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TRANSCRIPT
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A Social Enterprise Strategy for Edinburgh
2013 - 2018
Enabling Enterprise
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2
A Social Enterprise Strategy for Edinburgh2013-2018
Contents
Foreword 3
Methodology 4
Vision And Strategic Outcomes 5
Terminology: Social Enterprise 5
Introduction 6
Social Enterprise 6
Social Enterprises In Edinburgh 7
Context 7
Social Enterprise Strategy 2013-18 10
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3
A Social Enterprise Strategy for Edinburgh2013-2018
FOREWORD
Social Enterprise Strategy Steering GroupSocial enterprises are making a significant contribution to Edinburgh by generating local employment, training and volunteering opportunities; taking innovative approaches to creating products and services and ploughing their profits back into their local communities.
For the past nine months the Social Enterprise Strategy Steering Group for Edinburgh (SESSGE) has been considering how the social enterprise sector can be supported to grow and develop over the next five years. We wanted to create an inclusive strategy for the city that would create opportunities not just for existing social enterprises but also for new social entrepreneurs and third sector organisations that want to increase their trading income and that place social enterprises at the heart of a vibrant Edinburgh economy.
Neil McLean, Chair, Social Enterprise Strategy Steering GroupNovember 2013
Edinburgh CompactEdinburgh Compact Partnership brings together the third sector with the public sector to increase social value and build resilient communities. Edinburgh continues to face major social and environmental challenges and significant inequalities.
In a time of rapid social and demographic change with a hugely challenging fiscal environment the Compact Partnership believes we need to do things differently. The Compact Partnership welcomes this Social Enterprise Strategy and Action Plan as a key tool in supporting new ways of doing business for social good.
Harriet Eadie, Chair, Edinburgh Compact PartnershipNovember 2013
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A Social Enterprise Strategy for Edinburgh2013-2018
METHODOLOGY
This strategy was developed by the Social Enterprise Strategy Steering Group for Edinburgh (SESSGE) operating as a sub-group of the Edinburgh Compact Partnership, part of the Edinburgh Community Planning Partnership.
The strategy builds on Edinburgh’s two previous social enterprise strategies: ‘A New Way of Doing Business’ (2005-2008) and ‘Adding Value to Business’ (2010-2013).
In December 2012 a consultation event, ‘The Future of Social Enterprises in Edinburgh’, was organised to give social enterprises the opportunity to express their views about how the sector could be supported and developed. This event was attended by around 40 people and was used as the foundation for the development of the strategy.
The strategy was then developed by the SESSGE over a period of nine months. During this time evidence was gathered from research documents and a broad range of stakeholders and potential delivery partners.
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A Social Enterprise Strategy for Edinburgh2013-2018
VISION AND STRATEGIC OUTCOMES
VisionSocial enterprises are key to a vibrant economy that delivers the best outcomes for the people of Edinburgh.
Strategic Outcomes
The strategy is based around 5 strategic outcomes:
1. Edinburgh’s social enterprise sector grows and becomes more resilient;
2. The social value of public services is maximised and profiled;
3. Engagement by social enterprises with users and customers is enhanced;
4. The social and economic impact of Edinburgh’s social enterprise sector is understood and recognised; and
5. Access to social enterprise education increases in schools and in further and higher education.
TERMINOLOGY: SOCIAL ENTERPRISE
Within this strategy the term social enterprise should be taken to mean:
Existing and new social enterprises, enterprising third sector organisations and new start social entrepreneurs.
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A Social Enterprise Strategy for Edinburgh2013-2018
INTRODUCTIONThis strategy sets out how social enterprises will be key to a vibrant economy that delivers the best outcomes for the people of Edinburgh.
Edinburgh is home to a thriving community of social enterprises and has long been recognised as a leading centre for social enterprise. In 2005 it became one of the first cities in the UK to have a dedicated social enterprise strategy when it published ‘A Social Enterprise Strategy for Edinburgh: A New Way of Doing Business’.
When the first strategy was written there was no directory of social enterprises in the city so it was not possible to measure the size of the sector. In 2005, a group of social enterprises came together to form the Edinburgh Social Enterprise Network (ESEN). This was a vehicle for organisations to share best practice and trade with each other. In 2011 ESEN partnered with Edinburgh Voluntary Organisations Council (EVOC) and the Volunteer Centre Edinburgh (VCE) to form the Edinburgh Third Sector Interface, which provides strategic support to social enterprises, third sector organisations and volunteers. This enabled the sector to participate more closely in community planning and to build strategic partnerships with other key players.
This is an ambitious strategy that will require buy-in, support and resources from a wide range of partners and stakeholders.
SOCIAL ENTERPRISESocial enterprise is a way of doing business that takes innovative approaches to the development of products and services and to meeting social and environmental challenges. Social enterprises can achieve their aims through the running of their business and/or by investing their profits into social or environmental good.
The essential criteria that define a social enterprise are set out in the Social Enterprise Code*. In summary, social enterprises are: businesses that operate in markets and whose primary objective is to achieve social or environmental benefit; their governing documents must contain an asset lock; they must aspire to financial independence through trading and they must be distinct from the public sector.
This strategy takes an inclusive approach to social enterprise, recognising that growth in the sector will come not just from existing social enterprises, but from new social entrepreneurs and third sector organisations wishing to become more independent through trading.
* www.se-code.net
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A Social Enterprise Strategy for Edinburgh2013-2018
SOCIAL ENTERPRISES IN EDINBURGHIn 2013, Edinburgh Social Enterprise Network (ESEN) had a total of 120 Edinburgh social enterprises listed on its database. ESEN estimates that the number of organisations in the city meeting the criteria in the Social Enterprise Code could be as high as 300.
A mapping study carried out by ESEN in 2013 showed that there were over 4,400 people involved in the running of Edinburgh’s social enterprises and the turnover of the sector was £44million per annum, of which 75% was generated through trading.
ESEN estimates that the number of social enterprises in the city is growing at 15% per year. Firstport, the national support programme for new start social entrepreneurs, reports that it supports double the national average of new social entrepreneurs in Edinburgh.
ESEN’s 2013 mapping study showed that the largest market for social enterprises in the city is consumers, followed by third sector organisations and businesses, with the public sector making up only 13% of the market. This is peculiar to Edinburgh as, elsewhere; the public sector generally forms a much larger part of the market for social enterprises.
Edinburgh has an incredibly diverse range of social enterprises, delivering over 30 different types of product and service. It has large number of social enterprises working in the creative industries; venues; cafes and reuse and recycling services and currently has fewer than the average numbers of social enterprises working in the field of health and social care.
