, a more detailed engagement strategy should be developed by SASEN. Priority Area Two: Strengthening SASEN 4. 4 The research highlighted that SASEN has existing strengths which should be built on. In particular, it has a number of very successful social enterprises and policy shapers as members as well as a great deal of enthusiasm. However, there is a need to review membership and recruit new members as appropriate. In particular, there may be a need to actively engage newer social enterprises and individuals with particular skills. Priority Area Three: Advocacy for social enterprises in South Ayrshire 4. 5 A key role for SASEN will be to advocate for social enterprises at a strategic level in South Ayrshire. A range of interviewees identified the need for clear leadership within the sector, and the need to work towards developing a range of activities to support the sector maximise its opportunities. Definitions continue to be an issue for how the sector is understood, so this should be an early priority for SASEN. The main other priority relates to public procurement. Priority Area Four: Developing and promoting support for social enterprises 4. 6 There already exist a range of support services within South Ayrshire which could potentially enable social enterprises and aspiring social enterprises to develop and grow. Where possible this network of support should be built upon It will be important to recognise the different stages and variety of individuals and organisations who could potentially be encouraged to develop as social enterprises. Table 4.2 sets out the kinds of groups of individuals and organisations support might target. It includes examples of organisations which may already be in contact with the target groups or could provide support to Page 18

21 Page 19 them - but this list is for illustrative purposes only. SASEN will work to develop this table, in discussion with a wide range of existing organisations with a potential support role.

22 Table 4.1: Proposed Action Plan Priority Area Proposed Actions 1: Agreeing and communicating the role of SASEN 2: Strengthening SASEN 3: Advocacy for social enterprises in South Ayrshire 4: Developing and promoting support for social enterprises We propose SASEN... Agrees a simple, plain English message about its scope, membership, role and the way it will work with existing and aspiring social enterprises, the public and private sectors. Agrees a set of priority activities for the next 12 months (these could be based on this action plan). Communicates this information to key stakeholders through a conference to be held in November Undertakes a membership drive during and following its Conference. Agrees the main gaps in its member profile. Identifies key organisations to target as active members. Actively promotes opportunities to engage with the network in a range of ways among social enterprises in South Ayrshire. Works to agree a common definition for social enterprise in South Ayrshire (this may be based on the definition used in this research). Meets with South Ayrshire Council Enterprise services to identify mechanism to support social enterprises to tender for public contracts. Could explore opportunities to engage with local policy shapers in growing markets (such as care for older people; support for young people or tourism). Bring together Business Gateway; South Ayrshire Council Enterprise Services; Chamber of Commerce and VASA (as well as other relevant support providers) to identify existing support opportunities and how best to promote these with key target groups. Works with the NHS and South Ayrshire Council to explore strategic opportunities to develop the sector. Identifies any particular gaps and works with support providers to identify activities which might address these. Responsibility (To be agreed by SASEN) Timescales (To be agreed by SASEN) Page 20

23 Table 4.2: Target Groups for Sector Development Activities Target groups Development Priorities Examples of organisations with a current or potential support role Voluntary or social economy organisations not currently considering social enterprise Basic awareness of social enterprise VASA Ailsa Horizons What support activities could be undertaken with this target group? Written information Promotion of social enterprise news stories Voluntary or social economy organisations who already aspire to become social enterprises Existing social enterprises Social entrepreneurs (individuals or groups who have identified an opportunity) Expertise on organisational structures and constitution Business planning Start-up funding Business planning Knowledge and skills for effective tendering Leadership development Knowledge and understanding of organisational models Business planning Start-up funding VASA Ailsa Horizons South Ayrshire Council Enterprise services Business Gateway Established Social enterprises CEiS VASA Ailsa Horizons Chambers of Commerce Business Gateway South Ayrshire Council Enterprise services CEiS VASA Chambers of Commerce Business Gateway South Ayrshire Council Enterprise services CEiS Written advice Signposting to other support Seminars / training Direct support and advice (from a business advisor or other social enterprise) Written advice Signposting to other support Seminars / training Direct support and advice (from a business advisor or other social enterprise) Written advice Signposting to other support Direct support and advice (from a business advisor or other social enterprise) Page 21

