case file contents checklist - the social audit network · deal for communities area or priority...
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Appendix 1
SES (Sustainable ▪ Enterprise ▪ Strategies) 2010 ©
1
Name of document
Applicable
to This client?
(Y or N)
Comment
Initial Client Enquiry Form (SES 01)
Client Registration Form: Signed by Worker and User
(SES 02)
Pre Business Support Action Plan (SES 03)
Proof Of ID
NEEIC Paperwork
Tracker /Case Note Sheet (SES 04)
Client Activity Record (SES 05)
Enterprise Catalyst
Business Plan Checklist (SES 06)
Expenses Sheet (SES 07)
Business Plan
Start Up Information Sheet / Grant Application Form(s)
(SES 08)
Business Monitoring Sheet(s) (SES 09)
Client Change Of Details Form(s) (SES 10)
Case File Contents Checklist Use as an index and checklist of the documents contained in the
Client Case File.
Client Name: ____________________ Hanlon Reference No: ________________
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Client Enquiry Form (SES 01)
Use this form to record the details – fully and accurately- of every
business support enquiry for SES support. Enquiries may be made by
phone or in person.
Reception staff and/or other staff are required to complete if handling
an initial enquiry.
Name of enquirer
Contact telephone number
Address and postcode
Email Address
Initial Advisor
Nature of the enquiry (please tick)
General information about starting a business
General information about starting a social enterprise
Advice for Existing Business
Advice for Existing Social Enterprise
Specific technical advice on business
Personal Finance/debt/tax credit
Business Idea
Housing Tenure Gentoo Owner Private Rented Other Housing Ass.
Living With Parents Friends Homeless Other
IMD Ranking / Ward
Name of special project/area
initiative (where relevant), e.g. New
Deal for Communities area or priority IMD area.
Person handling the enquiry
Date and time of the enquiry
How did you hear about us? Leaflet/Poster Newspaper Jobcentre Plus Fiscus
Word of mouth Shaw Trust Job Linkage Bank
Just The Job Website Just the Job Phone Line Other
Approximate time taken
(Please circle)
15 min 30 min 45 min 1 Hour
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Client Registration Form (SES 02)
Funding Code SME B/S SE
First Name’s Surname:
Address: Post code:
E-mail:
Male: Female:
Tel. Number:
NI number: If not known use… TN – DOB – Male or female _ _ _ _ _ _ _ _ _
Mobile no:
Nationality:
Marital Status: Single / Married / Divorced / Separated / Widowed / Civil Partnership
IMD Rating
1-10 11-20 21-30
31 – 50 51-100 Actual _____________
Age Band (circle) Date of Birth:
16 - 25 26 – 49 50+ ________________
Housing Tenure
Gentoo Other RSL Owner Occupier
Private Rented Parents Home Friend’s House
No permanent address No Fixed Abode Other
Ethnic Origin Asian / Asian British - Bangladeshi
Black / Black British – Caribbean
Mixed white / black Caribbean
Asian / Asian British – Indian Black / Black British – Other
White – British
Asian / Asian British - Pakistani Chinese White – Irish Asian / Asian British - Other Mixed white / Asian White – Other
Black / Black British - African Mixed white / black African
Other
Equal Opportunities Please tick ALL of the following that apply to you:
English 2nd
Language Mental / learning disability
Recently made redundant
Refugee Physical disability NEET 16-18 not in employment, education or training
Asylum Seeker Drug / Alcohol misuse Returner to labour market
50+ years People in or leaving care
Has care responsibilities
EEC National Homeless Basic skills need Literacy / numeracy difficulties
Health problems Lone parent Ethnic minority group Ex Offender Client facing None
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redundancy
Employment Status Have you ever worked? Yes No If Yes, please give the date you last worked: _ _ / _ _ / _ _
Are you currently employed? Yes No If Yes, How many hours: ___________
Are you self-employed? Yes No
Are you currently on Pathways?
Yes No
Are you currently on New Deal?
Yes No
a) How long have you been out of work? (please tick one)
0-6 months 7-12 months 13-18 months
19-24 months 25 months – 3 years Over 3 years
b) What is the MAIN benefit you currently receive? (please tick one or more)
Jobseeker’s Allowance Incapacity Benefit Severe Disablement Allowance
Income Support Invalid Care Allowance Widow’s Benefit
None
Other (specify) _______________
Excluding Housing Benefit how much yourself and/or /family receive in benefit last week?
Average £____________________PW
ESA
Do you have dependant children aged 16 years or under living with you?
Yes No
Are you registered as disabled Yes No
Have you ever been self employed? Yes No (Business type) _____________
What is your business idea? ______________________________________________________
Education / Qualifications
Below NVQ 1 NVQ 1 NVQ 2
NVQ 3 NVQ 4 NVQ 5
GCSE Graduate Overseas Qualification Not known
No qualifications Other (specify) : ____________
Transport: Car Ownership? Do you have access to a car or van? Yes No
Do you have a current driving licence? Yes No If yes, what type? Do You consider the availability of public transport to be a problem Yes No Does the cost of public transport impact on you accepting interviews or employment? Yes No
Do you have an up to date CV? Yes No
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How did you hear about us?
Leaflet/Poster Newspaper Jobcentre Plus Word of mouth Shaw Trust Job Linkage Just the Job Phone Line Just The Job Website Bank Fiscus Other
Declaration I understand this service is voluntary and give my consent for my personal details to be held on a secure database and used by SES to confirm my identity and be released to, employers, funders,
partners, referral organisations where it is necessary in the interests of increasing my self-employment and/or employment prospects. My personal information may be used for the purpose of
management information and external audit requirements by the organization collecting the data or any organization with whom the data has been shared for the purposes of increasing my self
employment and/or employment prospects.
You may be contacted in the future with regard to monitoring, evaluating and offering further assistance. Details provided on this form are confidential and will not be used or shared for any
purpose other than that already stated.
This information may be held and used in the service’s internal computer systems. I understand that I can withdraw this consent at any time by contacting my adviser/caseworker.
Client signature: _______________________________ Date: _______________________
Advisors Signature _______________________________ Date: _______________________
Advisor Name (print) ________________________________________________________________
On Behalf Of: ________________________________________________________________
Job Centre Plus Which Office?
Job Linkage Which Office?
Fiscus Which Advisor?
Other Please state?
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Personal Barriers Relevant Action
Literacy / Numeracy / ICT Skills
Confidence / Motivation
Family / Caring Commitments (including Childcare)
Transport
Homelessness / Housing
Cultural Issues
Special Requirements needed to access the service
Criminal Convictions
Other Agency Support Job Linkage Shaw Trust Business
Link InBiz Working
Links Princes Trust
Next Steps
Registered?
Issues with Benefits / Tax Credits / debt / personal finance (Fiscus)
Relevant Action
Do you have any issue with your benefits or need a better off calculation?
Are you worried about debt or are you in arrears with any bills?
Do you have any problems obtaining credit / CCJ’s?
Do you have any problems opening a bank account?
Training, Licensing and Registration Relevant Action
Do you have the relevant training for the services you will offer?
Do you require registration with any relevant body or trade association? (i.e. Gas Safe)
Pre Business Start Support (SES 03) Use this checklist to ensure you have covered all the topics and
questions relevant to diagnosing the needs of the client.
Worker Name: ______________________ Client Name: ______________________
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Section 2 – Action Plan
Date of
Action
Record details here By Whom? By When?
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Page: _______________
Client‟s name
Client‟s reference no.
Date of
activity
Type of activity highlight, issues / concerns noted, more importantly suggested action e.g.
training course on X, advice on Y. Periodic reviews of progress, suggestions made by advisor
Client Tracker/Case Notes (SES 04)
You should use this sheet to record notes of significance. Record a summary
Of the business, work completed to date, work set for the client for the next
appointment, issues or concerns etc...
These notes should be maintained by the advisor(s) responsible for the case.
They provide a complete record of SES relationship with the client, and enable
us to provide an integrated and holistic service.
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Date Activity Contact
Method
Advisor
Name
Time
Start
Time
End
Total
Time
Client Signature
Client Activity Record (SES 05) Client must sign each entry to record meetings and any work completed by
the advisor on the client‟s behalf. This record should mirror the Information in
the tracker case file and advisors own time sheets.
Client Name: _______________________________________________
Business Name: _______________________________________________
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Item Relevant
Yes / No
Business / Proprietor Details
Summary of the Business Idea (who, why, where, when and how)
Key people / Management & Staffing
Legal Structure
Findings of market research
Assessment Of Competition (include the Unique Selling Point of the business)
Customer / Market Analysis
Premises, utilities and equipment
Financing (own resources and borrowing; including details of any start-up
capital)
Cash flow forecast with sensitivity illustrations
Profit /loss / Gross Profit Margin with sensitivity illustrations
Survival Budget
Analysis of risks and possible countermeasures
Summary CV and track record/relevant skills and experience
Book-keeping, Taxation and VAT
Health, Safety and legal issues
Business Plan Checklist (SES 06) Use this checklist to ensure you have covered all the topics and
Questions relevant to compiling a business plan.
Client Name: ____________________
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Payment / Cheque No: __________________________________________
Date Nature of expenses
Mileage Other Travel
Dependent
Care
Feasibility /
Market
research
Signed Received
Authorisation:
Print Name: .......................................................... Signature: .......................................................... Date: ............................
Expenses Sheet (SES 07) you should use this sheet to record any expenses
claimed by and paid to clients.