CONTEXTThe Social Enterprise Strategy for Edinburgh has to operate within a broad context, working within the Edinburgh Partnership’s strategic objectives and as a strategy owned by the Compact Partnership. It must also take account of other significant plans, for example, the City Economic Strategy and the Cooperative Capital Framework.
The strategy helps deliver many aspects of these arrangements in particular complementing the over arching vision ‘Edinburgh is a thriving, successful and sustainable capital city in which all forms of deprivation and inequality are reduced’. This reiterates the benefits of a social enterprise approach while operating as a business, the enterprise is based on social objectives and has the capacity to reduce deprivation and inequality through jobs and training and community development.
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A Social Enterprise Strategy for Edinburgh2013-2018
City Community Plan
Edinburgh is a thriving, successful and sustainable capital city in which all forms of deprivation and inequality are reduced. Action to deliver this vision will be concentrated on four high level outcomes outlined in the diagram below.
Edinburgh’s children and young people enjoy their childhood and fulfil
their potential
Edinburgh’s citizens experience
improved health and wellbeing, with reduced inequalities
in health
Edinburgh’s economy delivers
increased investment, jobs and opportunities
for all
Edinburgh’s communities are safer and have
improved physical and social fabric
Edinburgh is a thriving, successful
and sustainable capital city in which all forms of deprivation and inequality are
reduced
Reducing inequalities is integral to all four outcomes because this is the most effective preventative action for many social and health problems. The vision, and four accompanying outcomes, capture the essence of the Partnership’s ambition for the city. The outcomes and actions in this Community Plan are designed to tackle some of the key economic, health, educational and social priorities in the city.
The Partnership also wants improved outcomes in these areas to bring benefits to as many citizens as possible, seeking to reduce poverty, inequality and disadvantage and provide a positive legacy for future generations. Partners’ resources will be harnessed efficiently and effectively and better targeted to tackle these priority issues. The Partnership provides services which embrace the approaches of prevention, early intervention and innovation, based on evidence and centred on the needs of our citizens.
Compact
This strategy was developed by the Social Enterprise Strategy Steering Group, which worked under the auspices of the Edinburgh Compact Partnership, part of the Edinburgh Partnership cohort of Strategic Partnerships.
The Edinburgh Compact Partnership brings together key public sector partners and a range of third sector partners under the over arching principle ‘In Equal Respect’. Partners collaborate to strengthen positive and purposeful relations while taking forward a range of joint initiatives that benefit Edinburgh’s communities of interest and place.
The Social Enterprise Strategy for Edinburgh aligns with the Edinburgh Volunteering Strategy 2012-2017, which was developed by the Implementation Group Inspiring Volunteers in Edinburgh (iGIVE), also operating under the auspices of the Edinburgh Compact Partnership.
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A Social Enterprise Strategy for Edinburgh2013-2018
Third Sector Interface
The Edinburgh Third Sector Interface (TSI) provides support to the wider third sector and volunteers in the city. It is funded by the Scottish Government and is a collaboration between ESEN, Edinburgh Voluntary Organisations Council and the Volunteer Centre Edinburgh. By working together, the partners aim to build and enable resilient, sustainable and inclusive communities in Edinburgh.
Within the TSI, the Edinburgh Social Enterprise Network (ESEN) supports social enterprises in the city. It provides services to help social enterprises thrive including: a business support programme; an online and printed social enterprise directory; a social enterprise web site; networking opportunities, training and an e-newsletter. As a membership organisation, ESEN also represents the social enterprise sector in Edinburgh and is responsible for building strategic partnerships with social enterprises.
Cooperative Capital
A key component of the Capital Coalition’s vision is to ‘To build a cooperative and more prosperous Edinburgh in which every resident and community benefits’. The City of Edinburgh Council in October 2012 approved the adoption of the ‘Framework to Advance a Cooperative Capital 2012/17’. The Framework consists of six core themes and is aligned to several Capital Coalition pledges to develop cooperative organisations in the city to deliver energy, housing, child-care and social care services.
Key elements of the framework are reflected in this strategy, for example: the development of cooperatives and intentions around co-production. The planned application of sustainable procurement approaches resonates with the cooperative procurement theme. The cooperative corporate social responsibility (CCSR) theme embraces a range of collaborative efforts between and across the public, enterprise and business communities.
National Context: Scottish Government
In 2008, the Scottish Government produced the ‘Enterprising Third Sector Action Plan 2008 – 2011’ to help create the right conditions in which an enterprising third sector, including social enterprises, can thrive, enabling the third sector to play a full role in the development, design and delivery of policy and services in Scotland.
The Scottish Government has continued to be supportive of the enterprising third sector by funding Just Enterprise and the Enterprise Ready Fund. It supports Social Enterprise Scotland, Senscot and Social Firms Scotland to help social enterprises to network, develop, collaborate and grow, to raise the profile of social enterprise and to have an input into policy development. The role of local social enterprise networks was also recognised in the new Third Sector Interfaces (TSIs) infrastructure, which was introduced by the Scottish Government.
Just Enterprise
The Just Enterprise programme, which is funded by the Scottish Government, supports social enterprises through the provision of tailored support. Just Enterprise has a number of strands: Just Enterprise business support assists enterprising third sector organisations in their development; Firstport provides start-up support to social entrepreneurs and Just Enterprise Learning and Development services have been designed to ensure third sector leadership is enhanced to increase business skills and competencies and support business development and sustainability.
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A Social Enterprise Strategy for Edinburgh2013-2018
A SOCIAL ENTERPRISE STRATEGYFOR EDINBURGH 2013-18
Enabling Enterprise
The StrategyThe social enterprise sector has never been stronger and is in a position to play a key role in the development of a vibrant, mixed economy in Edinburgh. This action plan sets out how the city can strengthen and grow the sector over the next five years. We want to see a sector that is comprised of strong businesses; that is a strategic partner to the public sector; that engages well with businesses and people of Edinburgh; that is clear about its own size and impact and that works with schools, colleges and universities to create the next generation of social entrepreneurs.
The action plan recognises the current economic situation and outcomes are proposed on the basis of maximising the impact of existing resources and working cooperatively to deliver outputs.
An increase in sustainable income for the social enterprise sector will lead to more employment, training and learning opportunities leading to increased economic and social benefit for Edinburgh’s communities.
Action Plan 2013 - 18The term social enterprise should be taken to mean: existing and new social enterprises, enterprising third sector organisations and new start social entrepreneurs unless otherwise stated.
The delivery of some actions is subject to resources being made available.