24 Appendix 1: Copy of the survey monkey survey

25

26

27

28

29

30

31 Appendix 2: List of consultees Social Enterprises The following organisations participated in the survey. (Those who also participated in a follow-up telephone interview are marked with *): 1. Two Pins Community Company 2. Access to Employment Ayr* 3. Adventure centre for education (ACE)* 4. Age Concern Ayr 5. Age Concern Girvan 6. Ailsa Horizons Ltd* 7. Aspire2gether* 8. Ayrshire Independent Living Network 9. Ayrshire Pregnancy Crisis Centre 10. Ballantrae Rural Initiative Care in the Community* 11. Carrick Rural Arts Group 12. Cornerstone 13. Crafty Women 14. Dailly Community Activity Centre Association Limited 15. Girvan Community Garden 16. Kirkmichael Community Shop and Café 17. May ole Men's Health Forum 18. Monkton Village Festival Group 19. Neverassume 20. RecoveryAyr - Cafe Hope 21. Respite now 22. Riverside Community Workshop Ltd.* 23. SAYLSA 24. South Ayrshire Care and Repair 25. South Carrick Community Leisure 26. Stepping Stones for Families 27. The Carrick Centre 28. The RoomSixty Project 29. The Salvation Army 30. Voluntary Action South Ayrshire 31. Well With Words

32 Policy Shapers Representatives from the following organisations participated in telephone interviews: 1. South Ayrshire Council (2 interviewees) 2. Ayrshire and Arran Primary Care Trust 3. LEADER 4. Ayrshire Chamber of Commerce 5. Voluntary Action South Ayrshire

Third Sector Interfaces Common Values, Approaches and Services 2014/15

Third Sector Interfaces Common Values, Approaches and Services 2014/15 Third Sector Interfaces Common Values, Approaches and Services 2014/15 Mission We want to see and achieve the best outcomes for the people and communities of Scotland Common Outcomes 1a. More people have

More information

Social Enterprise Alliance For Midlothian. Action Plan

Social Enterprise Alliance For Midlothian. Action Plan Social Enterprise Alliance For Midlothian Action Plan 2014-2015 SEAM s Vision: To support and promote the development of in Midlothian. I About SEAM The Social Enterprise Alliance for Midlothian is Midlothian

More information

Services for children and young people in North Ayrshire 28 October 2013. Report of a pilot joint inspection

Services for children and young people in North Ayrshire 28 October 2013. Report of a pilot joint inspection Services for children and young people in North Ayrshire 28 October 2013 Report of a pilot joint inspection Contents 1. Introduction 1 2. Background 1 3. The Community Planning Partnership area 2 4. Particular

More information

Big Lottery Fund Research Issue 24. Out of School Hours Childcare: lessons learnt and themes for the future

Big Lottery Fund Research Issue 24. Out of School Hours Childcare: lessons learnt and themes for the future Big Lottery Fund Research Issue 24 Out of School Hours Childcare: lessons learnt and themes for the future 1 Out of School Hours Childcare: lessons learnt and themes for the future Stock code BIG-OSHCHILD

More information

Make up of a Modern Day Coach. Skills, Experience & Motivations

Make up of a Modern Day Coach. Skills, Experience & Motivations Make up of a Modern Day Coach Skills, Experience & Motivations Introducing the research... As the world s largest training organisation for coaches, the coaching academy has developed a reputation for

More information

RCN INTERNATIONAL DEPARTMENT

RCN INTERNATIONAL DEPARTMENT RCN INTERNATIONAL DEPARTMENT Royal College of Nursing (UK) consultation response to the European Commission s Green Paper on the European Workforce for Health. With a membership of just under 400,000 registered

More information

Customer satisfaction survey

Customer satisfaction survey Customer satisfaction survey 2012 July 2014 Written by ekosgen Published by Skills for Care Published by Skills for Care, West Gate, 6 Grace Street, Leeds LS1 2RP www.skillsforcare.org.uk Skills for Care

More information

CRAFT NORTHERN IRELAND STRATEGIC PLAN 2014 2017

CRAFT NORTHERN IRELAND STRATEGIC PLAN 2014 2017 CRAFT NORTHERN IRELAND STRATEGIC PLAN 2014 2017 Innovative Craft 2014-17 March 2014 STRATEGY 1 Context o 1.1 Craft Northern Ireland history o 1.2 Evaluation o 1.3 Other considerations in developing a new

More information

Strategic Guidance for Community Planning Partnerships: Community Learning and Development

Strategic Guidance for Community Planning Partnerships: Community Learning and Development Strategic Guidance for Community Planning Partnerships: Community Learning and Development COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC GUIDANCE FOR COMMUNITY PLANNING PARTNERSHIPS EXECUTIVE SUMMARY This

More information

WELFARE REFORM COMMITTEE WELFARE FUNDS (SCOTLAND) BILL SUBMISSION FROM COMMUNITY RESOURCES NETWORK SCOTLAND

WELFARE REFORM COMMITTEE WELFARE FUNDS (SCOTLAND) BILL SUBMISSION FROM COMMUNITY RESOURCES NETWORK SCOTLAND WELFARE REFORM COMMITTEE WELFARE FUNDS (SCOTLAND) BILL SUBMISSION FROM COMMUNITY RESOURCES NETWORK SCOTLAND A. Background to CRNS 1. Community Resources Network Scotland (CRNS) represents re-use, recycling

More information

Below you will find information relevant to CCPS members which has been taken from the Single Outcome Agreement published in June 2009.

