Thought Leadership

Mark Cook is a partner at Social Value 2032 programme partner Anthony Collins law firm, who has 30 years’ experience of procurement with well-being at its heart. As UK Parliament reconvenes this week, change is afoot with our new Government. There is a clear determination to build the economy - drawing together themes of enabling good employment, addressing poverty and homelessness, tackling climate change, embracing new technology, reforming public services, empowering local communities and improving lives. Within that, mission-led and social business has a huge role to play. Businesses that have the advancement of good in society over profit as their main driver can make the telling difference in re-imagining and delivering better public services, especially if these are procured through an intentionally values-based public procurement process. So, how might all that fit within an approach to commissioning, procuring and managing public services? Inclusive growth in public procurement requires thought, not just action. Three things need to be joined up: There is a section headed ‘Procurement’ at the end of the document ‘Labour’s Plan to Make Work Pay’, which says: “Before any service is contracted out, public bodies must carry out a quick and proportionate public interest test, to understand whether that work could not be more effectively done in-house.” It would be good to align this public interest test with an embedded approach to social value or public value, such as that embraced by HM Treasury’s Green Book. Before contracting authorities can begin any procurement of services, they are legally required under the Social Value Act to consider “how what is proposed to be procured might improve the economic, social and environmental well-being of the relevant area – and how, in conducting the process of procurement, it might act with a view to securing that improvement”. This is primarily a public law duty on public bodies to thinkabout well-being, in the three dimensions listed, before they procure – not ask suppliers what they can do by way of added value. The new Procurement Act (coming into force at the end of October 2024) sets out the objectives that a contracting authority must have regard to – including delivering value for money, maximising public benefit, sharing information about procurement policies and decisions, and being seen to act with integrity.  There is also the requirement to consider the barriers that small and medium-sized enterprises may face to participation, and whether such barriers can be removed or reduced. More duties to think, but this time during the entire procurement and contracting process. Government guidance published last month says: “In order to achieve value for money, contracting authorities should have a comprehensive understanding of their requirements and link them to their policy priorities (which may include wider economic, social and environmental considerations where they are relevant, proportionate and non-discriminatory)”. With all these requirements to think, there is the opportunity to consider not only how communities are best served but how everyone is included in the transformation of public services. That must mean including those who would otherwise be left out – and harnessing the power of social enterprises, whose purpose is to do just that. This blog is the first of a series that will explore the opportunities presented by these areas, considering the latest guidance from government and the possibilities to reshape public expenditure. Find out more about the Social Value 2032 programme here.

Allia Impact is excited to announce the relaunch of two of its most sought-after programmes. Designed to empower and support those who have a positive impact idea the "Start" and "Grow” programmes offer amazing opportunities for individuals committed to positively impacting their communities.Both programmes are fully funded by Cambridge City Council and so are free to access. The Start Your Business Programme is tailored for aspiring entrepreneurs who are in the early stages of developing their social enterprises. This comprehensive programme equips participants with the essential knowledge, tools, and resources needed to transform their innovative ideas into viable, impactful businesses. Through expert-led workshops, practical guidance, and a supportive community, participants will gain the confidence and skills to launch and sustain their ventures. For those who have already established their social enterprises and are ready to scale their impact, the Grow Your Business Programme is the perfect next step. This programme provides in-depth support, including one-on-one coaching from industry experts, strategic advice, and the opportunity to connect with a network of like-minded individuals. Participants will receive tailored guidance to help them navigate the challenges of growth, refine their strategies, and amplify their social impact. Marina Pritchard, Programme Manager at Allia Impact, shared her enthusiasm about the relaunch: “Over the past two and a half years and overseeing 15 cohorts, I've had the privilege of meeting and working with inspirational people. The 'Start' and 'Grow' programmes are a place to be yourself, pursue your passion, and achieve your positive impact goals. We're thrilled to bring these programmes back with enhanced features to better support our entrepreneurs on their journey.” Both programmes reflect Allia Impact's commitment to promoting social innovation and entrepreneurship, providing participants with the tools and support they need to create businesses that make a real difference. With the continuation of these programmes, Allia Impact continues to lead the way in enabling social entrepreneurs to thrive and drive positive change in their communities. Applications for both programmes are now open. Whether you're just beginning your entrepreneurial journey or looking to take your idea to new heights, Allia Impact's "Start" and "Grow" programmes offer the perfect platform to help you succeed. Apply now for ‘Start Your Business’: https://bit.ly/Start-Cambs Apply now for ‘Grow Your Business’: https://bit.ly/GrowbizCambs