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11
Str
ateg
ic O
utco
me
1: E
din
bur
gh’
s so
cial
ent
erp
rise
sec
tor
gro
ws
and
bec
om
es m
ore
res
ilien
t
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
1AS
oci
al
ente
rpri
ses
and
so
cial
en
trep
rene
urs
can
acce
ss
the
bus
ines
s su
pp
ort
the
y re
qui
re
Ther
e is
a c
lear
rout
e to
app
ropr
iate
bus
ines
s su
ppor
t for
new
and
ex
istin
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ent
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ises
:
• Th
e su
ppor
t lan
dsca
pe w
ill be
map
ped
and
a gu
ide
will
be m
ade
avai
labl
e to
new
and
exi
stin
g so
cial
ent
erpr
ises
• Th
e B
usin
ess
Gat
eway
(BG
) will
empl
oy a
spe
cial
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ocia
l en
terp
rise
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sor
to in
crea
se a
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s to
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ines
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atew
ay
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s fo
r so
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ises
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SE
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ill re
fer
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al e
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es to
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ines
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atew
ay, i
ts
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ness
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port
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gram
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and
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r pr
ogra
mm
es s
uch
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ic g
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blis
hed
App
oint
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13
ES
EN
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ay
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ise
Gui
de p
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nal
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e B
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d
v1 –
201
4
v2 -
201
6
2015
2017
Ong
oing
The
supp
ort o
ffer
will
deve
lop
to m
eet t
he n
eeds
of
soci
al e
nter
pris
es:
• Lo
cal b
usin
ess
supp
ort p
rovi
ders
will
form
a re
view
gro
up th
at
will
mee
t onc
e a
year
to p
lan
for
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chan
ging
nee
ds o
f soc
ial
ente
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es
• A
sur
vey
of s
ocia
l ent
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ise
in re
latio
n to
bus
ines
s su
ppor
t will
be c
arrie
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t on
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bas
is a
nd fe
d ba
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port
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ovid
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iew
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rmed
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plet
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Bus
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Rev
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up fo
rmed
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ruar
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14 a
nd
grou
p m
eets
ann
ually
th
erea
fter
Feb
2014
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oing
2015
2017
Soc
ial e
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es c
an a
cces
s th
e fin
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they
nee
d to
dev
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grow
:
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SE
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usin
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-to-
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ises
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p to
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ith n
ew w
ays
of
rais
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finan
ce s
uch
as c
row
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gnpo
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ovid
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ES
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ise
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rate
adv
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prov
ided
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d
Ong
oing
Ong
oing
-
12
Str
ateg
ic O
utco
me
1: E
din
bur
gh’
s so
cial
ent
erp
rise
sec
tor
gro
ws
and
bec
om
es m
ore
res
ilien
t
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
1BE
mer
gin
g s
oci
al
ente
rpri
ses
can
acce
ss t
he
kno
wle
dg
e an
d
exp
ertis
e o
f ex
istin
g s
oci
al
ente
rpri
ses
• Th
e es
tabl
ishm
ent o
f a p
eer-
to-p
eer
coac
hing
and
men
torin
g o
r ‘e
nter
pris
e an
gels
’ pro
gram
me
for
indi
vidu
als
and
orga
nisa
tions
pl
anni
ng to
set
up
soci
al e
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pris
es w
ill be
inve
stig
ated
• A
cle
ar re
ferr
al p
athw
ay w
ill be
dev
elop
ed fo
r th
ird s
ecto
r or
gani
satio
ns w
ishi
ng to
incr
ease
trad
ing
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ocia
l ent
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eneu
rs a
nd n
ew s
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vite
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EN
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nd F
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rt-u
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e N
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ork
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nefit
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omot
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ial e
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ovid
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ew s
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e E
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ry g
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ch 2
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al
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se a
s a
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del
The
Edi
nbur
gh B
usin
ess
Gat
eway
will
high
light
soc
ial e
nter
pris
e
as
a m
odel
to n
ew s
ocia
l ent
repr
eneu
rs
Sta
ff to
be
brie
fed
on
the
bene
fits
of s
ocia
l en
terp
rise
and
sect
or
supp
ort a
rran
gem
ents
Bus
ines
s G
atew
ay
Num
ber
of n
ew
soci
al e
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pris
es/
entr
epre
neur
s em
ergi
ng p
er y
ear
Ong
oing
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al
ente
rpri
ses
have
th
e ap
pro
pri
ate
com
pet
ence
s an
d s
kills
The
Man
agem
ent B
oard
s of
soc
ial e
nter
pris
es w
ill be
sup
port
ed to
be
mor
e en
terp
risin
g:
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ris
k m
atrix
tool
for
soci
al e
nter
pris
e bo
ards
will
be d
evel
oped
• B
usin
ess
lead
ers,
par
ticul
arly
thos
e fro
m th
e S
ME
sec
tor,
will
be
enco
urag
ed t
o jo
in th
e bo
ards
of s
ocia
l ent
erpr
ises
• Tr
aini
ng a
nd s
uppo
rt w
ill be
dev
elop
ed to
hel
p so
cial
ent
erpr
ise
boar
ds b
ette
r un
ders
tand
ris
k, fi
nanc
ial r
epor
ting
and
plan
ning
Soc
ial e
nter
pris
e w
ill be
sup
port
ed to
bec
ome
mor
e re
silie
nt:
• A
lear
ning
pro
gram
me
focu
sing
on
lead
ersh
ip d
evel
opm
ent,
chan
ge m
anag
emen
t and
resi
lienc
e w
ill be
dev
elop
ed
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k m
atrix
dev
elop
ed
and
asso
ciat
ed tr
aini
ng
mad
e av
aila
ble
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ning
dev
elop
ed
Lead
ersh
ip
prog
ram
me
deve
lope
d
ES
EN
Soc
ial E
nter
pris
e A
cade
my
Bus
ines
s G
atew
ay
In p
lace
by
Apr
il 20
15
Num
ber
of b
usin
ess
lead
ers
attr
acte
d on
to
boar
ds
Trai
ning
will
be
deliv
ered
to s
ix b
oard
s pe
r ye
ar
Lear
ning
pro
gram
me
esta
blis
hed
Eig
ht s
ocia
l en
trep
rene
urs
part
icip
ate
per
year
Apr
il 20
15
Ong
oing
Apr
il 20
15
Apr
il 20
15
-
13
Str
ateg
ic O
utco
me
2: T
he s
oci
al v
alue
of
pub
lic s
ervi
ces
is m
axim
ised
and
pro
filed
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
2AT
he p
ublic
se
cto
r in
crea
ses
soci
al
ente
rpri
se
del
iver
y o
f se
rvic
es
thro
ugh
sust
aina
ble
p
rocu
rem
ent
and
pur
chas
ing
p
ract
ices
Edi
nbur
gh’s
pub
lic s
ecto
r bo
dies
to in
crea
se o
ppor
tuni
ties
thro
ugh
the
follo
win
g:
• Id
entif
y an
d pr
omot
e op
port
uniti
es fo
r su
b-co
ntra
ctin
g w
ithin
tend
ers
• A
pply
art
icle
19
and/
or s
ocia
l ben
efit c
laus
es in
pr
ocur
emen
t exe
rcis
es
Dev
elop
par
tner
ship
s w
ith c
ompa
nies
del
iver
ing
publ
ic s
ecto
r co
ntra
cts:
• E
ncou
rage
the
use
of s
ocia
l ent
erpr
ises
as
sub-
cont
ract
ors
to c
ompa
nies
bid
ding
for
or d
eliv
erin
g co
ntra
cts
Mor
e (n
on-p
rocu
red)
pro
duct
s an
d se
rvic
es s
hall
be p
urch
ased
fro
m s
ocia
l ent
erpr
ises
, usi
ng th
e fo
llow
ing:
• P
rodu
ce a
fram
ewor
k fo
r de
term
inin
g th
e ty
pe o
f fu
ndin
g re
latio
nshi
p (g
rant
, SLA
/ co
ntra
ct) a
s ag
reed
for
deve
lopm
ent w
ithin
the
Com
pact
’s F
undi
ng S
trat
egy.