Below you will find information relevant to CCPS members which has been taken from the Single Outcome Agreement published in June 2009. East Ayrshire Below you will find information relevant to CCPS members which has been taken from the Single Outcome Agreement published in June 2009. Information is ordered in the following topic groups:

More information

Scoping the leadership development needs of the cultural sector in England

Scoping the leadership development needs of the cultural sector in England Scoping the leadership development needs of the cultural sector in England Prepared by TBR in partnership with Hilary Carty and Hilary Jennings Commissioned on behalf of the cultural sector by the Clore

More information

Research Report. Customer Perceptions Survey 2015 Fire and Rescue Authorities and Services

Research Report. Customer Perceptions Survey 2015 Fire and Rescue Authorities and Services Research Report Customer Perceptions Survey 2015 Fire and Rescue Authorities and Services Prepared for: Local Government Association (LGA) Prepared by: BMG Research Customer Perceptions Survey 2015 Fire

More information

Inquiry into teenage pregnancy. Lanarkshire Sexual Health Strategy Group

Inquiry into teenage pregnancy. Lanarkshire Sexual Health Strategy Group Inquiry into teenage pregnancy Lanarkshire Sexual Health Strategy Group A. Do you have any views on the current policy direction being taken at the national level in Scotland to reduce rates of teenage

More information

Strategy Review Report Executive Summary

Strategy Review Report Executive Summary Strategy Review Report Executive Summary NSW Sports Federation 17 October 2012 Bold ideas Engaging people Influential, enduring solutions Strategy Review Report Executive Summary 17 October 2012 This page

More information

City of Edinburgh Community Learning and Development Plan /4/2015

City of Edinburgh Community Learning and Development Plan /4/2015 City of Edinburgh Community Learning and Development Plan 2015 2018 8/4/2015 1 City of Edinburgh Community Learning and Development Plan 2015 2018 What is our vision for CLD in Edinburgh? The vision for

More information

Big Lottery Fund Research. Issue 72. Growing the social investment market: Investment Readiness in the UK

Big Lottery Fund Research. Issue 72. Growing the social investment market: Investment Readiness in the UK Big Lottery Fund Research Issue 72 Growing the social investment market: Investment Readiness in the UK Growing the social investment marketplace: Investment Readiness in the UK research summary Stock

More information

Derbyshire Learning & Development Consortium. Review of Informal Adult & Community Learning

Derbyshire Learning & Development Consortium. Review of Informal Adult & Community Learning Derbyshire Learning & Development Consortium Review of Informal Adult & Community Learning October 2011 Lisa Vernon 32 Charnwood Street Derby DE1 2GU Tel: 01332 265960 Fax: 01332 267954 Email: lisa.vernon@consortium.org.uk

More information

Transitional Strategic Plan Youth Work Ireland 2013 & 2014

Transitional Strategic Plan Youth Work Ireland 2013 & 2014 Transitional Strategic Plan Youth Work Ireland 2013 & 2014 February 2013 PROLOGUE Welcome to Youth Work Ireland s Transitional Strategic Plan 2013 and 2014. As our Board evaluated the outcomes and impacts

More information

getting there Models for Self- Directed Support broker support Getting There Discussion paper

getting there Models for Self- Directed Support broker support Getting There Discussion paper Models for Self- Directed Support broker support Getting There Discussion paper getting there Outside the Box November 2012 Introduction Introduction what this section covers: About Getting There Summary

More information

we provide statistics on the adult social care workforce

we provide statistics on the adult social care workforce The size and structure of the adult social care sector and workforce in England, 2013 September 2013 we provide statistics on the adult social care workforce nmds-sc national minimum data set for social

More information

LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015)

LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) BACKGROUND ANALYSIS: LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) In spite of the now universal recognition that we need new members we have continued to experience an

More information

Performance Evaluation Report 2013 14. The City of Cardiff Council Social Services

Performance Evaluation Report 2013 14. The City of Cardiff Council Social Services Performance Evaluation Report 2013 14 The City of Cardiff Council Social Services October 2014 This report sets out the key areas of progress and areas for improvement in The City of Cardiff Council Social

More information

Guide to Sustainable Funding and Financing Options

Guide to Sustainable Funding and Financing Options Voluntary Sector Support Guide to Sustainable Funding and Financing Options PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES www.communityimpactbucks.org.uk Community Impact Bucks is a registered

More information

Evaluation of Restructuring Project (ERP) Executive Summary. with. Recommendations. Agreed and Adopted by The Scottish Board

Evaluation of Restructuring Project (ERP) Executive Summary. with. Recommendations. Agreed and Adopted by The Scottish Board Evaluation of Restructuring Project (ERP) Executive Summary with Recommendations Agreed and Adopted by The Scottish Board on 28 th August 2010 1 Foreword It could be said that those of us who have encounter