With the Labour Party returning to power, the issue of worker rights has emerged as a priority for government. The New Deal for Working People is the proposed flagship reform, offering a suite of policies aimed at enhancing protections and banning exploitative practices. While trade unions have been intimately involved in the development of this package, Labour has also been keen to stress the desire to work in partnership with business. Sector groups and leaders have welcomed some of the ambitions and policies announced in Labour’s election campaign - but, as the Confederation for British Industry (CBI) noted, there remain “legitimate concerns” within the business community[1]. However, our recent Social Enterprise Knowledge Centre research shows that such concerns are short-sighted, considering the impact that deteriorating working conditions have had on our economy. Since the 2008 financial crisis, wages have stagnated and living standards have plunged, largely due to employers’ growing power over workers[2]. Short-term gains from weak working rights are offset by the long-term damage poor working conditions have on the wider economy. Poor wages stifle demand and limit growth. Insecure work contracts lead to high staff turnovers, generating costs in the replacement process. Lack of investment in staff contributes to stagnating productivity and undermines the ability of businesses to invest in the future. These are not the economic conditions in which business can thrive.  Social enterprise has long recognised the inherent value of good working conditions, leading the way for wider business– as evidenced by some of our latest research findings: 8 in 10 social enterprises employers are paying the real Living Wage 77% of social enterprises are providing some form of workplace training 95% of social enterprises offer some form of flexible working arrangement[3] Far from being a burden to these businesses, many social enterprises have found investing in the quality of their employment offer enables them to retain and grow their workforce, even in the face of persistent crises. Social enterprises are demonstrating valuable business insights into how Labour should approach its New Deal for Working People. Our latest Social Enterprise Advisory Panel report suggests that social enterprises are broadly supportive of Labour’s proposals, but also some areas that deserve careful attention: Public sector contracts – Many social enterprises provide critical public services and rely on public sector contracts. It is imperative that these are properly funded, so that social enterprises and other businesses can pay staff fair wages and maintain decent working conditions. Flexibility where appropriate – While social enterprises are vocal critics of exploitative contracts, in some cases, flexible contracts can be mutually beneficial to both the business and their employees. The focus should be on ensuring that such contracts are available, providing workers are happy with terms, and with enhanced protections to provide additional security. New ownership models – From co-operatives to employee-owned firms, there are diverse ownership models that give workers a direct stake in their business. We need more support to encourage the establishment and growth of businesses where workers lead from the front. Good jobs are the foundation of a prosperous economy, and while the details will need to be carefully considered, social enterprises continue to help deliver better working conditions. Social enterprises show that business should not fear the New Deal for Working People but embrace protections that will raise living standards, improve incomes, boost productivity and create an economy where businesses and workers can thrive. You can download our latest Social Enterprise Advisory Panel report using the link below: [1] https://www.cbi.org.uk/articles/is-your-business-budget-ready/ [2]https://cep.lse.ac.uk/pubs/download/ea066.pdf?_gl=1*lmgqij*_gcl_au*MTc1ODIxMTQyNi4xNzIyNTExNjky*_ga*MTc4MDcyNjUzLjE3MjI1MTE2OTI.*_ga_LWTEVFESYX*MTcyNDE0ODk3Ni4xLjAuMTcyNDE0ODk4MC41Ni4wLjA. [3] https://www.socialenterprise.org.uk/app/uploads/2024/07/Good-Work-Working-conditions-in-social-enterprise-July-24.pdf

City Health Care Partnership’s (CHCP) annual patient and colleague surveys show a clear link between happy staff and happy patients. 76% of colleagues completed the survey on what it’s like to work at CHCP, a local NHS organisation providing community health and care services in Hull, the East Riding and Merseyside. 91% said they would recommend CHCP to friends and family who needed care or treatment. This is reflected in the annual patient survey, which asked 2,422 people about the service they’d received from CHCP last year. 93% said they were satisfied with their overall experience but even more striking was the 98% of patients who said they were treated with care and respect by their health professional; 96% said they were happy with the amount of time their clinician spent with them. Andrew Burnell, group chief executive at CHCP, says these results show that when people feel valued and appreciated, they pass this on to their patients: “As a registered nurse myself, I know what it’s like to work in our services and I know that feeling that you’re doing the best you can for your patients is crucial to a positive experience of work. “The health and wellbeing of all our colleagues is vitally important; in the survey they mention the positive work culture, job satisfaction and the feeling of being valued as reasons for 81% of them recommending CHCP as a place to work. “And our patients reap the benefits of this. They talk about the friendliness, professionalism and efficiency of the people looking after them and that our staff are caring and supportive. “But there is always room for improvement and we are looking at the areas where we need to do better for colleagues and patients. We are working on reducing waiting times and making it easier to get an appointment. “One of our patients said, ‘You can’t improve on excellent’ but I want us to try! We are delighted with these results, but we can always do better.”