• In
ord
er to
max
imis
e th
e fu
ll so
cial
val
ue o
f pub
lic
expe
nditu
re, p
ublic
sec
tor
bodi
es id
entif
y a
num
ber
of
prod
ucts
and
ser
vice
s th
at c
ould
be
prov
ided
by
soci
al
ente
rpris
es.
Pub
lic s
ecto
r ac
tivel
y co
nsid
ers
alte
rnat
ive
com
mis
sion
ing
mec
hani
sms,
to e
nabl
e th
e fu
ll in
volv
emen
t of s
ervi
ce u
sers
, pr
ovid
ers
and
othe
r in
tere
sts,
for
exam
ple,
co-
prod
uctio
n an
d P
ublic
Soc
ial P
artn
ersh
ips
(PS
Ps)
in re
latio
n to
des
igni
ng
serv
ices
and
com
mis
sion
ing
plan
s
App
ly a
rtic
le 1
9 an
d/or
so
cial
ben
efit c
laus
es in
pr
ocur
emen
t exe
rcis
es
Pub
lic s
ecto
r bo
dies
aud
it di
scre
tiona
ry e
xpen
ditu
re
and
iden
tify
pote
ntia
l for
sp
end
in E
dinb
urgh
’s
soci
al e
nter
pris
e co
mm
unity
Com
mis
sion
ers
incr
easi
ngly
app
ly
copr
oduc
tion
in d
esig
ning
se
rvic
es a
nd s
ervi
ce
plan
ning
Pub
lic s
ecto
r
ES
EN
EV
OC
Bus
ines
s fo
rum
s
Num
ber
of s
ocia
l en
terp
rises
taki
ng
adva
ntag
e of
su
b-co
ntra
ctin
g op
port
uniti
es
Num
ber
of te
nder
s in
clud
ing
soci
al b
enefi
t cl
ause
s
Num
ber
of jo
bs a
nd
trai
nees
hips
cre
ated
Num
ber
of
part
ners
hips
with
pr
ivat
e se
ctor
de
velo
ped
Fram
ewor
k in
pla
ce in
or
der
to in
fluen
ce g
rant
an
d co
ntra
ct re
latio
ns
New
pro
duct
s an
d se
rvic
es id
entifi
ed b
y pu
blic
sec
tor
The
num
ber
of s
ervi
ce
plan
s an
d se
rvic
e pa
ckag
es d
esig
ned
coop
erat
ivel
y in
crea
ses
by 1
0% y
ear
on y
ear
Ong
oing
(Not
e:
Gui
danc
e w
ill be
issu
ed b
y th
e S
cott
ish
Gov
ernm
ent
follo
win
g se
ttle
men
t of
the
Pro
cure
men
t R
efor
m B
ill in
20
14 –
this
m
ay im
pact
ac
ross
de
velo
pmen
ts
in th
is s
ectio
n)
July
201
4
Ong
oing
Ong
oing
-
14
Str
ateg
ic O
utco
me
2: T
he s
oci
al v
alue
of
pub
lic s
ervi
ces
is m
axim
ised
and
pro
filed
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
2B Soci
al
ente
rpri
ses
and
the
p
ublic
sec
tor
und
erst
and
th
e va
lue
in w
ork
ing
to
get
her
Soc
ial e
nter
pris
es a
re s
een
as v
iabl
e pr
ovid
ers
of p
ublic
se
rvic
es:
• Tr
aini
ng s
essi
ons
and
brie
fings
for
publ
ic s
ecto
r bu
yers
, whi
ch p
rom
ote
the
qual
ity o
f pro
duct
s an
d se
rvic
es th
at s
ocia
l ent
erpr
ises
can
pro
vide
and
th
e fin
anci
al a
nd o
pera
tiona
l sus
tain
abilit
y of
soc
ial
ente
rpris
es
Pub
lic s
ecto
r pr
ovid
ers
will
tap
into
the
expe
rtis
e of
so
cial
ent
erpr
ises
:
• A
pro
toco
l for
the
invo
lvem
ent o
f thi
rd p
artie
s in
the
co-p
rodu
ctio
n of
ser
vice
s w
ill be
dev
elop
ed
Soc
ial e
nter
pris
es u
nder
stan
d ho
w th
ey c
an in
fluen
ce
and
deliv
er p
ublic
ser
vice
s:
• C
ompa
ct a
nd T
SI p
artn
ers
publ
icis
e pu
blic
sec
tor
cons
ulta
tions
to s
ocia
l ent
erpr
ises
thro
ugh
thei
r ne
wsl
ette
rs a
nd e
vent
s
• S
ocia
l ent
erpr
ise
regi
stra
tion
on P
ublic
Con
trac
ts
Sco
tland
(PC
S) p
orta
l pro
mot
ed
• A
pro
gram
me
of o
pen
prov
ider
brie
fings
occ
urs
prom
otin
g up
com
ing
oppo
rtun
ities
- d
eliv
ered
by
Edi
nbur
gh’s
pub
lic s
ecto
r, pr
omot
ed b
y bu
sine
ss
and
ente
rpris
e le
adin
g in
tere
sts
• P
ublic
sec
tor
buye
rs c
onsu
lt on
the
mos
t ap
prop
riate
way
to e
nsur
e th
at o
ppor
tuni
ties
are
max
imis
ed fo
r th
e be
nefit
of t
he c
ity’s
soc
ial a
nd
busi
ness
eco
nom
y, fo
r ex
ampl
e th
roug
h a
busi
ness
op
port
unity
por
tal
Edi
nbur
gh’s
firs
t ‘M
eet t
he
Sup
plie
r’ e
vent
occ
urs
– to
coi
ncid
e w
ith N
atio
nal
ente
rpris
e w
eek
Join
t wor
ksho
ps o
ccur
on
max
imis
ing
soci
al v
alue
in
pro
cure
men
t and
gra
nt
prog
ram
mes
Pro
toco
l dev
elop
ed a
nd
adop
ted
by p
ublic
sec
tor
agen
cies
by
Dec
201
4
Pro
toco
l rou
tinel
y ap
plie
d by
buy
ers
(thos
e in
volv
ed
in c
omm
issi
onin
g an
d pr
ocur
emen
t)
Com
pact
web
site
be
com
es th
e m
ain
rout
e fo
r en
gage
men
t and
co
nsul
tatio
n
Pub
lic b
uyer
s un
dert
ake
open
brie
fings
for
prov
ider
s fro
m a
ll se
ctor
s
Buy
er/s
uppl
ier
wor
king
gro
up
esta