More information

Social Enterprise Strategy for Edinburgh 2010 2013 Adding value to business

Social Enterprise Strategy for Edinburgh 2010 2013 Adding value to business Social Enterprise Strategy for Edinburgh 2010 2013 Adding value to business Foreword This strategy has been developed by Edinburgh Social Economy Partnership (ESEP), a sub-group of the Edinburgh Compact

More information

Social. The Facts RESEARCH FINDINGS SERIES

Social. The Facts RESEARCH FINDINGS SERIES 1 Social Entrepreneurs The Facts 2012 EDITION In March 2010, we published our first Findings Paper. Social Entrepreneurs: The Facts provided insight into the individuals who have the passion, ideas and

More information

1 Ruth Jepson, 2 Garth Reid, 1 John McAteer, 3 Sarah Currie, 2 Andrew McAuley

1 Ruth Jepson, 2 Garth Reid, 1 John McAteer, 3 Sarah Currie, 2 Andrew McAuley (S7) PUTTING PRACTITIONERS AT THE HEART OF THE RESEARCH PROCESS: EXPERIENCES OF THE SCOTTISH COLLABORATION FOR PUBLIC HEALTH RESEARCH AND POLICY (SCPHRP) Purpose The purpose of the symposium is to share

More information

Crisis Response to the Department for Work and Pensions Consultation - Social Fund reform: debt, credit and lowincome

Crisis Response to the Department for Work and Pensions Consultation - Social Fund reform: debt, credit and lowincome Crisis Response to the Department for Work and Pensions Consultation - Social Fund reform: debt, credit and lowincome households June 2010 Introduction Crisis, the national charity for single homeless

More information

E: Business support and access to finance

E: Business support and access to finance E: Business support and access to finance 41 The North East Local Enterprise Partnership area benefits from a committed workforce, a good business environment and a competitive cost base. However, the

More information

1 Introduction. 1.1. Background. 1.2. Methodology

1 Introduction. 1.1. Background. 1.2. Methodology 1 Introduction The Deaf Society of NSW (DSNSW) has been in operation since 1913 and is the largest provider of services to the Deaf Community in New South Wales. Following a sustained period of growth

More information

Local Healthwatch and NHS Complaints Service. Cabinet member: Cllr John Thomson - Adult Care, Communities and Housing

Local Healthwatch and NHS Complaints Service. Cabinet member: Cllr John Thomson - Adult Care, Communities and Housing Wiltshire Council Cabinet 23 October 2012 Subject: Local Healthwatch and NHS Complaints Service Cabinet member: Cllr John Thomson - Adult Care, Communities and Housing Key Decision: Yes Executive Summary

More information

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards... LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15

More information

Performance Summary Report of 2007-08 Annual Performance Assessment of Social Care Services for Adults Services London Borough of Bexley

Performance Summary Report of 2007-08 Annual Performance Assessment of Social Care Services for Adults Services London Borough of Bexley CSCI Regional Office Caledonia House 223 Pentonville Road London N1 9NG Tel: 020 7239 0330 Fax: 020 7239 0318 Email: apa.london@csci.gsi.gov.uk Web: www.csci.org.uk Mark Charters Director of Adult & Community

More information

DWP: Evaluation of Removal of the Spare Room Subsidy (Bedroom Tax)

DWP: Evaluation of Removal of the Spare Room Subsidy (Bedroom Tax) Housing Strategy and Development Briefing Note 14/10 DWP: Evaluation of Removal of the Spare Room Subsidy (Bedroom Tax) October 2014 Introduction Welcome to a series of regular briefings prepared by the

More information

Journeys through the Criminal Justice System for Suspects, Accused and Offenders with Learning Disabilities. A Graphic Representation

Journeys through the Criminal Justice System for Suspects, Accused and Offenders with Learning Disabilities. A Graphic Representation Journeys through the Criminal Justice System for Suspects, Accused and Offenders with Learning Disabilities A Graphic Representation 0 Contents Introduction page 2 Methodology page 4 Stage One Getting

More information

National Housing Conference 2015 Measuring Social Impact in Scotland. Craig Sanderson Link Group CEO 29 October 2015 cs@linkhaltd.co.