Client Name: _________________________________________
Business Name _______________________________ Project: _______________________________
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Legal Trading Status:
Business Start Up Information Sheet (SES 08) You should use this form to record details of each new business at start up. This will enable SES to assess achievements, progress and impacts.
First Name(s): Surname:
Address: Post Code:
Client Phone Number:
IMD: Email
Date of Birth: Client Reference No.
Business Name: Business start date:
Business Address Post Code:
IMD:
Partners Name: Client Phone Number:
Partners Address: Post Code:
Date of Birth: IMD:
Provide a Brief Description of the Business:
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What further support is needed now that the business has commenced trading? New business ideas Business Planning Legal structures Employment Debt Advice Benefits/tax credits advice Taxation CV Tendering/procurement Marketing Bookkeeping Recruiting Staff Importing/Exporting Internet Trading Business Management Networking Employment Law Other
Prior to business start: Employment Status: Unemployed: 0-6 Months 6-12 Months 13-18 Months 19-24 Months 25-36 Months Over 3 Years Employed: Full Time Part Time Serving Redundancy
Housing Tenure Gentoo Owner Private Rented Homeless Living with parents Living with Friends Other Housing Association Other
What was the main JSA Incapacity Benefit Income Support
Type of Business SIC Code (use 2007 SIC list):
Projected Turnover:
Under £9999 £10k - £19k £20k - £29k £30k - £49k £50k - £99k £100k Plus
Actual Projected Turnover:
VAT Registered: Yes No
Number Of Employees (inc. proprietors):
At Commencement:
At End Of First Year (Forecast):
Other (please specify):
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benefit received? DLA Severe disability allowance ESA Widows Benefit Invalid Care Allowance Other None
A) Excluding housing costs and prior to business start how much income/benefit did the user’s family receive the week before trading?
B) Excluding housing costs, what is the expected business income per week (including Tax Credits) after the business starts trading?
Did the business require any start up funding? Yes No (If yes, fill in the Funding Applications sheet)
Have you used any additional business support service other than from SES? Business Link Local Authority Accountants Fiscus Banks BIC North East Chamber of Commerce Other
What do you think is the main benefit or impact of your business to you? Sense of pride Increased skills Building a family business Independence Coming off benefits More money for the family Reduce Debt Financial stability Employing family members Flexible hours Achievement Create a job for yourself What do you think is the main benefits or impact of your business upon local people and communities in the North East? Creating local jobs Increased local skills Role models for others Encourage others to start businesses Provide local services Pride in the area Local employment Helping other businesses Helping people to get off benefits Other
Other:
£
£
Other (Please specify):
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Declaration I understand this service is voluntary and give my consent for my personal details to be held on a secure database and used by
SES to confirm my identity and be released to, employers, funders, partners, referral organizations where it is necessary in the interests of increasing my self-employment and/or employment prospects. My personal information may be used for the purpose of management information and external audit requirements by the organization collecting the data or any organization with whom the data has been shared for the purposes of increasing my Self Employment and/or employment prospects.
You may be contacted in the future with regard to monitoring, evaluating and offering further assistance. Details provided on this form are confidential and will not be used or shared for any purpose other than that already stated.
This information may be held and used in the service’s internal computer systems. I understand that I can withdraw this consent at any time by contacting my adviser/caseworker.
Client signature: _______________________________ Date: _______________________
Advisors Signature _______________________________ Date: _______________________
Advisor Name (print) ________________________________________________________________
On Behalf Of: ________________________________________________________________
Details of all Funding applications submitted Application made to: Date Personal
Investment Grant
Loan Amount sought
(£)
Amount Awarded
(£)
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Date of Data capture: Client Name:
Business Name:
Have Contact Details Changed? Yes No (If yes, Complete Change of Details Form)
Is the business still trading? No Complete Part 1 Yes Continue to part 2
Part 1 – Where the Business has ceased trading. What date did you cease trading? Why did the business cease trading? Ill Health Lack of customers Premises Economy Cash flow problems Family circumstances Full time Job offers New Regulations Market failure Competition Bankruptcy, Debt Bookkeeping / Taxation
Would you consider starting another business? Yes No Is any further help needed? (By SES or signposting) New business ideas Business Planning Legal structures Employment Debt Advice Benefits/tax credits advice Taxation Informing Agencies CV
Business Monitoring Sheet (SES 09) Used to record details of the results of 6, 12, 18 and 24 month monitoring. This will enable SES to calculate business survival rates, maintain contact with the business and provide further help where needed. Tick the correct monitoring stage below.
Monitoring Stage: 6 12 18 24
Other (please specify):
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Part 2 - Where the Business is still trading. How do you feel the business is performing? Excellent Good Average Poor
Excellent Good Average Poor Have you encountered any problems? Ill Health Lack of customers Premises Economy Cash flow problems Family circumstances Full time Job offers New Regulations Market failure Competition Bankruptcy, Debt Bookkeeping / Taxation
What is your average income per week including tax credits? (For instance Drawings/Wages, excluding housing benefits)
Have you used any additional business support service other than from SES? Business Link Accountants Fiscus
Is any further help needed? (By SES or signposting) New business ideas Business Planning Legal structures Employment Taxation/ Bookkeeping Tendering/procurement
Other (please specify):
How many are employed? (Including self):
What Is the Turnover for the Current / Previous Year?
VAT Registered: Yes No
VAT De Registered: Yes No What are the prospects for growth over the next 12 Months?
Other (please specify):
£
Other (please specify):
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Marketing Importing/Exporting Networking
Where do most of your customers come from? Your Neighborhood Local neighbourhoods Across Sunderland Within the sub-region North East Wide Country wide UK Wide Europe Worldwide
Client signature: _________________________ Date: _________________
Advisors Signature _________________________ Date: __________________
Completed: In Person By Phone
Other (please specify):
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Date of Data capture:
Business Name
Name
LandLine Telephone
Mobile
Email Address
Address
Postcode
IMD
Housing Tenure
Gentoo Owner Private Rented Other Housing Ass.
Living With Parents Friends Homeless Other
Change Of Contact Details (SES 10) Used to record a change in contact details a any stage of the business. Attach to registration form
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APPENDIX 2
Action Points from 2008/09 Social Accounts
SES has practiced Social Accounting and Auditing since 2003 and has used the
process and its findings to inform the organizations strategic direction.
The consultation carried out with all stakeholders groups imposes a learning
environment for which SES can prove and improve its work, the action points taken
from the results of last year‟s consultation (objectives 1-6) are as follows;
Objective 1: To actively promote, develop and support individual entrepreneurship,
enterprise and social enterprise mainly with people from hard pressed communities
Action Points……
Collect information from Registration Clients in a different way and throughout
the year
We shall continue to respond to contracts that fit our mission and core values
In the past we sought funding – NOW we concentrate on building relationships
and work with others to respond to contracts. This is a different way of working
Concentrating on building up long-term relationships with the business start up
clients to ensure support is given for sustainability and growth
Improve the data collection for social enterprises so that it captures funds raised
and the enterprises journey, the data needs to be brought together in a
consistent form
Focus more community engagement programmes such as enterprise coaching
to ensure we maintain our work in the most hard pressed areas
Continue consistent usage of the business offer documents to ensure SES
operates at the same level
Ensure the Enterprise Team are sufficiently challenged
Action Taken……………..
An improved set of business offer documents was introduced October 2009 – with this
SES introduced a more disciplined and managed process of recording information.
This year SES has registered 783 clients onto an enterprise programme compared to
577 last year. This is now a much improved and consistent part of SES‟s operations and
a working party meets bi-annually to develop the documents in line with
organizational development and reporting requirements from various contracts.
This new system has also improved contact with all clients this year, more has been
done to try to understand what progress each business is making. A full and complete
monitoring exercise has been carried out with ALL business start up clients for this
year‟s social accounts. To improve the reporting of these figures SES have
implemented a rolling monitoring system; monitoring is now carried out each month,
allowing a current picture of business survival rates.
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APPENDIX 2
This will produce data to show ebbs and flows throughout the year and give SES
opportunities to improve their impact on the survival rate of businesses.
In addition to improving the traditional business start up data collection we have
designed a database specifically for Social Enterprises and the Voluntary Sector, this
database allows more quantitative data to be captured giving the opportunity to
collect more data and demonstrate the full impact of our work with the Social
Enterprise Sector.
Due to the uncertainties regarding government changes, few contracts and
opportunities have been available, however SES have taken improved steps to
streamline their bidding process and engaged and worked closely with „Bid Perfect‟, a
consultancy firm which assists and facilitates with the management process of
tendering for contracts. Added to this SES have experienced a new way or working
during this audit cycle, being part of a 5 strong consortia since April 2009 SES has
gathered a large amount of knowledge and awareness on how to create and
maintain a strong consortia model. This has positioned SES well for future consortia
contracts.
This year SES have employed 3 Enterprise Talent Scouts, these workers focus on
community engagement and developing the pre pre-start skills of the potential
business start up clients. They are a part of the existing enterprise team who have
continued to work towards meeting their individual targets and introduction of the
new Hanlon CRM system and increased reporting needs have ensured the team have
been sufficiently challenged.
Objective 2: To identify and participate in projects that involves community anchor
organisations and partners to develop better products and services
Action Points…….
We want to explore consortia working more
We need to review our strategic approach outside Sunderland
In future, we should find out more about organisations before forming a
consortium with them
Continue to communicate the “badged” package to staff and other
stakeholders.