blis
hed
by s
umm
er 2
014
Pub
lic s
ecto
r
TSI p
artn
ers
Firs
t eve
nt o
ccur
s N
ov
2014
and
ann
ually
th
erea
fter
Incr
ease
in a
war
enes
s an
d be
nefit
s of
inve
stin
g in
the
sect
or to
buy
ers
incr
ease
s by
10%
yea
r on
yea
r
Min
imum
of 4
wor
ksho
ps
take
s pl
ace
Pro
toco
l app
lied
and
all p
ublic
sec
tor
buye
rs
brie
fed
by D
ec 2
014
Inci
denc
e of
ser
vice
s de
sign
ed /
del
iver
ed in
pa
rtne
rshi
p w
ith th
ird
part
ies
incr
ease
s by
5%
ye
ar o
n ye
ar
Pro
mot
ion
unde
rtak
en
as re
quire
d an
d 10
%
incr
ease
in le
vels
of
inte
rest
and
regi
stra
tions
pe
r ye
ar
A m
inim
um o
f tw
o op
en
prov
ider
brie
fings
hel
d pe
r ye
ar b
y pu
blic
bod
ies
Qua
rter
ly m
eetin
gs o
ccur
Ann
ual r
epor
t of a
ctiv
ity
issu
ed
Nov
201
4 an
d ea
ch
year
of t
he
stra
tegy
Four
w
orks
hops
pe
r ye
ar
Dec
embe
r 20
14
Dec
201
4 an
d on
goin
g
Apr
il 20
14
ongo
ing
June
and
N
ov 2
014
onw
ards
-
15
Str
ateg
ic O
utco
me
2: T
he s
oci
al v
alue
of
pub
lic s
ervi
ces
is m
axim
ised
and
pro
filed
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
2C Soci
al
ente
rpri
ses
will
p
rovi
de
mo
re
dire
ct s
ervi
ces
to in
div
idua
ls
buy
ing
the
ir
ow
n ca
re
• E
SE
N w
ill pr
ovid
e br
iefin
gs to
soc
ial e
nter
pris
es th
at a
re
not c
urre
ntly
in th
e m
arke
t and
that
wan
t to
prov
ide
dire
ct
serv
ices
to in
divi
dual
s bu
ying
thei
r ow
n ca
re
• E
SE
N w
ill pr
ovid
e bu
sine
ss s
uppo
rt to
org
anis
atio
ns w
ishi
ng
to fi
ll ga
ps in
the
mar
ket t
hat h
ave
been
iden
tified
by
the
Edi
nbur
gh H
ealth
and
Soc
ial C
are
Par
tner
ship
• E
VO
C a
nd E
SE
N w
ill pr
ovid
e in
form
atio
n an
d su
ppor
t to
third
se
ctor
org
anis
atio
ns m
akin
g th
e tr
ansi
tion
from
del
iver
ing
serv
ices
via
pub
lic s
ecto
r co
ntra
cts
to p
rovi
ding
dire
ct
serv
ices
to in
divi
dual
s bu
ying
thei
r ow
n ca
re
• Th
e E
dinb
urgh
TS
I will
look
into
the
feas
ibilit
y of
man
agin
g th
e di
rect
pay
men
ts s
yste
m o
n be
half
of s
ocia
l ent
erpr
ises
an
d th
ird s
ecto
r or
gani
satio
ns
Brie
fings
pro
vide
d as
re
quire
d
Edi
nbur
gh H
ealth
an
d S
ocia
l Car
e P
artn
ersh
ip
TSI p
artn
ers
Feas
ibilit
y as
sess
men
t by
A
pril
2014
Ong
oing
Ong
oing
Ong
oing
Apr
il 20
14
and
appl
ied
ther
eafte
r
-
16
Str
ateg
ic O
utco
me
2: T
he s
oci
al v
alue
of
pub
lic s
ervi
ces
is m
axim
ised
and
pro
filed
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
2DM
ore
pub
lic
bui
ldin
gs
are
ow
ned
o
r m
anag
ed
by
soci
al
ente
rpri
ses
The
publ
ic s
ecto
r op
ens
up o
ppor
tuni
ties
for
soci
al e
nter
pris
es to
m
anag
e an
d/or
buy
pub
licly
ow
ned
build
ings
and
acc
ess
long
-ter
m
leas
es:
• A
cces
s to
con
cess
iona
ry re
ntal
s an
d le
ases
is tr
ansp
aren
t (in
pa
rtic
ular
any
ass
ocia
ted
proc
ess)
and
rega
rded
as
inve
stm
ent i
n so
cial
ent
erpr
ises
• A
n as
set t
rans
fer
fram
ewor
k an
d pr
oces
ses
will
be d
evel
oped
by
publ
ic b
odie
s re
flect
ing
the
pend
ing
Com
mun
ity E
mpo
wer
men
t an
d R
enew
al B
ill
• A
task
gro
up to
be
esta
blis
hed
for
the
purp
ose
of a
sses
sing
ap
plic
atio
ns fo
r as
set t
rans
fer
• A
key
con
tact
in p
ublic
sec
tor
bod
ies
will
be a
ppoi
nted
to m
anag
e as
set t
rans
fer a
nd li
aise
with
soc
ial e
nter
pris
es o
n lo
ng-t
erm
leas
es
All
part
ies
will
take
ste
ps to
lear
n fro
m e
xper
ienc
e in
Edi
nbur
gh a
nd
else
whe
re:
• A
n ev
iden
ce g
athe
ring
and
lear
ning
eve
nt w
ill be
hel
d ev
ery
thre
e ye
ars
• Th
e pa
rtne
rs w
ill in
volv
e C
OS
S i
n th
e de
velo
pmen
t of a
ppro
ache
s to
ass
et tr
ansf
er
• Le
sson
s le
arnt
will
be m
ade
avai
labl
e to
oth
er in
tere
sts
in
Edi
nbur
gh a
nd b
eyon
d
Soc
ial e
nter
pris
es a
re a
war
e of
opp
ortu
nitie
s to
man
age
or o
wn
publ
ic
build
ings
:
• A
s a
first
ste
p, th
e C
ity o
f Edi
nbur
gh C
ounc
il an
d TS
I par
tner
s w
ork
to id
entif
y op
port
uniti
es to
tran
sfer
the
man
agem
ent o
r ow
ners
hip
of p
ublic
ly o
wne
d bu
ildin