National Housing Conference 2015 Measuring Social Impact in Scotland. Craig Sanderson Link Group CEO 29 October 2015 cs@linkhaltd.co. National Housing Conference 2015 Measuring Social Impact in Scotland Craig Sanderson Link Group CEO 29 October 2015 cs@linkhaltd.co.uk Subheading here Arial 24 If you want to have a table insert or delete

More information

Procurement Strategy 2013-2017 Delivering Social Value for our Community

Procurement Strategy 2013-2017 Delivering Social Value for our Community Procurement Strategy 2013-2017 Delivering Social Value for our Community Making Bath & North East Somerset an even better place to live, work and visit 1 Picture courtesy of Bath & News Media Group Our

More information

Health and Community Services Industry Workforce Action Plan 2010-2014

Health and Community Services Industry Workforce Action Plan 2010-2014 Health and Community Services Industry Workforce Action Plan 2010-2014 Together, supporting South Australians health and wellbeing through a skilled and innovative health and community services workforce.

More information

Key Supporters and Funders 2. Social Enterprise

Key Supporters and Funders 2. Social Enterprise Information on roles, and responsibilities of organisations, and their contact details, date very quickly. We have therefore given general information on a range of sources of support and further information

More information

The future of charitable donations

The future of charitable donations The future of charitable donations Contents 3 Introduction 4 Section one: How are donations being made? 5 Who are donations coming from? 6 Assessing the digital preferences of donors 7 Section two: Breaking

More information

Understanding client experience in a changing marketplace An adviser proposition for client research. April 2013

Understanding client experience in a changing marketplace An adviser proposition for client research. April 2013 Understanding client experience in a changing marketplace An adviser proposition for client research April 2013 Contents A new industry landscape Retaining and acquiring clients in the new landscape The

More information

By Alister Steele September 2012

By Alister Steele September 2012 A New Role for Housing Associations By Alister Steele September 2012 Introduction Housing association s core role is providing housing for those in greatest need underpinned by traditionally high levels

More information

Community planning. Turning ambition into action

Community planning. Turning ambition into action Community planning Turning ambition into action Prepared by Audit Scotland November 2014 The Accounts Commission The Accounts Commission is the public spending watchdog for local government. We hold councils

More information

Funding success! How funders support charities to evaluate

Funding success! How funders support charities to evaluate Funding success! How funders support charities to evaluate A review of Evaluation Support Accounts with Laidlaw Youth Trust and Lloyds TSB Foundation for Scotland The process of working with ESS has greatly

More information

CSP Core Services Summary 2015-16

CSP Core Services Summary 2015-16 CSP Core Services Summary 2015-16 Sport England invests Core Funding into County Sports Partnerships (CSPs) to provide a consistent set of services for National Governing Bodies and for Sport England.

More information

STRATEGIC PLAN 2014-2017 PROMOTING AFFORDABLE HOUSING AND WORKING TOWARDS THE ELIMINATION OF HOMELESSNESS IN WESTERN AUSTRALIA

STRATEGIC PLAN 2014-2017 PROMOTING AFFORDABLE HOUSING AND WORKING TOWARDS THE ELIMINATION OF HOMELESSNESS IN WESTERN AUSTRALIA STRATEGIC PLAN 2014-2017 PROMOTING AFFORDABLE HOUSING AND WORKING TOWARDS THE ELIMINATION OF HOMELESSNESS IN WESTERN AUSTRALIA Contents Foreword... 1 Shelter WA... 2 Strategic Priorities... 5 Policy Advice...

More information

Service overview Volunteer Western Bay of Plenty

Service overview Volunteer Western Bay of Plenty Village on 17 th Ave West Tauranga 3140 Phone: 07 571 3714 admin@volunteerwbop.com www.volunteerwbop.com Service overview Volunteer Western Bay of Plenty In the last 12 months, our centre has added some

More information

CARDIFF COUNCIL. Equality Impact Assessment Corporate Assessment Template

CARDIFF COUNCIL. Equality Impact Assessment Corporate Assessment Template Policy/Strategy/Project/Procedure/Service/Function Title: Proposed Council budget reductions to grant funding to the Third Sector Infrastructure Partners New Who is responsible for developing and implementing

More information

ABERDEEN COLLEGE ENTERPRISE IN EDUCATION STRATEGY

ABERDEEN COLLEGE ENTERPRISE IN EDUCATION STRATEGY ABERDEEN COLLEGE ENTERPRISE IN EDUCATION STRATEGY Revision Date: 20 January 2012 Aberdeen College. All rights reserved. ENTERPRISE IN EDUCATION STRATEGY 1.0 Background to Enterprise in Education Enterprise

More information

NHS Highland area: Specialist dementia support for families, carers & communities Research Project Executive Summary

NHS Highland area: Specialist dementia support for families, carers & communities Research Project Executive Summary NHS Highland area: Specialist dementia support for families, carers & communities Research Project Executive Summary Supported by Argyll & Bute Council, the Highland Council and NHS Highland 1. Introduction

More information

strategic plan and implementation framework 2013-2018

strategic plan and implementation framework 2013-2018 strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting

More information

Customer Engagement Strategy

Customer Engagement Strategy Customer Engagement Strategy Renfrewshire Council Housing & Property Services August 2010 Table of Contents 1. Introduction... 2 2. Target Outcomes and Key Aims... 3 3. Links to other plans and strategies...

