Gabrielle Forster-Still, Helen Kelavey, and Bev Meldrum, 2amase. Third Annual UK Social Enterprise Research Conference

Transcription

1 Gabrielle Forster-Still, Helen Kelavey, and Bev Meldrum, 2amase Third Annual UK Social Enterprise Research Conference

2 Social Enterprise in Citizen s Advice Using Existing Social Enterprise Activity To Develop National Policy Gabrielle Forster-Still, 2amase Bev Meldrum, 2amase Helen Kelavey, Citizens Advice

3 Introduction Citizens Advice Strategy mapping social enterprise activity in bureaux objectives methodology analysis perceived benefits and risks recommendations response to the research from bureaux subsequent actions taken by Citizens Advice

4 Citizens Advice: Advice for All Strategy Document identified: increasing challenges in raising core funding move to project-based funding general trend away from grants and towards contracts difficulty in fundraising although 95% of the population have heard of Citizens Advice only 32% are aware they are independent charities bureaux have not traditionally seen the need to fundraise beyond core funding from Local Authorities

5 Citizens Advice: Advice for All Strategy document outlined five key objectives for the next five years: meet the needs of as many people as possible have a greater influence on policy innovate and develop new services develop all our people improve funding looking to expand and diversify income ways of raising unrestricted income

6 Mapping Social Enterprise - Objectives mapping existing Social Enterprise activity in bureaux not including contracts with Local Authorities for core services or contracts with the Legal Services Commission identifying replicable activities highlighting support needs identifying barriers to social enterprise development analysing trends making recommendations on the future development of social enterprise activities

7 Mapping Social Enterprise - Methodology 33 initial case studies 10 case studies chosen for in-depth analysis chosen for their: potential replicability inspirational value representative of types of social enterprise activity undertaken Examples included: training contracts with private companies, schools and Voluntary and Community Sector organisations second-tier advice renting out rooms hiring roof space for mobile phone aerials

8 Mapping Social Enterprise - Analysis activities tended to be: non-strategic coincidental low risk requiring few resources on an as and when basis opportunistic in nature not priced to full cost recovery considered a non-core, non-priority activity one-off and not developed further

9 Mapping Social Enterprise Perceived Benefits additional unrestricted income improved status and reputation able to subsidise/finance their own internal needs improved networks with other local organisations better working relationships with service providers enhanced all-round service for their clients

10 Mapping Social Enterprise Perceived Risks tendency to entertain only low-risk activity fearful of perceived risk not understanding how to calculate risk loss of standing and reputation if activity fails reduced core funding if activity does well not being able to recruit the right people for the job lack of capacity to allow for growth of the activity

11 Mapping Social Enterprise Recommendations pricing structures start-up support and guidance full cost recovery encouraging the ethical debate pro-active skills recruitment campaign for Trustees good practice guide for volunteers engaged in income generating activity partnership working

12 Subsequent Developments Workshops 8 regional workshops between March and May delegates representing 80 bureaux delegates self-selected to attend designed to: report back on the research raise concerns identified in the report enable discussions around perceived barriers opportunity to question the researchers gather information on support needs of bureaux

13 Subsequent Developments Workshops trustees recruitment skills gaps reluctance to engage with social enterprise the core service balancing social and financial aims charging policies for core services ethical debate support needs start-up support pricing models marketing implementing full cost recovery analysing and calculating risk

14 Subsequent Developments National Policy currently undergoing a major strategic review research is being disseminated to other departments training management information finance networks communications

15 Subsequent Developments National Policy Governance Governance 2008 becoming sector leaders benchmarking the board skill analysis relationships between boards and Bureau Directors trustee recruitment and training as a result of the research this programme will now include: creating more business-minded boards building social enterprise ready boards

16 Subsequent Developments National Policy Training potential conflict of interest could become competitors with bureaux looking to sell their training to other bureaux suggesting a licence fee to solve this issue form partnerships with bureaux to deliver added value quality variation in quality and pricing could impact on brand ensuring bureaux trainers are competent and training materials are up to date management of the market potential clashes and overlaps need to coordinate the marketing centrally to avoid bureaux missing out on training Citizens Advice Training Services as a clearing house

17 Subsequent Developments National Policy Trading Companies finance department will be advising bureaux that it is usually unnecessary to set up a trading company for social enterprise activity Charging Policy advice services are free to the end user bureaux are asking for this to be debated in the future is this approach still appropriate? Support Needs Fundraising Toolkit Marketing Toolkit Social Enterprise Awareness Dream Building Days piloting new ideas in one region

18 Subsequent Developments Conclusion responding to research currently undergoing a major review so some elements will be delayed challenges for Citizens Advice integrating social enterprise into all its departments embedding social enterprise thinking into its own organisation and that of its member organisations engaging those member organisations that have not shown an interest so far allocating clear responsibility for the future development of this agenda

19 2amase Citizens Advice