gs
Soc
ial e
nter
pris
es re
ceiv
e ap
prop
riate
sup
port
to ta
ke o
n th
e m
anag
emen
t or
owne
rshi
p of
bui
ldin
gs:
• S
ocia
l ent
erpr
ises
rece
ive
supp
ort f
rom
ES
EN
and
CO
SS
to p
lan
and
man
age
the
hand
over
or
man
agem
ent o
f ow
ners
hips
*
Pol
icy
stat
emen
ts a
nd
proc
esse
s in
pla
ce
acro
ss E
dinb
urgh
’s
publ
ic b
odie
s –
with
re
sour
cing
incl
uded
as
par
t of p
ublic
in
vest
men
t pac
kage
s
Pub
lic p
artn
ers
deve
lop
an a
ppro
pria
te
fram
ewor
k
Gro
up e
stab
lishe
d fo
llow
ing
adop
tion
of fr
amew
ork(
s) a
nd
prom
otio
nal e
ffort
s
Eve
nt
Opp
ortu
nitie
s id
entifi
ed
with
pot
entia
l for
soc
ial
ente
rpris
e m
anag
emen
t an
d/or
ow
ners
hip
Com
pete
ncy,
cap
acity
an
d su
stai
nabi
lity
of
thos
e en
terp
rises
with
po
tent
ial t
o su
ccee
d is
in
crea
sed
Pub
lic s
ecto
r
TSI p
artn
ers
Ass
et tr
ansf
er
fram
ewor
ks
and
proc
ess
es
tabl
ishe
d
Task
gro
up in
stal
led
and
key
cont
act
appo
inte
d
Num
ber
of s
ocia
l en
terp
rises
m
anag
ing
and/
or o
wni
ng p
ublic
bu
ildin
gs in
crea
ses
by a
roun
d 5%
per
ye
ar
Num
ber
soci
al
ente
rpris
es
rece
ivin
g su
ppor
t in
crea
ses
by a
roun
d 10
% p
er y
ear
Sum
mer
20
14 a
nd
appl
ied
ther
eafte
r
Oct
ober
20
15
Oct
ober
20
14
2016
Oct
ober
20
15
ther
eafte
r (o
r ea
rlier
if
oppo
rtun
ities
ar
ise)
Oct
ober
20
15
ther
eafte
r (o
r ea
rlier
if
oppo
rtun
ities
ar
ise)
* C
omm
unity
Ow
ners
hip
Sup
port
Ser
vice
whi
ch is
run
by
the
Dev
elop
men
t Tru
sts
Ass
ocia
tion
Sco
tland
-
17
Str
ateg
ic O
utco
me
3: E
ngag
emen
t b
y so
cial
ent
erp
rise
s w
ith u
sers
and
cus
tom
ers
is e
nhan
ced
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
s
Key
pe
rform
ance
in
dica
tor
Tim
esca
le
3AA
war
enes
s o
f so
cial
en
terp
rise
s in
the
city
is
incr
ease
d
A s
trat
egic
app
roac
h to
pro
mot
ing
the
sect
or is
dev
elop
ed:
• A
nee
ds a
naly
sis
in re
latio
n to
mar
ketin
g an
d pr
omot
ion
of th
e se
ctor
is c
arrie
d ou
t
• A
com
mun
icat
ions
pla
n fo
r so
cial
ent
erpr
ises
is d
evel
oped
Soc
ial e
nter
pris
es w
ill be
pro
mot
ed o
nlin
e an
d th
roug
h so
cial
med
ia
and
othe
r ro
utes
:
• Th
e on
line
and
prin
ted
dire
ctor
y w
ill be
mai
ntai
ned
and
prom
oted
• S
ocia
l ent
erpr
ises
will
be p
rom
oted
thro
ugh
soci
al m
edia
• Th
e co
mm
unic
atio
ns p
lan
for
the
sect
or w
ill be
impl
emen
ted
Pro
mot
ion
and
com
mun
icat
ions
pla
n in
stal
led
ES
EN
dire
ctor
y
ES
EN
City
of E
dinb
urgh
C
ounc
il
Bus
ines
s G
atew
ay
Nee
ds a
naly
sis
carr
ied
out
Com
mun
icat
ions
pl
an d
evel
oped
Com
mun
icat
ions
pl
an im
plem
ente
d
Sec
tor
turn
over
gr
ows
by 5
%
annu
ally
Apr
il 20
14
Mea
sure
d in
201
5 an
d 20
17
-
18
Str
ateg
ic O
utco
me
3: E
ngag
emen
t b
y so
cial
ent
erp
rise
s w
ith u
sers
and
cus
tom
ers
is e
nhan
ced
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
3BM
ore
so
cial
en
terp
rise
p
rod
ucts
and
se
rvic
es a
re
pur
chas
ed
Mor
e bu
sine
sses
will
buy
prod
ucts
and
ser
vice
s fro
m s
ocia
l ent
erpr
ises
:
• C
onne
ctio
ns a
mon
gst s
ocia
l ent
erpr
ises
and
bus
ines
ses
will
be
deve
lope
d th
roug
h st
rate
gic
part
ners
hips
• A
foru
m fo
r in
tera
ctio
n be
twee
n th
e pr
ivat
e se
ctor
and
soc
ial
ente
rpris
es w
ill be
est
ablis
hed
• Th
e E
SE
N s
ocia
l ent
erpr
ise
dire
ctor
y w
ill be
dis
trib
uted
to
inte
rest
ed b
usin
esse
s
Mor
e co
nsum
ers
will
buy
prod
ucts
and
ser
vice
s fro
m s
ocia
l ent
erpr
ises
:
• In
form
atio
n ab
out s
ocia
l ent
erpr
ises
will
be m
ade
avai
labl
e in
pub
lic
spac
es s
uch
as li
brar
ies,
sch
ools
and
com
mun
ity c
entr
es
• E
SE
N w
ill es
tabl
ish
a ‘fr
iend
s of
soc
ial e
nter
pris
e’ e
-new
slet
ter
• Th
e fe
asib
ility
of r
unni
ng a
soc
ial e
nter
pris
e fe
stiv
al w
ill be
in
vest
igat
ed a
nd h
eld
if fe
asib
le c
onne
cted
with
ent
erpr
ise
activ
ity
Inte
r-tr
adin
g am
ongs
t thi
rd s
ecto
r or
gani
satio
ns s
hall
be in
crea
sed:
• S
ocia
l ent
erpr
ise
and