Continue the effective work of New View, Gentoo, FISCUS and Wearside First CU
Continue to work in partnership with close partners and within groups in planning,
developing social enterprise and raising funds for organisations in the sector
Continue to look at reciprocal and linked targets for SES, FISCUS, New View,
Wearside First Credit Union Enterprising Futures, New Leaf New Life and Social
Enterprise North East thus operating an integrated and holistic service or
“package” to target audience
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APPENDIX 2
Action Taken………
SES is keen to explore more consortia opportunities but as mentioned previously,
suitable opportunities have not arisen in recent months. The Vision is strong throughout
the organization and SES continues to reinforce the value of its work both internally
and externally, consultation carried out with stakeholders indicates a respect for our
work in hard pressed communities. The recently formed consortia include both Gentoo
and FISCUS, they too share our ambition to invest in both the social and financial
wealth of their customers and clients and we have looked and will continue to look for
ways to continue this partnership/consortia way of working. A senior manager within
SES is a board member for Wearside First, FISCUS and Compass Community Transport,
he has been a critical component in the development of its services. In addition Kevin
Marquis – Director, is a board member for Sunderland Resource Centre, Capitalize
North East, and Social Enterprise North East. Mark Heskett Saddington – Director is also
a board member for Social Enterprise North East , Community Business Scotland,
Sunderland Working Neighbourhood Fund and Sunderland Economic Masterplanning
Group. f
Objective 3: To influence policy at a local and regional level regarding enterprise
support and social enterprise
Action Points……
We should investigate whether or not and by how much are organisations value-
driven and be conscious of their area of operation eg. how much they are
concerned with local development?
To write up and document a greater number of case studies to be used in a
number of different ways including in next year‟s social accounts
Continue to try to influence organisations working in the area through personal
contacts and regular attendance at meetings
We will establish a new working relationship with BENE
Our strategic objective of reflecting and penetrating City Region status is working
owing to our increasing presence within the sub region. We need to continue
with this approach Undertaking a full stakeholder analysis, covering relationships with the wide range of organisations with
which SES work
Use more case studies to illustrate some of the outcomes from this objective
To review the “influencing” strategy of SES
Action taken.......
SES have taken steps to improve case study material, in total 9 structured case studies
have been written this year. These present social enterprises with a great opportunity
to showcase the work they carry out and in doing so hope to act as a change agent
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APPENDIX 2
for investment in this sector. Our presence in the Tyneside region has improved our
profile as an experienced and respected enterprise development agency and we
have taken further steps more recently to advance this by adding a „traditional start
up service‟ in the North Tyneside office.
Objective 4: To maximise the economic impact of our work
Action Points .....
We should consider changing the wording of this objective and stressing that we
demonstrate our economic impact and not only maximise it - as this is covered
by the first two objectives
Continue to support New View in the light of the effective work it continues to do
To encourage FISCUS to expand its work into other areas in the North East of
England
To build on our successful partnership relationship with Gentoo
Action Taken......
As the report continues it shows amendments to organizational objectives, a full
review was completed prior to commencing this years‟ social accounts.
Objective 5: To minimise any adverse effects SES has on the environment
Action Points.....
We should, in future, spend more time with clients considering environmental
impacts
We should link more with Gentoo on environmental issues (Business Links North
East do not address environmental impact)
In conjunction with the plans for „Container City SES are planning to implement its
first environmental policies and procedures that related to or core values of
creating sustainable social enterprises within the North East. Utilise new building
structures for greater environmental impact especially new builds.
To look at the travel costs and expenditure on energy and see how it may be
reduced.
To consider appointing an “Environmental Champion” within SES (similar to
Gentoo)
Action Taken......
SES are soon to embark on building new site offices, this will be named „container city‟
and will be built using recycled containers and materials. The plans for this have been
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APPENDIX 2
dramatically delayed due to unexpected problems therefore the planned
environmental developments have been put on hold.
SES is however committed to environmental management and introduced their
environmental policy in March. Further work will be progressed to reduce our
environmental impact, such as; appoint an „environmental champion‟ and when the
new building is complete all tenants will be expected to follow our environmental lead
and commitment. At this time SES see no gain from enforcing such procedures until
the infrastructure is in place. To ensure SES is minimising its effect on the environment
the green office checklist has been carried out.
Objective 6: To develop and train the workforce, increasing and sharing knowledge
and skills throughout the agency
Action Points.....
A succession strategy should be considered along with roles of each staff
member and future development
Consider training and development opportunities for team members in relation to
the role they currently carry out or wish to carry out.
Action Taken…….
Each year SES carries out performance appraisals. These give staff the opportunity to
express interest in developing their personal and professional skills. It is a common
theme within SES for each worker to have an area of expertise, this benefits both the
organization and the team, creating a balance of skill and offering the workers
opportunities to have additional interests. SES updated it training and development
policy this year.
Approximately every 18mth to 2 year, the management team may redeploy staff onto
different projects and although the responsibilities of a business advisor remains
unchanged when dealing with clients their responsibilities to the project may differ
and in changing staff and exposing workers to different projects development in a
variety of other skills occurs, skills such as; micro management skills, presentation
techniques and IT development.
2.5 Panel Recommdations from 2008/09 Social Accounts
In addition to considering our results of previous years consultation, SES consider all
panel member suggestions and recommendations, the recommendations from
2008/09 panel is as follows;
Suggestions and Recommendations…….
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APPENDIX 2
i) undertake a full stakeholder analysis, covering relationships with the wide range of organisations with which SES work
ii) consult with staff and with the Board of Directors
iii) make increasing use of case studies to explore social impact
Action taken……
Steps have been taken to review our stakeholder relationships and influencing
strategy, we have presented our stakeholder analysis to highlight their level of power
and interest. This will be developed further as new opportunities become available to
us especially when considering consortia and partnership working.
This year, SES decided not to consult with staff, this decision was taken given the scope
of this year‟s accounts and after discussion it was agreed that it would not be
beneficial to consult with SES staff as they have done in the past. Discussions however
have taken place regarding ways to consult with the team for next year‟s audit cycle.
The same decision was taken regarding the Board of Directors, at the point of the
2008/09 social accounts a change was made to the board and during 2009/10 have
only just begun to embed as an operating board, more consideration will be given
regarding consultation with this stakeholder group for next auditing cycle.
SES have invested time and financial resource into produce case study material, these
will be discussed further in section 5.2.2.
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APPENDIX 3
Social Accounting and Audit 2009/10
SES
Client Consultation
We know you are very busy people but…. SES works hard to ensure that all of our clients receive a service that meets their requirements and expectations and to ensure we achieve this, every year we undertake client consultation. We would therefore be very grateful if you could use this questionnaire to record your thoughts and opinions on the service provided to you. This information is vital to us as it assists with our service improvements plans, so thank you for your time and input. Please return this questionnaire in the envelope provided by 20
th March 2010.
Name of Business Advisor: …………………………………………………………
1. About you:
This is optional; Your response will be entered into a free prize draw to win £100 Asda vouchers, please provide your details below to enable us to contact you should you be the lucky winner, the draw will be made March 31
st when the
winner will be informed.
Name …………………………………………………………………………. Address………………………………………………………………………. …………………………………………………………………………………. Contact Number……………………………………………………………..
2. About the different services we provide…
2.1 Please tick in √ column which services of these services you received from us and then rate them on a scale of 1 – 5 -; 5 being an excellent standard and 1 being the lowest standard.
Services √ 1 2 3 4 5 Assistance with market research Assistance with business or project plan Assistance with identifying funding (grants and loans) Preparing/assisting with applications for finance Provision of general business advice Information on book-keeping and accounts Advice on publicity and promotion Help with legal requirements and registration Information and advice on National Insurance, VAT and Income Tax
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Information on recruitment and employment Formal training courses Help with identifying ideas for businesses Referral onto an associated service such as FISCUS (Benefits advice) 2.2 Are there other services or help which you would have expected to get from SES? (Please circle
appropriate response)
Yes No If yes, please detail below:
3 About the business support and services…
3.1 Please rate the range of knowledge and quality of service received from the Business Advisor (Circle the
appropriate response)
Range of knowledge
Excellent
Very Good
Good
Poor
Very Poor
Quality of service
Excellent
Very Good
Good
Poor
Very Poor
Comments
3.2 Please tell us about the difference SES has made you
Please tick to indicate your answers to the following statements
Statement
Increased
Decreased
Stayed the same
My understanding of where I can get support has
My understanding of what I need to do has
My aspirations about my future has
My motivation has
My confidence has
My self-esteem has
My ability to make informed choices has
My business skills has
4 Recommendation 4.1 Finally, would you recommend SES to another person starting up or running an enterprise?
Yes No
Thanks for your time and effort, it will greatly assist SES to improve their services
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SES (Sustainable Enterprise Strategies)
APPENDIX 3
Social Enterprise Client Data
Are you already trading as a social enterprise YES NO Are you preparing/emerging social enterprise YES NO Contact Name Company name Company address Company Post Code Contact phone no’s Mobile no’s Contact E mail address Web Site Address Description of Existing / Proposed Social Enterprise _______________________________
1. How would you describe the legal status of your existing / proposed social enterprise? (Please tick all that apply)
Community benefit society/Co-ops Community Interest (CIC) Company limited by shares Constituted organisation Industrial and provident society Other(s) (please describe)
Registered charity/company limited by guarantee Statutory body Unincorporated association Not constituted group
_______________________________________________________
2. Does existing / proposed social enterprise ‘stand alone’ or is it part of another enterprise ? (please tick one only)
Stand alone/independent Wholly owned subsidiary Partnership or Network Branch of a larger organisation Parent organisation Unsure