More information

Strategic plan. Outline

Strategic plan. Outline Strategic plan Outline 1 Introduction Our vision Our role Our mandate 2 About us Our governance Our structure 3 Context Our development Camden 4 Resources Funding Partners 5 Operating model How we will

More information

Small Business Survey Scotland 2012

Small Business Survey Scotland 2012 Small Business Survey Scotland 2012 March 2013 Office of the Chief Economic Adviser Small Business Survey Scotland 2012 Office of the Chief Economic Adviser http://www.scotland.gov.uk/topics/economy/ Small

More information

Residential rehabilitation: state of the sector in 2014 Report of a survey of providers and commissioners of residential services

Residential rehabilitation: state of the sector in 2014 Report of a survey of providers and commissioners of residential services Residential rehabilitation: state of the sector in 2014 Report of a survey of providers and commissioners of residential services Residential rehab: state of the sector in 2014 About Public Health England

More information

Guidance. Injection: Crafts Council s business development scheme Guidelines for Applicants. Crafts Council Registered Charity Number 280956

Guidance. Injection: Crafts Council s business development scheme Guidelines for Applicants. Crafts Council Registered Charity Number 280956 Guidance Injection: Crafts Council s business development scheme Guidelines for Applicants Crafts Council Registered Charity Number 280956 01 Injection: Crafts Council s business development scheme Guidelines

More information

Co-operative Development Support Services Service Specification

Co-operative Development Support Services Service Specification Co-operative Development Support Services Service Specification 1. Introduction 1.1 This document describes the co-operative business support services to be purchased by Co-operatives UK for one-to-one

More information

The Whole Life Approach to Personalisation

The Whole Life Approach to Personalisation The Whole Life Approach to Personalisation A brief introduction to the Whole Life Approach to Personalisation drawing on examples of work and practice from across the In Control membership, including work

More information

CHANGE MANAGEMENT PLAN

CHANGE MANAGEMENT PLAN Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council

More information

Heading: Council Service and Management Structures Education and Children and Criminal Justice Social Work Services

Heading: Council Service and Management Structures Education and Children and Criminal Justice Social Work Services Item 9 To: Council On: 26 June 2014 Report by: Chief Executive Heading: Council Service and Management Structures Education and Children and Criminal Justice Social Work Services 1. Summary 1.1. The purpose

More information

3. What examples are there of good practice to encourage and maintain volunteers in community sport?

3. What examples are there of good practice to encourage and maintain volunteers in community sport? Inquiry into Support for Community Sport Ayr United Football Academy Ayr United Football Academy (www.aufa.org.uk) has been incorporated as an entirely autonomous not for profit limited company and is

More information

Ayrshire and Arran Tourism Partnership Plan Reviewed April 2007

Ayrshire and Arran Tourism Partnership Plan Reviewed April 2007 Ayrshire and Arran Tourism Partnership Plan Reviewed April 2007 1 AYRSHIRE & ARRAN TOURISM PARTNERSHIP PLAN AND THE TOURISM FRAMEWORK FOR CHANGE 2006-2009 Introduction In March 2004 the Minister for Culture,

More information

Business Plan 2015/18

Business Plan 2015/18 Business Plan 2015/18 BUSINESS PLAN 2015/18 FORWARD In May 2015 a new Government will be ushered in. However, whatever the outcome the same challenge remains, to tackle local government's projected 12.4

More information

Forward Together. West Dunbartonshire Joint Voluntary Policy

Forward Together. West Dunbartonshire Joint Voluntary Policy Forward Together West Dunbartonshire Joint Voluntary Policy Forward Together - 2013 2 Contents Page Foreword Page 4 Introduction Page 5 The Policy Context Page 6 Volunteering Page 7 The Voluntary Sector

More information

Community Investment Strategy

Community Investment Strategy Community Investment Strategy Introduction Sanctuary Group is one of the largest providers of housing and care services in the UK. We are a not-for-profit organisation and reinvest our surplus income into

More information

Review of How Voluntary and Community Groups Function in the District

Review of How Voluntary and Community Groups Function in the District Rochford District Council January 2013 Final Report of the Project Team as approved by the Review Committee Review of How Voluntary and Community Groups Function in the District www.rochford.gov.uk 1 Index

More information

MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014

MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 Author: George Hotchkiss, Assistant Principal, Enterprise & Organisational Development Impact Assessment Date: 2 September 2010 Date: August 2011

More information

Job Description - Regional Fundraising Manager

Job Description - Regional Fundraising Manager Job Description - Regional Fundraising Manager Main Purpose of Job The post-holder will lead on the co-ordination and development of fundraising activity and the delivery of a cost effective fundraising