Minister for Climate, Kerry McCarthy, visited Low Carbon Hub last month in her first ministerial visit, to learn more about community energy and the innovation work we’re doing at the grid edge to drive the transition to Net Zero. Low Carbon Hub welcomed a delegation from the Department for Energy Security and Net Zero including Kerry McCarthy, Minister for Climate, Katherine Wright, Deputy Director, Local Net Zero Strategy Directorate and Anca Mihalache, Head of Smart Energy Policy. The visit kicked off with a roundtable discussion highlighting the role that community energy is already playing in the transition to net-zero, and the impact that policy changes to support greater community ownership and enable local energy trading could achieve. The Minister also took time to take in a tour of Osney Lock Hydro and a local business, the Vishuddah Yoga Centre. Both participated in Osney Supercharge trial, part of the £40 million Innovate UK funded Project LEO (Local Energy Oxfordshire.) Minister for Climate Kerry McCarthy said: "Tackling climate change is a shared challenge that can start at home. In my first visit as Climate Minister to Osney Hydro Lock and the Low Carbon Hub, I’ve seen first-hand the hugely important role local communities are playing in our mission for clean power – with investment funnelled straight back into innovative energy projects. As we accelerate towards net zero, we want to see more of this. That’s why through Great British Energy we will create the Local Power Plan, so that local authorities and communities are empowered to support cleaner and more secure homegrown energy for their towns and villages." Dr Barbara Hammond, CEO of Low Carbon Hub said: "Low Carbon Hub was pleased and proud to host the Minister’s first visit in her new role and to share with her some of the pioneering and inspiring work communities are doing in Oxfordshire. We are tremendously excited by the potential of the Local Power Plan to make sure the transition happens in a way that can truly involve, and benefit, everyone." Osney Supercharge set out to understand how better collaboration around the way we use, store and generate electricity can sit at the heart of a smart, low carbon, locally balanced energy system that creates opportunities and benefits people in an equitable and fair way. The tour brings to life the challenges and opportunities that arise in the transition to a net zero. It’s available to experience digitally here. During the roundtable discussion the Low Carbon Hub team were joined by Malcolm McCulloch (University of Oxford), Eleanor Watts (Rose Hill & Iffley Low Carbon), Cllr Anna Railton from Oxford City Council and Cllr Pete Sudbury from Oxfordshire County Council, who were able to bring their perspectives to the table. Our CEO Barbara Hammond chaired the discussion with topics ranging from the importance of ‘grid edge co-ordination’ to bridging the gap between strategic local area energy planning and delivery on the ground and need for social justice. As Eleanor stressed, we must make sure we bring everyone along on the transition to net zero. A takeaway we can all get on board with. About Low Carbon Hub Low Carbon Hub is a social enterprise that’s out to prove we can meet our energy needs in a way that’s good for people and good for the planet. Our work includes developing community-owned renewable energy projects in Oxfordshire, enabling homes and businesses to reduce their energy demand, and innovative energy trials accelerating the transition to net zero energy system. Because we are run for the benefit of the community, we use all of our profits to fund community-led action on climate change. Find out more: lowcarbonhub.org

Social Enterprise UK and the School for Social Entrepreneurs recently set up a new home in London, and we’re now looking to share our collaborative office space with other like-minded organisations. We have almost 3,000 square feet on offer over two floors, with lots of natural light and retained character features from the building’s former life as an East End warehouse. Our location on Dock Street is a lively commercial area close to several train, tube and overground stations. Space is available to social enterprises looking for a home from 18 September, with rent negotiable for shared or full occupation priced at a competitive market rate. Please contact andrew.croft@socialenterprise.org.uk to find out more.

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