3. When was your proposed / existing Social Enterprise established?
Date:
4. What is your social enterprise annual turnover?
£0 - £20,000 £20,000-£50,000 £50,000-£99,999 £100,000-£499,999
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£500,000- £999,999 £1 million or more
What was your last years actual Turnover £___________________________
5. Over the next 3 years, how do you anticipate that your turnover will change?
Anticipate Change of the next 3 year
6. Which of the following markets do you serve or propose to serve?
Market Tick Estimated % of total sales Local Sunderland Newcastle North Tyneside South Tyneside Gateshead Durham Northumberland North Rest of UK Exports overseas
7. Have you applied for grant funding (Apr09-Mar10)
8. How many are Pending and what is its value have been Successful have been Unsuccessful
9. Have you submitted any tenders this year (Apr09-Mar10)
10. How many are Pending and what is its value have been Successful have been Unsuccessful
11. What do you think are the major barriers for the expansion /creation of your existing / proposed social
enterprise? (tick up to five)
Culture/religious beliefs Establishing new markets Getting finance for development /creation Getting grant funding
Lack of ongoing support Lack of specialist business advise/support Lack of training Lack of trained/qualified staff Lack of IT training/equipment
Sustained Growth Fast Growth Stay the same Decline
£
£
£
£
£
£
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Lack of contract opportunities Difficulties surrounding procurement procedures Lack of feedback on unsuccessful tendering applications Lack of capital Insecure funding Lack of Tax Credit and Benefits Lack of market information Competition
Lack of volunteers Language Legal constraints Lack of Leadership Lack of revenue/income Regulations/ Tax/VAT
_________________________________________________________
12. How many staff does / will your social enterprise have? Please tick:
Between 1-2 Between 3-5 Between 6 and 10 Between 11 and 20 Between 21 and 50 Between 51 and 100 More than 100
Actual Number of F/t staff ______________ P/t Staff _________________
13. Has the number of staff increased or decreased over the last 12 months? (Please circle) Decrease Increase N/A
14. What kind of future support do you require from SES to develop your Social Enterprise? (You can tick more than one)
Advice on E-Tendering/Commissioning
Social Accounting & Audit and SROI (Social Return on Investment)
Marketing/Promotion
Free or low cost accountancy
Entering into New Markets Legal structures advice Exporting/importing
Governance (management arrangements)
Social Franchising / Replication Business Management / Leadership Identifying and Selling USP (unique selling point)
Human Resource assistance i.e. Employing people/ Job Description
Strategy Planning Meeting other businesses/networking Financial Projections Debt advice
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Service Level Agreements / Contracts Benefits and tax credits advice for Directors and Employees
Other (please specify)
APPENDIX 4
Confidential SES Social Accounting and Audit 2009/10
Feedback from SES’s Partners May 2010
1 Introduction The following people were interviewed using the semi-structured agenda attached. John Musham (JM), Principal Officer (Enterprise), Economic Development, Newcastle City
Council (NCC) Paul McEldon (PM), CEO, Business Innovation Centre (BIC), Sunderland Dawn Docherty (DD), Joint Improvement Partnership Programme Manager, North East
Improvement and Efficiency Partnership (NEIEP) Richard Walton (RW), Programme Manager, Northern Rock Foundation (NRF) Berni Whitaker (BW), Enterprise Manager, Working Neighbourhoods Fund, Sunderland City
Council (SCC) 2 Awareness and Role Newcastle City Council (NCC) – Awareness Level: 8/10 JM has been aware of the work of SES as they are a “long established organisation” in Sunderland covering community based enterprise and social enterprise. NCC already had connections with COMECON and Bob Webb. Two years ago, when SES took over the work of COMECON, they started to have more direct connection with SES. NCC is working with SES via the Newcastle Enterprise Package funded by Neighbourhood Renewal Fund and the Working Neighbourhoods Fund (NRF and WNF). This package is worth £3.65m and has 4 themes and 13 activities and SES has been awarded Lot 10 worth about £100,000 covering enterprise development for the voluntary sector in disadvantaged areas in Newcastle. The package runs until March 2011 and involves working with 8 organisations and covering awareness-raising; holding events and promoting the support and funding that is available; supporting other providers who have Enterprise Advisers; working in schools; referring where appropriate to support for business planning and other aspects; assisting with asset transfer. NCC mainly works with Bob Webb and other SES staff based at the Mission. There is also a fund as part of the package – up to £10,000 grant for voluntary and community organisations and applicants have to submit a business plan to a panel. It is part of SES’s work to support and help with the applications. The package itself encourages work amongst deliverers of different Lots and is being currently being evaluated. Business Innovation Centre (BIC) – Awareness level: 8/10 The BIC and SES have known about each others organisation for a number of years. The BIC is a not-for-profit company with 50 staff offering office accommodation and business support for private
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enterprise. They are not in competition with SES as they do not target disadvantaged areas or the unemployed – instead they have had a mutual referral arrangement. In 2009 the BIC and SES formed a consortium made up of SES, BIC (lead partner), SNCBC, FISCUS and Gentoo and were awarded a contract worth £2m from SCC under the Working Neighbourhood
APPENDIX 4 Scheme which started in April 2009 and will finish in March 2011. The consortium meets monthly and supervises the programme which focuses on enterprise in disadvantaged areas and involves local Talent Scouts and business support with Enterprise Advisers. The consortium has been successful and it is likely that the BIC and SES will continue to work formally together. North East Improvement and Efficiency Partnership (NEIEP) – Awareness Level: 8/10 for this project; 5/10 more generally The North East is made up 12 local authority areas. These local authorities are involved in the delivery of Adult Social Care which they do collaboratively in terms of funding and priorities. This collaboration is managed by JIP Project Managers and they can commission providers to carry out pieces of work. These managers monitor the work and report back to the NEIEP. NEIEP commissioned SES to work with user-led organisations (ULO). ULOs tend to be voluntary organisations that offer advice, information, advocacy, etc. SES was asked to carry out two pieces of work that covered mapping/scoping ULOs; defining criteria for ULOs and how they engage with local authorities; holding workshops on enterprise for ULOs; and co-ordinating a regional conference. Both reports on the work done have been submitted and included recommendations on a regional network for ULOs; procurement status of ULOs; and the integration of ULOs. NEIEP have been pleased about on how the work has been carried out and its quality. Northern Rock Foundation (NRF) – Awareness Level: 8/10 NRF has made grants to SES in the past – these particular grant schemes are no longer being run by NRF. The most recent grant made to SES was for £287,000 which covered the period from 2007 – 2010 and involved the costs of a business support programme in hard-pressed communities. It is estimated that around 600 enterprises have been supported in this three year period and NRF receives regular reports from SES which they monitor. Sunderland City Council (SCC) – Awareness Level: 7/10 SSC have a Working neighbourhood Scheme and Fund (WNF) and they have contracted with the consortium made up of BIC, SES, FISCUS, SNCBC and Gentoo to provide Talent Scouts and Enterprise Advisers in hard-pressed communities in Sunderland. Under the WNF there are 10 projects of which the Neighbourhood Talent Scouts and Business Advisers (NTSBA) is one with a value of £1.1m over 2 years (2009 – 2011). The consortium receives visits from the SCC; holds regular meetings of the Steering Group; and submits quarterly reports on the work done.
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APPENDIX 4 3 Working with SES (Objective 3) Newcastle City Council Positive things in working with SES? Negative things in working with SES?
- SES is “very approachable, always willing to get involved in broader issues”
- Bob Webb is “enthusiastic, reliable and trustworthy”; and aids SES’s profile within NCC
- NCC feels confident in referring organisations to SES (eg. recent enquiry from Durham)
- In 2009 SES’s administration was less well defined and there were “difficulties in getting detailed figures relating to beneficiaries and finance” – BUT this has improved greatly in the last year
- SES, at times, submits proposals which are too complicated and “swamped with information” – BUT this, too, has improved
Benefits from working with SES?
- SES helps NCC achieve their objectives in enterprise support. - SES has proved to be “reasonable” in their proposals and costs; and commits time (often
unpaid) to working with NCC - SES is one of the few social enterprise support organisations in the North East - SES also works with voluntary committees/boards (not just managers) to help them strengthen
their organisations (eg. John Buddle Workspace)
Any changes in your organisation as a result of working with SES?
- SES submitted a proposal for Lot 10 (see above) that highlighted the potential of working with voluntary organisations on enterprise development. NCC now sees this as a growing area of work and the feedback from voluntary organisations has been very good.
How could your relationship with SES be improved?
- “Cannot think of any ways the relationship could be improved”. NCC would like to be able to continue to work with SES post-March 2011 – but this depends on funding
Business Innovation Centre (BIC) Positive things in working with SES? Negative things in working with SES?
- Increased “mutual understanding” which enabled the BIC to see how SES works and its ethos; and SES recognised the BIC’s strengths
- The work together is more “dovetailed” with smoother mutual referrals
- The main thing is that the BIC and SES did not compete and through forming a consortium won the WNF contract
- Within the consortium there was a learning curve to understand all the partners ways of working
- The consortium has had to work closely with SCC which has, at times, been frustrating – but no major problems
- Although Paul has known Kevin and Mark for over 10 years and they sit on the Economic Prosperity Group, he is still confused about their respective roles within SES and copies them both in on all correspondence
Benefits from working with SES?