More information

The Social Return on Investment of Drug and Alcohol Family Support Services: Assessing Adfam s contribution

The Social Return on Investment of Drug and Alcohol Family Support Services: Assessing Adfam s contribution The Social Return on Investment of Drug and Alcohol Family Support Services: Assessing Adfam s contribution Introduction The impact of an individual s drug and alcohol misuse, both on their own health

More information

Northern Ireland Environment Agency Corporate Social Responsibility

Northern Ireland Environment Agency Corporate Social Responsibility Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS

More information

Evaluation of Careers Provision in Schools and Colleges in England

Evaluation of Careers Provision in Schools and Colleges in England Evaluation of Careers Provision in Schools and Colleges in England Introduction This report provides insight into how state funded, mainstream 11 to 19 education providers in England evaluate the careers

More information

Managing ICT contracts in central government. An update

Managing ICT contracts in central government. An update Managing ICT contracts in central government An update Prepared by Audit Scotland June 2015 Auditor General for Scotland The Auditor General s role is to: appoint auditors to Scotland s central government

More information

Mapping the Social Enterprise Sector in the West of England

Mapping the Social Enterprise Sector in the West of England Mapping the Social Enterprise Sector in the West of England A Report for the West of England Local Enterprise Partnership February 0 Social Enterprise Works CAN Mezzanine Hanover House Queen Charlotte

More information

Business Plan September 2014

Business Plan September 2014 Business Plan September 2014 Contents Introduction to the project... 3 The problem... 3 The solution Learning2.0gether... 3 The Learning 2.0gether Main Products... 5 Learning 2.0gether Training programme:...

More information

Better Skills Better Jobs Better Health. National occupational standards for the practice of public health guide

Better Skills Better Jobs Better Health. National occupational standards for the practice of public health guide Better Skills Better Jobs Better Health National occupational standards for the practice of public health guide March 2004 Acknowledgements These national occupational standards describe good practice

More information

Outsourcing. Knowledge Summary

Outsourcing. Knowledge Summary Knowledge Summary Outsourcing P&SM professionals should have the knowledge and skills required to manage the outsourcing process and to advise colleagues of the most appropriate solution to obtain best

More information

Coaching Scotland 2011-2015 A framework for sports coaching in Scotland

Coaching Scotland 2011-2015 A framework for sports coaching in Scotland Coaching Scotland 2011-2015 A framework for sports coaching in Scotland Introduction Welcome to Coaching Scotland 2011-2015 a framework for sports coaching in Scotland. This framework builds upon our previous

More information

The following criteria have been used to assess each of the options to ensure consistency and clarity:

The following criteria have been used to assess each of the options to ensure consistency and clarity: 4 Options appraisal 4.1 Overview We have appraised each of the options identified in section 3: Maintain the status quo Implement organisational change and service improvement Partner / collaborate with

More information

Stirling s Economic Strategy A Strategy for Jobs

Stirling s Economic Strategy A Strategy for Jobs Stirling s Economic Strategy A Strategy for Jobs Contents Vision for Stirling s Economy 2 Background 3 Stirling s Economic Development and Support Services 4 Purpose of Stirling s Economic Strategy 6

More information

European Voluntary Service Host Projects 2016-2017

European Voluntary Service Host Projects 2016-2017 European Voluntary Service Host Projects 2016-2017 Our International Youth Volunteering Programme (IYVP) supports young people from other European countries to volunteer in the UK. In 2016-17, we ll be

More information

Spring 2014. in partnership with. Employee Outlook

Spring 2014. in partnership with. Employee Outlook Spring 2014 in partnership with Employee Outlook WORK WORKFORCE WORKPLACE Championing better work and working lives The CIPD s purpose is to champion better work and working lives by improving practices

More information

This document covers the AHRC s expectations in respect of support and development for Early Career Researchers (ECR).

This document covers the AHRC s expectations in respect of support and development for Early Career Researchers (ECR). 0BAHRC RESEARCH TRAINING FRAMEWORK EARLY CAREER RESEARCHERS 1BIntroduction This document covers the AHRC s expectations in respect of support and development for Early Career Researchers (ECR). AHRC s

More information

curriculum for excellence

curriculum for excellence through outdoor learning > 1 pre-school into primary transitions 2 > : preschool into primary transitions : preschool into primary transitions > 3 Contents page Introduction 5 Background 5 Rationale 5

More information

Education for Enterprise: An investigation of the perceptions of enterprise by students and staff in an FE institution Amanda Howard Hull College

Education for Enterprise: An investigation of the perceptions of enterprise by students and staff in an FE institution Amanda Howard Hull College Education for Enterprise: An investigation of the perceptions of enterprise by students and staff in an FE institution Amanda Howard Hull College Introduction A research project was carried out for YHELLN,

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Employing a Fundraising Consultant

Employing a Fundraising Consultant Employing a Fundraising Consultant by Maggie Taylor This document gives charities some background on issues to consider when thinking about using a fundraising consultant. What is a fundraising consultant?