third
sec
tor
prod
ucts
and
ser
vice
s ar
e pr
omot
ed th
roug
h TS
I par
tner
s’ c
omm
unic
atio
ns
• C
ross
-sec
tora
l spe
ed-d
atin
g ev
ents
are
hel
d
• A
cam
paig
n en
cour
agin
g H
ousi
ng A
ssoc
iatio
ns to
buy
from
an
d en
gage
with
soc
ial e
nter
pris
es w
ill be
incl
uded
in th
e C
omm
unic
atio
n S
trat
egy
• S
ocia
l ent
erpr
ises
will
be s
uppo
rted
to d
evel
op p
artn
ersh
ips
and
cons
ortia
with
a v
iew
to (p
oten
tially
) joi
ntly
del
iver
ser
vice
s
e-ne
wsl
ette
r es
tabl
ishe
d
Feas
ibilit
y st
udy
com
plet
ed
Spe
ed-d
atin
g ex
chan
ges
esta
blis
hed
Whe
re a
ppro
pria
te
busi
ness
par
tner
ship
s an
d/or
con
sort
ium
s w
ill be
form
ed to
str
engt
hen
the
pros
pect
s of
at
trac
ting
inve
stm
ent
ES
EN
Bus
ines
s G
atew
ay
Sco
ttis
h B
usin
ess
in th
e C
omm
unity
EV
OC
VC
E
Bus
ines
s fo
rum
s
Foru
m e
stab
lishe
d
Dire
ctor
y di
strib
uted
to
50
busi
ness
es
per
year
Info
rmat
ion
abou
t so
cial
ent
erpr
ises
av
aila
ble
in 5
0 pu
blic
sp
aces
Circ
ulat
ion
of
e-ne
wsl
ette
r gr
ows
to 3
00
If fe
asib
le fe
stiv
al
happ
ens
ever
y tw
o ye
ars
One
eve
nt p
er y
ear
2% m
ore
soci
al
ente
rpris
es p
er
year
citi
ng H
ousi
ng
Ass
ocia
tions
as
cust
omer
s
Sum
mer
20
14
Ong
oing
Oct
ober
20
14
2018
2015
2017
Apr
il 20
15 a
nd
annu
ally
th
erea
fter
Ann
ually
3CP
eop
le a
re
enco
urag
ed
and
sup
po
rted
to
vo
lunt
eer
in s
oci
al
ente
rpri
ses
• Vo
lunt
eer
oppo
rtun
ities
in s
ocia
l ent
erpr
ises
are
pro
mot
ed th
roug
h th
e Vo
lunt
eer
Cen
tre
Edi
nbur
gh
• S
ocia
l ent
erpr
ises
are
dire
cted
to V
CE
trai
ning
and
bes
t pra
ctic
e gu
ides
• Th
e ne
ed fo
r sp
ecia
list t
rain
ing
in v
olun
teer
sup
port
for
soci
al
ente
rpris
es is
ass
esse
d an
d, if
requ
ired,
del
iver
ed
Nee
ds a
naly
sis
carr
ied
out
VC
E
ES
EN
Volu
ntee
ring
in
soci
al e
nter
pris
es
grow
s by
5%
an
nual
ly
2015
2017
-
19
Str
ateg
ic O
utco
me
4: T
he s
oci
al a
nd e
cono
mic
imp
act
of
Ed
inb
urg
h’s
soci
al e
nter
pri
se s
ecto
r is
u
nder
sto
od
and
rec
og
nise
d
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
4AT
he s
ize
of
the
sect
or
is
und
erst
oo
d a
nd
pro
mo
ted
The
size
of t
he e
ngag
ed s
ocia
l ent
erpr
ise
sect
or is
und
erst
ood:
• Th
e si
ze a
nd im
pact
of s
ocia
l ent
erpr
ises
eng
agin
g w
ith E
SE
N w
ill be
map
ped
on a
bie
nnia
l bas
is
• Th
e re
sults
of t
his
map
ping
will
be p
rom
oted
thro
ugh
PR
cha
nnel
s an
d m
ade
avai
labl
e to
pol
icy
lead
ers,
ele
cted
mem
bers
, etc
• S
ocia
l ent
erpr
ises
par
ticip
ate
in C
ompa
ct in
itiat
ives
to m
easu
re th
e he
alth
of t
he th
ird s
ecto
r
The
size
of t
he s
ecto
r in
term
s of
org
anis
atio
ns th
at m
eet t
he S
ocia
l E
nter
pris
e C
ode
is u
nder
stoo
d:
• A
map
ping
exe
rcis
e in
volv
ing
TSI p
artn
ers
will
be u
nder
take
n th
at
will
iden
tify
and
anal
yse
the
scal
e of
org
anis
atio
ns th
at m
eet t
he
Soc
ial E
nter
pris
e C
ode
• Th
e S
ocia
l Ent
erpr
ise
Cod
e sh
all b
e pr
omot
ed th
roug
h TS
I par
tner
s to
hel
p th
ird s
ecto
r or
gani
satio
ns d
ecid
e if
they
wan
t to
iden
tify
thei
r or
gani
satio
n or
trad
ing
arm
s as
soc
ial e
nter
pris
es
Map
ping
repo
rts
Wid
e-ra
ngin
g m
appi
ng
occu
rs
ES
EN
EV
OC
VC
E
Und
erta
ken
by
June
201
5
2015
2017
June
201
5 on
war
ds
4BB
usin
esse
s le
arn
abo
ut a
chie
ving
so
cial
imp
act
fro
m s
oci
al
ente
rpri
ses
SM
Es/
busi
ness
es a
re in
vite
d to
eve
nts
prom
otin
g th
e so
cial
impa
ct o
f so
cial
ent
erpr
ises
:
• B
usin
esse
s ar
e in
vite
d to
eve
nts
prom
otin
g th
e so
cial
impa
ct o
f so
cial
ent
erpr
ises
• A
sho
rt fi
lm a
nd p
rom
otio
nal p
ack
abou
t ach
ievi
ng s
ocia
l im
pact
th
roug
h tr
adin
g is
cre
ated
• S
ocia
l ent
erpr
ise
is p
rom
oted
as
a w
ay d
oing
bus
ines
s th
roug
h C
oope
rativ
e C
apita
l CC
SR
rout
es
Sho
rt fi
lm
ES
EN
Bus
ines
s G
atew
ay
City
of E
dinb
urgh
C
ounc
il
Bus
ines
s fo
rum
s
Sho
rt fi
lm c
reat
ed
Bus
ines
ses
invi
ted
to o
ne s
ocia