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- The BIC and SES now share “common paperwork” and the same software (Minerva). This has made it easier for mutual referrals as they “ask the same questions”. They are currently introducing Hamlyn software
- The formation of the consortium has made it easier to deal with local authorities - The consortium is Sunderland-based and this is popular with Councillors - The consortium has enabled the BIC and SES to think about expanding outside Sunderland - The BIC have the resources to manage “big contracts” and this access to resources can be
beneficial to SES
Any changes in your organisation as a result of working with SES?
- The BIC and SES share systems now - The BIC has learned from the way that SES works
How could your relationship with SES be improved?
- All the consortium partners have made an effort in Year 1 of the WNF contract to understand and learn from each other. In the future (Year 2), the BIC and SES could present a “more united front” outside Sunderland.
- There could be other ways the BIC and SES could collaborate – particularly on sharing “back office” services: financial and marketing. It would be worth having a “mature and honest conversation about this soon”
North East Improvement and Efficiency Partnership (NEIEP Positive things in working with SES? Negative things in working with SES?
- SES is “very reliable, professional and consistent”. They “work to budget” and “to spec” and have influenced NEIEP’s thinking – “ethically, socially and professionally”
- The relationship between NEIEP and SES was “very robust” and SES were flexible and listened
- SES were “very new to the Adult Social Care Agenda and a lot had to be explained initially. However, they responded “marvellously”
- SES took constructive criticism about the large size of their final reports and they adapted it appropriately by putting more in the appendices
Benefits from working with SES?
- The NEIEP is now more aware of social return on investment (SROI) and social accounting and audit (SAA). Similarly, NEIEP is now more aware of Social Impact Bonds, social enterprise and CICs. They are impressed by SES’s values and principles; recognise that they work successfully with enterprise and are branching out of Sunderland.
Any changes in your organisation as a result of working with SES?
- SES has shared their thinking with the NEIEP Project Board and Dawn has personally developed an interest in SROI and SAA. This increased understanding of social enterprise may lead to more work in moving ULOs into becoming social enterprises.
How could your relationship with SES be improved?
- NEIEP would use SES again especially in impact measurement and in developing business skills for the social care sector
Northern Rock Foundation (NRF) Positive things in working with SES? Negative things in working with SES?
- SES has a good history in working with enterprise development and has shown initiative in this area
- In the past NRF has supported business
- NRF did not really have a problem with SES - NRF is not currently supporting enterprise
development and now only has programmes on homelessness and financial inclusion
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development and SES was expected to think creatively in making proposals
- NRF has been very impressed with the work of SES and the supported programmes had “very positive outcomes and were well reported”
- The one area of disagreement is that SES supports the creation of CICs and NRF struggles to see the advantages of CICs
Benefits from working with SES?
- NRF feel the support they offered SES was “money well spent” as SES is an “agent for change” and is one of the few organisations operating in the most “needy areas of Sunderland
Any changes in your organisation as a result of working with SES?
- No
How could your relationship with SES be improved?
- If NRF was funding in the area that SES works then the relationship with SES could be enhanced and improved. But NRF has less money to spend and circumstances have changed. However, NRF likes the fact that SES keep social accounts. They also like the fact that SES are “able to validate their work”; are “astute player in their field”; and “always ready to give an independent view”.
Sunderland City Council (SCC) Positive things in working with SES? Negative things in working with SES?
- SES contributes to the WNF consortium objectives; they are innovative and keep social accounts and an SROI; they have an ethos and tend to focus on the “hard-to-reach” members in society
- SES has had a track record of working with hard-pressed communities – a “unique history” - and in the consortium has the support of the BIC which is a “professional, mainstream organisation”
- In the WNF contract the Talent Scouts have exceeded their targets in referring to Enterprise Advisers (although the consortium figures are slightly down on their targets)
- SSC believes that there are no real negatives but there is still “room for improvement”
- SES has a strong corporate ethos which at times can be “at odds” with the programme framework eg. the WNF work includes small grants with specific criteria which is disputed by SES as they feel the criteria should be flexible. SSC stressed this was not a big problem but a “difference in understanding”
Benefits from working with SES?
- Berni feels she has personally “benefitted a lot” from working with SES as SES staff are “very open, very willing to help and very responsive”. She is now much more “aware of the challenges of social enterprise”.
- SCC has benefitted through the implementation of the contract; and the clients have benefitted from the work done by SES and the consortium
Any changes in your organisation as a result of working with SES?
- SSE has raised the profile and awareness of social enterprise and enterprise in hard-pressed communities within the SCC
How could your relationship with SES be improved?
- SCC would like to see some case studies in the reporting back – but other than that they are very pleased with the relationship between SCC and the consortium
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4 Other SES Objectives Objective1: To actively promote, develop and support individual entrepreneurship, enterprise and employment, mainly with people from hard pressed communities
NCC SES does not do this objective within Newcastle. But SES has a “good reputation in this area and reputedly a good understanding with the BIC”
BIC SES is achieving this objective. They have a “good reputation” in this area; are known to be “active in the communities”; and have a “good ethos and history”. There is still a slight confusion about “SES” - the name and recent rebranding.
NEIEP NEIEP is only aware of success in this objective from reading the SES social report. The NEIEP project is about helping the sustainability of ULOs and how they can tender for local authority and NHS contracts. The SES skills in this area may be useful
NRF In the past SES described well how NRF funding was spent and used. SES “achieves this objective”.
SCC SSC feels that this objective actually reflects what SES does. It achieves this objective to a more than “satisfactory level”
Objective 2: To support social enterprise formation and increase opportunities for growth within the social enterprise sector
NCC BLNE covers the social enterprise support in Newcastle; and SES supports the voluntary and community sector (VCS) until they are “enterprise–ready”. However, in reality SES tends to support the VCS “right through” to social enterprise creation. NCC is looking more closely at the VCS taking over and managing assets as there appears to be a growth in this idea – it would need support in managing this process and supporting the organisations taking over the assets
BIC The BIC is aware that SES is working in this objective with examples of work in the health sector. The BIC feels there is a “blur” between social enterprise and small businesses in the community – but they would refer social enterprises to SES as they have the specialised knowledge
NEIEP The fact that SES was itself a social enterprise has helped them in getting the contract with NEIEP. In addition, the social report has provided NEIEP with a better understanding of SES and helped them in winning the contract.
NRF SES “achieves this objective” but the distinction between social enterprise and enterprise is not always evident.
SCC The SCC WNF programme mainly focuses on individual enterprises (although some social enterprise may develop from individual enterprise support). However, the WNF programme does not cover social enterprise
5 Other topics SES’s major achievements… How SES has influenced…
NCC: SES has definitive “roots in communities”. SES has always “championed the social enterprise sector” BIC: SES has established themselves as experts in social enterprise; have expanded into Newcastle and Tyneside; are seen to be trustworthy; and will go the “extra mile” for their clients NEIEP: Do not know about the SES achievements except what has been read in the SES social report NRF: SES has created a range of community initiatives; supports a large number of fledgling and developing businesses; and is recently
NCC: Not really – except that SES has shown there is a demand amongst VCS organisations becoming social enterprises. This is particularly true regarding asset transfer BIC: SES staff members have to focus on individual targets and this is linked to bonuses. The BIC are considering a similar system NEIEP: SES has influenced the NEIEP understanding of SROI, SAA, social enterprise and CICs NRF: NRF has definitely been influenced by SES and has supported some organisations set up by SES – Wearside First CU, their work in Pallion, the Sunderland Community Enterprise
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going to build a “container city” as a hub for alternative enterprise SCC: SES now works outside Sunderland and has changed its name to accommodate this – they may need to market themselves better. Forming and making the consortium work has been a serious achievement as each member adds something to the consortium
Network. NRF feel that SES has been “very creative” in tackling long term unemployment SCC: SCC is now more aware of social enterprises. Mark is an active member of the Working Neighbourhood Board that looks at strategy and he “always adds to the debate”
How can SES best position itself in the future?
NCC: There is a general tendency amongst the partner organisations to have fewer and bigger contracts. SES should be aware of this. Also NCC is looking more closely at “asset transfer” to social enterprise and this is also an area SES might want to look at. In addition there is going to be “significant opportunities” in social enterprise development (especially in Durham) and “someone needs to take the lead” across the North East as NESEP has recently become ineffectual. SES should also stress the benefits of collaboration over competition – but much of this depends on the new government’s policies. BIC: The consortium should collaborate further to compete with “bigger players” such as INBIZ and ENCIRCLES within Sunderland and elsewhere NEIEP: SES “should build on their understanding of the adult social care sector” and go for other contracts in this area. However, they may need more specialised expertise on their senior management team. They should look at the NEPO portal NRF: NRF hopes that SES will continue to survive and thrive through the recession. SES should consider looking at the NRF programmes (financial inclusion, homelessness and health/social care) and consider branching into these areas. SCC: The consortium formed to deliver the WNF programme seems “very strong, genuine and tends to reach a consensus”. They could perhaps build on this and work across the region – although this may compromise their strength of being at the “heart of the community”. Mark and Kevin appear to work very “hands on” and perhaps need to “step back a bit” and look critically at “future strategy” on a regional basis.