More information

Assessments and the Care Act

Assessments and the Care Act factsheet Assessments and the Care Act Getting help in England from April 2015 carersuk.org factsheet This factsheet contains information about the new system of care and support that will come into place

More information

The Scottish Housing Regulator. The Priorities of Gypsies/Travellers and Factored Owners. Report

The Scottish Housing Regulator. The Priorities of Gypsies/Travellers and Factored Owners. Report The Scottish Housing Regulator The Priorities of Gypsies/Travellers and Factored Owners Report August 2012 CONTENTS SUMMARY FINDINGS... I 1. INTRODUCTION... 1 Background and Objectives... 1 Study Methodology...

More information

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management

More information

Clerk to the Education and Culture Committee ec.committee@scottish.parliament.uk. EDUCATION AND CULTURE COMMITTEE: WRITTEN EVIDENCE 22 April 2014

Clerk to the Education and Culture Committee ec.committee@scottish.parliament.uk. EDUCATION AND CULTURE COMMITTEE: WRITTEN EVIDENCE 22 April 2014 Clerk to the Education and Culture Committee ec.committee@scottish.parliament.uk EDUCATION AND CULTURE COMMITTEE: WRITTEN EVIDENCE 22 April 2014 Historic Environment Scotland Bill The Society of Antiquaries

More information

INVESTORS IN PEOPLE REPORT

INVESTORS IN PEOPLE REPORT INVESTORS IN PEOPLE REPORT Guy's & St Thomas NHS Foundation Trust Presented by Kate Baker Investors in People Practitioner On behalf of Investors in People South of England November 2015 (14-04922) Introduction

More information

2014/15 has proven to be a most exciting time in the development of IAC - The Centre for Adoption.

2014/15 has proven to be a most exciting time in the development of IAC - The Centre for Adoption. Appointment of Trustees 2014/15 has proven to be a most exciting time in the development of IAC - The Centre for Adoption. About the organization Alongside the original sector-leading work in intercountry

More information

CHCP Agreement 2012-2015 Section 3 Procurement Strategy Page 1

CHCP Agreement 2012-2015 Section 3 Procurement Strategy Page 1 CHCP Agreement 2012-2015 Section 3 Procurement Strategy Page 1 Contents Page No. Executive Summary 3 1. Introduction 4 2. Background 5 3. Commissioning Process 7 4. Outsourcing 9 5. Development Priorities

More information

1.1 To update Cabinet on Heritage City status and to seek Cabinet support for the principle of a Worcester application for Heritage City status.

1.1 To update Cabinet on Heritage City status and to seek Cabinet support for the principle of a Worcester application for Heritage City status. Report to: Cabinet, 27 th October 2015 Report of: Cabinet Member for History and Heritage Subject: HERITAGE CITY STATUS 1. Purpose of Report 1.1 To update Cabinet on Heritage City status and to seek Cabinet

More information

Climate Change Communication IMPACT BRIEFING

Climate Change Communication IMPACT BRIEFING Climate Change Communication IMPACT BRIEFING Key Highlights 159 159 news stories relating to climate change and the environment were produced and broadcast by mainstream media (Radio, TV and Print) throughout

More information

Local Government and Regeneration Committee. Fixed odds betting terminals. Summary of written submissions

Local Government and Regeneration Committee. Fixed odds betting terminals. Summary of written submissions Introduction Local Government and Regeneration Committee Fixed odds betting terminals Summary of written submissions On 8 July 2015 the Committee launched a call for written evidence on the proposed devolution

More information

Health Consumers Council - Strategic Plan 2013-2015

Health Consumers Council - Strategic Plan 2013-2015 Health Consumers Council - Strategic Plan 2013-2015 Vision: Western Australian health consumers achieve the best possible outcomes from WA s public and private health services. HCC works to support the

More information

Oran Home Care Support Service Care at Home Birkbrae Blebo Craigs Cupar KY15 5UG

Oran Home Care Support Service Care at Home Birkbrae Blebo Craigs Cupar KY15 5UG Oran Home Care Support Service Care at Home Birkbrae Blebo Craigs Cupar KY15 5UG Inspected by: Patsy McDermott Type of inspection: Announced Inspection completed on: 15 July 2013 Contents Page No Summary

More information

business plan 2010-2015 Leaders in Building Communities where People Choose to Live

business plan 2010-2015 Leaders in Building Communities where People Choose to Live business plan 2010-2015 Leaders in Building Communities where People Choose to Live Contents > Moredun Hyvots Foreword...2 Introduction...3 Our Vision...5 Group Structure and Responsibilities...7 Strategic

More information