l en
terp
rise
even
t per
ye
ar
End
201
5
Ong
oing
-
20
Str
ateg
ic O
utco
me
5: A
cces
s to
so
cial
ent
erp
rise
ed
ucat
ion
incr
ease
s in
sch
oo
ls a
nd
f
urth
er a
nd h
ighe
r ed
ucat
ion
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
5AS
cho
ols
in
Ed
inb
urg
h ar
e en
gag
ed in
so
cial
ent
erp
rise
ed
ucat
ion
Mor
e sc
hool
s ar
e en
gage
d in
soc
ial e
nter
pris
e ed
ucat
ion
thro
ugh
the
follo
win
g pr
opos
ed a
ctio
n:
• A
pla
n an
d gu
idan
ce s
houl
d be
dev
elop
ed s
ettin
g ou
t how
soc
ial
ente
rpris
e in
sch
ool e
duca
tion
coul
d be
enc
oura
ged
• M
ore
scho
ols
ende
avou
ring
to e
mbe
d so
cial
ent
erpr
ise
as a
cro
ss-
curr
icul
ar a
ctiv
ity
• M
ore
teac
hers
and
col
lege
lect
urer
s w
ill at
tend
CP
D tr
aini
ng in
‘U
nder
stan
ding
Soc
ial E
nter
pris
e’
• C
olle
ge s
tude
nts
will
have
the
oppo
rtun
ity to
par
ticip
ate
in
Und
erst
andi
ng S
ocia
l Ent
erpr
ise
Aw
aren
ess
Ses
sion
s
• S
tude
nts
at E
dinb
urgh
Uni
vers
ity’s
Mor
ay H
ouse
Sch
ool o
f E
duca
tion
will
have
the
oppo
rtun
ity to
par
ticip
ate
in U
nder
stan
ding
S
ocia
l Ent
erpr
ise
Aw
aren
ess
and
mee
t peo
ple
from
loca
l soc
ial
ente
rpris
es to
enc
oura
ge e
mpl
oyer
eng
agem
ent
The
soci
al e
nter
pris
e m
odel
will
be p
rom
oted
to H
E a
nd F
E s
tude
nts
cons
ider
ing
sett
ing
up th
eir
own
busi
ness
es
Pla
n to
be
prep
ared
for
the
sum
mer
of 2
015
City
of E
dinb
urgh
C
ounc
il
Soc
ial E
nter
pris
e A
cade
my
HE
/FE
sec
tor
Bas
elin
e of
pa
rtic
ipat
ion
esta
blis
hed
in th
e fir
st y
ear
with
a
min
imum
of 5
%
incr
ease
yea
r on
ye
ar
5% in
crea
se o
n te
ache
rs a
tten
ding
C
PD
on
soci
al
ente
rpris
e
Sum
mer
20
15
Ong
oing
Sum
mer
20
15
5BT
he c
reat
ivity
of
youn
g p
eop
le is
re
cog
nise
d a
nd
stre
ngth
ened
• A
n an
nual
Dra
gon’
s D
en is
run
for
scho
ol p
upils
• S
ocia
l ent
repr
eneu
rs in
the
city
are
trai
ned,
thro
ugh
the
Ent
erpr
ise
Ang
els
prog
ram
me,
to w
ork
with
sch
ool p
upils
and
col
lege
st
uden
ts to
hel
p th
em d
evel
op th
eir
idea
s
• M
ore
Edi
nbur
gh s
choo
ls a
chie
ve a
Soc
ial E
nter
pris
e in
Edu
catio
n C
ertifi
cate
A D
rago
n’s
Den
eve
nts
annu
ally
Soc
ial e
nter
pris
es a
re
trai
ned
Num
ber
of s
choo
ls
achi
evin
g th
is re
cogn
ition
in
crea
ses
City
of E
dinb
urgh
C
ounc
il
Soc
ial E
nter
pris
e A
cade
my
ES
EN
Volu
me
of s
choo
l pu
pils
par
ticip
atin
g in
the
Dra
gons
Den
in
crea
ses
by 5
%
year
on
year
.
A m
inim
um
of s
ix s
ocia
l en
trep
rene
urs
are
trai
ned
each
yea
r
Incr
ease
of 1
0%
year
on
year
Ann
ually
fro
m 2
014
Ong
oing
fro
m A
pril
2015
Ong
oing
-
21
Str
ateg
ic O
utco
me
5: A
cces
s to
so
cial
ent
erp
rise
ed
ucat
ion
incr
ease
s in
sch
oo
ls a
nd
f
urth
er a
nd h
ighe
r ed
ucat
ion
Stra
tegi
c ob
ject
ive
Act
ions
Out
puts
Pro
pose
d de
liver
y pa
rtner
sK
ey p
erfo
rman
ce
indi
cato
rTi
mes
cale
5CYo
ung
peo
ple
ha
ve t
he c
hanc
e to
eng
age
with
E
din
bur
gh’
s so
cial
en
terp
rise
s
• M
ore
scho
ols,
col
lege
s an
d un
iver
sitie
s vi
sit s
ocia
l ent
erpr
ises
• S
ocia
l ent
erpr
ises
in th
e ci
ty o
ffer
stud
ent p
lace
men
ts le
ttin
g pu
pils
an
d st
uden
ts g
et in
volv
ed in
sol
ving
wor
k ba
sed
prob
lem
s
• A
sch
ool s
ocia
l ent
erpr
ise
is in
vite
d to
an
ES
EN
net
wor
k m
eetin
g at
le
ast o
nce
a ye
ar
• Li
nks
will
be d
evel
oped
bet
wee
n so
cial
ent
erpr
ises
and
bus
ines
s sc
hool
s w
ithin
the
HE
sec
tor
Pla
cem
ent p
rogr
amm
e es
tabl
ishe
d
A s
choo
l ide
ntifi
ed to
at
tend
a m
inim
um o
f one
ne
twor
k m
eetin
g pe
r ye
ar
A fo
rmal
exc
hang
e
City
of E
dinb
urgh
C
ounc
il
Soc
ial E
nter
pris
e A
cade
my
ES
EN
HE
/FE
sec
tor
15%
of s
ocia
l en
terp
rises
hos
t vi
sits
ann
ually
10%
of s
ocia
l en
terp
rises
offe
r pl
acem
ents
From
201
5
FOREWORDMETHODOLOGYVISION AND STRATEGIC OUTCOMESTERMINOLOGY: SOCIAL ENTERPRISEINTRODUCTIONSOCIAL ENTERPRISESOCIAL ENTERPRISES IN EDINBURGHCONTEXTA SOCIAL ENTERPRISE STRATEGYFOR EDINBURGH 2013-18