6 Final remarks…. There is an issue about Business Links North East (BLNE) as they have been given the responsibility and contract from ONE to support social enterprise in the North East. It is not clear if they have the knowledge in this area and tend to be only interested in the “high growth” enterprises. Some organisations such as Financial Inclusion Newcastle (FIN) support enterprises by initially looking at legal aspects rather than what the organisation wants to do. Similarly other organisations such as ENTRUST and PNE sometimes include excessive management fees – this is not done by SES. NRF is “saddened that they are no longer going to be funding SES! They await the final SES report. Berni feels personally that SES is a “smashing group of individuals – very friendly, very welcoming and willing to share. They are doing a very good job!”. Reported by Alan Kay 02/06/10
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APPENDIX 5
Confidential
Consultation with Senior Management Team (SMT) Focus Group and Questionnaires – 24/05/10 Notes 1 Introduction The following people were present at a Focus Group held on 24/05/10: Alan Kay (CBSN), Mark Saddington (Strategy), Kevin Marquis (Operational), Bob Webb (Enterprise Manager), Bill Robinson (Enterprise Team). Apologies were received from Linda Rutter (Enterprise Community Zone Manager) and Trish Dodds (Enterprise Team). The other staff were not consulted this year. 2 Mission, Overall Performance and Impact An H Form was used to assess the overall performance and the impact of SES since April 2009. The comments outside parenthesis have been paraphrased.
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APPENDIX 5
Overall performance: SES uses enterprise in all its forms as a vehicle to address poverty and inequality within our communities Negative Consensus score: 8/10 Positive
Concern about drifting away from SES’s mission of working with the most disadvantaged in hard-pressed communities (2x) At times it is difficult to get SES’s staff to focus on the mission (core purpose) Danger that the percentage of clients from the hard-pressed communities is declining At times there is a tension between achieving the mission (core purpose) and considering other wider development issues SES did not win the recent contracts to support individual enterprise start-ups in Newcastle and Durham There is no alternative funding streams in place post March 2011 and thus there is uncertainty over the future Some of the referrals from other agencies to SES are “spurious” and SES becomes a “dumping ground” for difficult clients It is difficult to satisfy the demand for the work that SES does with current resources
Ways to improve:
SES has to communicate more with its staff about the company’s shared values to ensure buy-in from the staff SES should look at the way they work with individual enterprises as they are visited and this involves time and extra travel SES should consider other ways of delivering enterprise support in Newcastle – perhaps through on-line banking, on-line business planning, etc.
SES has been successful at delivering its programmes and in meeting targets despite the recession (2x) The “buy-in” from staff on our mission (core purpose) is rising There is a increasing interest in “enterprise” development from the VCS (Voluntary and Community Sector) There are some interesting “models” or examples emerging of how SES delivers its work SES has a good reputation with Newcastle City Council on the delivery of programmes SES continues to have a high profile at regional and sub-regional levels in the area of enterprise and social enterprise development SES has been successful in winning contracts with the Social Enterprise Investment Fund (SEIF) which involves working with health organisations SES has been effective at addressing the wider agenda of enterprise support SES still reflects and works within its core values SES has become better and more effective at extending to other areas and other sectors
Other comments made during the discussion:
There was agreement that SES is “moving forward” and effectively using its resources but that it has not really expanded out of Sunderland with its support to individual enterprises
SES has a number of specialisms ie. work with co-ops,; work with social enterprises; work with the VSC; work with people from hard pressed communities. But in team meetings the main discussion is around “social enterprise”. This may be because support for social enterprises is “longer” and on-going
All SES’s work is dependent on funding SES feels that the quality of its work and the standards it sets, compared with others, are high and this is
reflected in the survival rates of the businesses it supports SES has a reputation such that anything that is vaguely to do with social enterprise or work with the VCS
will be referred to them
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APPENDIX 5 3 Objectives 5 means very successful; 1 means very unsuccessful, do not know is DK
Objective 1: To actively promote, develop and support individual entrepreneurship, enterprise and employment, mainly with people from hard pressed communities
1 2 3 4 5 DK
XXX X
Comments: SES is meeting the targets despite the recession (2x) – in fact SES will deliver 10% more this year I (Bob Webb) have no direct input into this objective SES has managed to maintain working with a high percentage of “workless” clients but there is a
fear that this may reduce Achievements… Things not achieved…difficulties
SES has achieved and surpassed its targets with 60-70% of enterprise clients coming from hard-pressed communities
The quality of SES’s work is high compared with other similar organisations
The sustainability of client businesses is above the national average
SES is part of a WNF consortia which, overall, is working well
SES has not been as good at engaging with the BME community and 60% of clients are male. However, compared with UK averages this is not bad
The WNF consortia is made up of the BIC, SES, Gentoo, FISCUS, SNCBC. Although this contract is working well some aspects could be improved
Future Actions:
SES should review the delivery of this objective in terms of the WNF and the wider aspects. This is particularly pertinent in the light of the end of funding streams in March 2011
SES should explore the possibilities of linking more directly to the SCC and ONE with future opportunities in mind
Objective 2: To support social enterprise formation and increase opportunities for growth within the social enterprise sector
1 2 3 4 5 DK
XXX X
Comments: SES continues to help develop new CICs and has helped them take advantage of procurement
opportunities SES is exceeding targets as part of the Newcastle WNF programme but SES could be registering
more new social enterprises if it was in the contract to do so There has been an increase in the number of social enterprises SES has supported throughout the
City Region SES has to focus more on the support to the VCS and its formation of social enterprises
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Objective 3: To work in parternship with other service providers and community-based organisations, adding value to our services and facilitating consortia working
1 2 3 4 5 DK
XXXX
Comments: SES has developed strong relationships with the Sunderland Enterprise Consortium and maintained
involvement in the Sunderland Economic Prosperity Partnership SES works with BECON but the relationship with other providers in Newcastle is more patchy SES has developed and implemented more partnership bids this year – this is a new way of thinking
and acting SES has a good example of consortia working with the contract from the WNF
Achievements… Things not achieved… difficulties
SES has recently formed new alliances eg. the WNF consortia and Newcastle City Council
SES is working on smaller contracts in partnership with others and from this has increased their corporate knowledge of other sectors such as health and social care
SES is and active member of the Sunderland Economic Prosperity Partnership
SES should, in future, carry out a “business check” on potential partners – particularly on areas such as shared values
Future Actions:
SES should look more closely at potential partners before “jumping in” SES has to rationalise its partnership working
4 Values
A worksheet was used to discuss the values and was completed consensually by the SMT. The results are summarised below: Value: believing in a more equitable and inclusive society Score: 9/10
Comments/issues:
SES could do slightly better on working with BME community but currently working with BECON This value is about everything SES does and an effort has been made to get complete staff buy-in
Achievements… Things not achieved… difficulties
SES has effectively expanded and developed this element of their work geographically (Newcastle) and sectorally (health and social care) with a positive increase in growth
SES has to “sort out” its relationship with the VCS There is an issue around capacity as this programme area is
increasing rapidly ONE is weak on understanding social enterprise. The
contract to support social enterprise regionally has gone to BLNE.
The WNF programme includes social enterprise support but there is no extra money to support these enterprises
Future Actions:
SES should investigate the possibility of increasing work in health and social care SES should review the delivery mechanism and evidence base for their work with social enterprise SES should consider working more on environmental and green sectors as Tyneside and Teeside have special
renewable energy status; and SES and Gentoo are holding a “green” event or trade fair
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APPENDIX 5 Value: respecting all people as individuals and recognising their worth Score: 9/10
Comments/issues:
This is a fundamental value for all staff SES should include all these values within the recruitment procedure
Value: believing that co-operation and self-help are creative forces for change Score: 7-8/10
Comments/issues:
SES should re-consider this value as does it relate to SES itself or more wider aspects of how SES works? If it is the former, this should perhaps be reflected more in the organisational structure of SES eg. with staff representation on the Board, etc. if it relates to the way SES operates in total then this should be made clearer and more explicit
Value: being honest, accessible, approachable and accountable Score: 8-9/10
Comments/issues:
This, again is fundamental to everything that SES does and how it does it
5 Summary of issues or action points 1 Review the value on co-operation 2 Review the delivery of the programme supporting individual enterprises and in
particular the WNF contract 3 Similarly SES should review the way it supports social enterprises and look at the
potential to move into other areas such as the VCS, environmental social enterprises and expand the work with health and social care social enterprises
4 SES should develop a simple checklist to apply with potential partners before forming long term and binding relationships
Facilitated by Alan Kay 25/05/10
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APPENDIX 6
Recyke-y-bike
For years Dorothy Crow has been a keen cyclist and with her commitment to recycling
she began to see the prospects for a new social enterprise in Newcastle Upon Tyne. In
2006 she brought together these two aspects to create Recyke-y-bike. Having taken
early retirement as an early years teacher and with her two children grown up and left
home Dorothy saw the opportunity to start something new. Having visited a similar
project in Edinburgh she saw the possibility of creating a project in Newcastle. “There is
no doubt about it that we need to get more cyclists on the road and cut back on our
car use. We have got to make a real effort to use our cars less, our oil is not going to
last forever and we need to prepare for a big change. It seemed obvious to me what
had to be done and this idea seemed perfect!”
If you don‟t miss the sign for Recyke-y-bike and manage to stumble across its gates
you will find it at the bottom of a hill situated under two huge railway arches. A
volunteer testing out a newly restored bike in the open space at the bottom of the hill
will let any visitor know they have arrived. What sits under the bridge is two arches filled
to the rafters with second hand bikes, a workshop station and a small office tucked
away in the corner. It is hear that you will find Dorothy, the founder of Recyke-y-bike
welcoming you with a warm and friendly smile.
What they do
The effort this organisation puts into recycling old bikes is saving hundreds a year from
landfill. In the three years that it has been up and running it has received
approximately 4800 bikes as donations. Those who don‟t know what to do with their
old, unused and unwanted bikes can be safe in the knowledge that they are
donating to a good cause. Some of the second hand bikes are re-sold to the public
on Saturday mornings to a queue of eager buyers while others are given away to a
number of the local charities. The organisation also regularly sends donated bikes to
locations such as Afghanistan and Africa. Through its work the organisation is creating
a greater sense of integration, reducing isolation in certain communities and
promoting greater physical health through cycling. Its efforts are indefinably
contributing to the fight against climate change and hopefully breeding a new way
of thinking into the minds of many. Through reconditioning old bikes Recyke-y-bike also
provides training opportunities to volunteers who can utilise their new skills allowing for
greater job opportunities in the future. They currently employ four part time workers
and have a group of 25 local volunteers.
As word of mouth grew the organisation found that more and more people were
coming along to find out what they were all about. Within a couple of months of
opening Dorothy realised the opportunities available for volunteers who were currently
out of work. They developed a volunteering application and began to get people
onboard. Many of the individuals have not been in work for some time and the project
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enables the experience of new skills with the opportunity of employment at the end.
“Some people that come to us may have mental ill health issues and are happy to
continue to work voluntary. They may have had employment in the past but find the
stress of commitment too much and find that the position brakes down. It‟s up to the
individual to decide what they want but the opportunities are here.”
In the past Recyke-y-Bike would enable the training in bike mechanics by sending
volunteers onto a course in York. The now have 6 platinum level mechanics who are
able to deliver that same training in-house to volunteers wishing to take on new skills
for employment. “A lot of the people that come to us are passionate about bikes and
they don‟t have work. These young people are falling into our laps; it‟s an obvious
progression to make.” An important aspect at this project is the inclusion of all workers
opinion. Regular discussions on how to move the project forward often throws up new
roles that the volunteers can take on. Those who have been with the project for a
while can take on new responsibilities and a clear job role. “We have such a great
atmosphere here, we have the most fantastic volunteers and they act as great go
between within the whole team. We offer a great amount of friendliness to those
coming in from the outside and everyone feels part of the project.”
Twice a week the project runs „fix your own‟ bike sessions for those who don‟t have the
tools at home. Once a month they also run bike maintenance classes on Saturday
afternoons. “In the old days Granddads used to pass these down to children but
nowadays it doesn‟t seem to happen as much so we can accommodate that”. The
public can book in and learn skills they might not have had before. Dorothy, along
with three other trainers, also delivers cycle training once a month to those wishing to
become more confident with cycling on the roads. The education of the public is
enabling more people to commit to their bikes regularly hopefully we will be seeing a
reduction in the numbers of cars on the road.
Changes to other countries
The organisations efforts don‟t stop with our own country. Within a few months of
opening Recyke-y-bike Dorothy found they had more donations than they could
physically restore. “There were an awful lot of good bikes that we just couldn‟t
manage. We couldn‟t just dismantle them and save the good parts so I began to look
into projects that had links with Africa.” Dorothy got in touch with a project in
Colchester. RE-CYCLE has been shipping second hand bikes, parts and tools to African
countries for over ten years now. By generating simple and affordable transport in
destitute countries they are enabling children to get to school and parents to work
and trade to support their families. The bikes also enable health and AIDS workers
reach remote villages and even provide an ambulance service. Local partnerships
distribute the bikes and with the tools donated they are able to teach people bike
repair and maintenance. The workshops are coaching new skills and helping to build
a sustainable development in third world countries.
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SES met up with Dorothy while Recyke-y-bike was in its second year. “They assisted in
smoothening out some of our problems with the trustees. They helped us to identify
each trustee with a clear position within their role. I also needed some help in
developing the business plan, I have never written one before Recyke-y-bike and they
were a brilliant help. I have got some transferable skills from teaching that I can bring
with me but I have never done project management. I am learning as a go along
that‟s what‟s so great about it, you can never stop learning new skills and I love that
about this project. I‟m really proud of myself and I get such a buzz from it.”
Future
Recyke-y-bike looks set to be a project that just keeps on growing. Dorothy‟s hopes for
the future are to see more partnerships with projects linking into third world countries. “I
have family in South Africa and I have been thinking about setting up our very own
recycle-y-Bike over there. It‟s very likely, I have been doing this now for three years
and I feel anything‟s possible!” With the organisations growing success it seems
evident that Dorothy will be taking on more trainers to educate a greater number of
the public about cycling. More volunteers will be taken on board breeding new skills
and passing on their knowledge. “Councils in other areas would absolutely love to
have projects like this up and running in their area. It would be brilliant if we could
have drop off spots for people to bring there bikes. It would be brilliant to see us
spreading out across the region. Getting in funding in to employ more people would
be great also. They can leave here with new skills and go set up there own
organisation or business in bike servicing. People need to just have the belief that they
can do it and it‟s really possible.”
What Dorothy and many hundreds of other cyclists across England would love to see
would be the development of metro travel to accommodate cyclists. Recyke-y-bike
have carried out their own marketing research and it‟s not surprising that a high per
cent age of those purchasing bikes will be using them for commuting to work. “There is
no linked up thinking between what the Government are saying about us getting out
of our cars and Nexus. It seems simple, one extra carriage on the back of the trains
purely for bikes and don‟t let them come off in under ground stations. People would
be happy to bike that little bit extra if they could use their bikes. One of our past
trustees actually works for Nexus and he is really on the case it just seems vital.”
“It just keeps growing and growing, it‟s magic.”
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APPENDIX 6
“No one wants to say, „I‟m disabled give me‟ that is dead a buried, or at least it should
be, but unfortunately if individuals aren‟t provided with the right opportunities they will
be forced to ask.” Anna
What they do
In January 2009 three interesting characters came together at the British Institution of
Human Rights Conference in London. It was the start of a working relationship that
would set about breaking barriers. Up until May 2009 Irene, Anna and Ron were
unemployed and on benefits, what lead them to this point drove them to succeed in
running a company with the core notion of helping others and changing world views.
D‟Arte is a community interest company which provides 12 week programmes
throughout the North East with the aim to nurture confidence in individuals with mental
ill health and physical impairments. They assist in creating improvements to
accessibility, promoting diversity and equal opportunities across the private, public
and voluntary sector. They also deliver day courses in „Disability Employment for
Employers‟ in order to develop a sector that is more accessible to those with physical
disabilities and hidden impairments.
The core ethos of this company is the drive to alleviate the negativity placed on
people living with impairments by a society. It currently employs Irene Lindsay, the
managing director of D‟Arte who personally delivers a number of the programmes.
Anna is a specialist in ICT who can provides valuable computer skills to clients and is
also responsible for creating the D‟Arte programmes. Ron assists with the development
of D‟Arte and is constantly working on new innovate ideas for the organisation. All of
whom were working voluntary until D‟Arte secured a £171,000 funding in May 2009
which enabled the company to set up a much needed office space and begin to
pay its hard workers a wage.
D‟Arte strives to alleviate the restrictions placed on an individual with disabilities by
society in terms of accessibility and opportunity. Working with the individual there initial
programmes provided training in arts and creative writing providing a therapeutic and
confidence building activity. They now deliver a wide range of programmes from ICT
to personal development which includes healthy eating on a budget, personal
budgeting and skills in interacting with others. D‟Arte also delivers programmes on
understanding depression and stress management. Irene personally delivers
programmes in self presentation, dressing for ones body shape, colour coding and
make-up. Programmes in ICT are delivered by Anna, a specialist tutor for clients with
sensory disabilities.
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Drive
Irene‟s family has a history of mental ill health and she witnessed her sister‟s difficult
struggle with bio-polar disorder. Her father experienced and debilitating stroke and
she found that the lack of help available for her family took its toll. In the past Irene
suffered an abusive marriage which left its mark and she soon suffered with
depression. “I was totally unemployable and not managing with life, there was
something there starting to build up.” It was these life experiences which combined
together evolved an idea in the mind of a strong and caring individual who wanted to
make a change to peoples notion of a disability. Bringing together herself, Anna and
Ron, Irene is managing to change people‟s perception of themselves and of others.
“In the main people with a physical disability may have some form of mental ill health,
weather it be stress or depression. When people try to access a service you‟ll find they
are pigeon holed into one or the other. It evolved in my mind this idea of doing
something for people with physical disabilities and mental health issues.”
Irene noticed the lack of services out there which span across a spectrum and she
began to speak up and point out the need for a combined programme. For two years
she struggled on her own with the basis of D‟Arte running as a limited company with
charitable aids. It was Irene‟s move to Sunderland which provided a change in the air
for D‟Arte and an opportunity to meet people which contributed to the development
of her idea. While in Sunderland Irene worked for a charity for the visually impaired
gaining vital experience in the sector, it was here where she met Anna who was
working as a trainer within the charity.
The experience gained from her work at the charity was valued greatly but Irene knew
she wanted to take it further and reach out to a wider spectrum of people. In 2003 she
made the decision to leave and set off on her own venture and continue to build on
her idea. “I began to strike out for various bits of funding, which I did get hear and
there but I wasn‟t securing any big funds to set it away properly.” For two years Irene
worked from home with no pay developing an idea that she had all the confidence
was a much needed service.
Anna:
It was at this point that an important member of the group got involved with the
project. Anna had just been made redundant from her role as a trainer at the charity
and so Irene took the opportunity to get her on board. A specialist in ICT Anna could
bring her valuable skills to the table, but it was her tenacious character that would
provide D‟Arte with a positive personification of what they were about.
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Anna was born blind due to being born premature. As a young child she attended a
specialist school, unable to read and write until she was twelve years old she felt
labelled by the very teachers that were employed to help her grow. “At sixteen I
thought, what‟s the point, I‟m not going to amount to much.” Ten years ago Anna
had to grieve the loss of her hearing and come to terms with new physical
impairments‟. As a teenager she experienced an abusive relationship with her boy
friend and the deterioration of her sight and hearing was too much for one person to
take. At the age of nineteen years old Anna attempted to take her own life. “The
experiences I went through as a young girl have made me the person I am today. I
want to pass that on to someone else, because no one should ever be made to feel
worthless.”
Anna introduces herself as being visually impaired, physically impaired, deaf and with
mental ill health, “I can tick all the boxes” she exclaims with a quirky smile. When
applying for a job Anna recalls “I know that employers used to look at my form and
ask, what! I wasn‟t judged on the fact that I was actually qualified for the job
sometimes to the point more so than the employer!”
Anna now comes from a point were she will not allow other peoples ignorance to
stand in her way. In 2007 with the help of Irene and the kind support which goods
friends provide Anna took a charity she once volunteered for to court over work place
bullying. It was through this difficult time that Anna and Irene formed more than just a
working relationship, but a friendship based on trust. “Without Irene I honestly would
not be hear today, she gave me an opportunity” That opportunity was for Anna to
assist in the education of others who simply do not understand the meaning of having
a disability. Under no circumstances will Anna turn around and class herself as a victim
of life, but a victim of an uneducated society when it comes to dealing with
individuals with a disability. “The pride it gives me to say I have a job was a chance to
change things, I just want to pass that on to someone else. I can provide
understanding from life experience, if you haven‟t lived it how can you design it?”
Ron
Ron comes from a media back ground running film production companies in London
and Manchester. In 1991 he moved back home to the North East where he ran a
studio in Pelaw and got involved with a disability charity which he managed for three
years. It was in 1991 that Ron became ill and decided to move to Northumberland, it
was here that he got involved with a community arts project and became an active
member within North Pride. “I then met two curious characters at a London human
rights conference and my life changed.”
The ethics at the centre of D‟Arte are very close to Ron‟s heart and he soon got on
board. He recalls a situation he was put in while teaching at a school in Manchester. “I
was teaching fine art to almost fifty students and I was approached consistently and
ask to give one to one tutoring to every gay and disabled student. I remember being
approached once and being told that no one could teach this particular student. I
soon discovered the student was HIV positive and suffered from epilepsy and the
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teachers were in fear of him having a fit. I was expected, being disabled and gay, to
provide the schooling for that student. On the one hand I was glad some student‟s
needs were being met, on the other I was so angry, why couldn‟t they learn about
disability, about acceptance?”
It was while attending school as a young child that Ron was classed as having an
impairment. As a student at the time he knows only too well the barriers faced in
education. Students are faced with a disruption while learning that leads many to be
left behind. Having left school at fifteen with 2 O‟levels Ron was unaware of his
abilities. “It took me nine years to finally enrol on an art foundation course and I went
on to achieve a BA, MA and my MSC and finally ended up teaching at the Royal
College in Goldsmiths. The problems faced in education are followed through into
employment. It is not simply discrimination and attitude problems, but that peoples‟
capacities are not being recognised and it‟s the same in business, we are not only
facing a glass ceiling but also glass walls. We used to say in the disabled community
we want rights not charity.”
Irene, Anna and Ron have very different life histories and have faced obstacles at
different times, yet they have all faced the same barriers. In combining their life
experience they hope to develop a community project built on acceptance and cut
out the stigma that people attach to disabilities. “We do a lot of campaigning but we
tend to call it re-education,” says Irene. D‟Arte is currently developing partnership
programmes with Sunderland Dance for dance on prescription and hope to make
many more contacts in the future. “This is a real flag ship for SES, through their
management they have enabled important partnerships like these to come about,”
says Irene. The organisations hopes for the future are to secure a contract with the NHS
which will enable people to attend there session 2-3 times a week. By providing a
greater level of contact to those with depression D‟Arte hopes to enforce a
preventative measure to mental ill health.
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APPENDIX 6
Elite Family Services
In April 2007 Clair Lavender and Dee Bracken registered Elite Family Specialists as a
social enterprise in the knowledge that they still had a long way to go. On the 21st July
2009 they finally had in their hands the keys to the door of Elite Family Specialist‟s head
office.
Story of business
It was late 2005 when Dee and Clair were sitting over a cup of coffee. Having met
through an independent foster care agency they found themselves in a recurring
discussion. Having fostered over fifty children between them the pair knew only too
well the problems facing young people and families. They discussed at length the
possibility of an independent body intervening with families to help resolve issues
before a break occurred. Having worked for many years with independent fostering
agencies and gaining vital and extensive experience with children and young people
the pair realised that they could set up their own independent company. EFS would
become an independent service that could assist problem families with on going
issues within the home. EFS work within the private sector with individuals who contact
them directly and are in need of someone to come in and assist in resolving some
family issues. They also work with fostering agencies when a child is already placed in
the care system and there is fear of a placement breakdown.
Statutory bodies are increasingly restricted by resources, staffing and finance are key
issues and with an ever increasing case load children and young people are
beginning to slip through the net. Prioritising one family over another is not an option
when children are involved but this is a reality when a needy parent contacts social
services and admits there is an issue within the home. “The idea that someone else
could come in, that an independent body could come in and intervene was new. Up
until this point it was all statutory” says Dee.
“A problem that is deemed serious to an individual who plucks up the courage to
phone social services and admit that they are having problems takes a lot of
courage.” Says Clair. “The problem is that these issues are prioritised due to the
restrictions within statutory bodies, problems are not deemed serious enough for
intervention. Social Services may not get involved until 2-3 years down the line when a
breakdown in the family has already occurred, and that‟s when the police are
involved”
Clair and Dee realised the benefit of providing a service that worked with families
within their own home. They considered those who may have received a parenting
order from the courts and the likely hood was that individuals would have to attend
parenting classes carried out within a community centre. Clair and Dee felt that
having to discuss family issues in front of ones neighbours wasn‟t an ideal solution to
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tackle issues within the home. When an individual is questioned over their skills as a
parent there is an importance for privacy with such a matter. “We felt very strongly
that it wasn‟t something people wanted publicising, it was a private family matter,
therefore it should be treated as a private family matter.” Dee
Trigger
It seemed obvious to the experienced foster carers that something had to be done.
Due to their contact with many foster children over the years Clair and Dee noticed a
lack of services that concentrated on those important middle years within a child‟s
life. It is those vital years where big changes are occurring and it is these changes
which may create the clashes and problems within a household. The pair felt that
these issues could be dealt with in a more suitable manner and they were willing to
provide assistance to any family who needed it. “Between six and twelve years
children are becoming a lot more independent and you„ll find that an awful lot of
parents can‟t cope with that. That‟s where you‟ll find that the pressure within a family
builds” says Dee. “It‟s a forgotten age, you have Sure Start for the under fives and
there are things out there for the teenagers, but what about those important middle
years.”
In the North East at the time they realised that there was no such scheme that
concentrated on this aspect of a child‟s life. In 2006 Dee and Clair shook hands on a
new venture, by 9 O‟clock the next morning Clair arrived at Dee‟s home with a draft
business plan for Elite Family Specialist. In 2006 they approached SES and met up with
Kevin Marqus at the office on Baxter Road. “We were asking ourselves how viable this
would be, who we could work with and how. Kevin discussed with us the possibility of
us setting up a non profit social enterprise.” The model was perfect for their idea, a
service that could assist young people and families and one which would benefit
whole communities. Over many meetings with SES Clair and Dee put together a
detailed business plan. They knew they had a vast amount of experience behind them
but in order to put themselves behind such a project the pair went back to school.
The experience acquired through foster caring was greatly valued but there were
other things out there to look at. While caring for their foster children and running a
busy home Dee and Clair completed a course in business set up and achieved an
NVQ level 3 in Health and Social Care. They also acquired the TA101 certificate in
Trans- analytical analysis which lead to a greater understanding of how people
interact with one another and the self. In 2008 they also completed there Diploma in
Child Psychology from the Open University. “I don‟t know where we found the energy,
we would get together every night and work until the early hours of the morning”
recalls Clair.
It was in January 2006 that the government launched „Respect‟, a campaign that
encouraged all of us to work to create a modern society built on respect for others.
The Respect Action Plan deepened the governments drive to clamp down on anti-
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social behaviour. It also explained the need to tackle the underlying causes of such
behaviour and the need for early intervention. Not only did EFS begin to consider the
benefits this had on families and young people, but they also realised the finical
impact they could have on local authorities. It was this aspect which they realised was
one of their strong bargaining tools in relating to local authorities. “If the situation
occurs where a child has to enter the looked after system, if they are lucky enough to
get a foster placement in the first place we were looking at two to three thousand
pounds per week to care for that child,” Recalls Dee.
Through the „Respect‟ office Clare and Dee got in touch with Kings College who were
looking at launching the National Academy for Parenting Practitioners. It took them
almost eight long months to secure an appointment with the newly appointed
regional manager for the north east. “They started picking our brains, we had spent
two years researching this and now it was coming about,” says Dee. Through this initial
contact they attended every monthly meeting and both became a recognised
member of the NAPPs. Dee and Clair worked on developing their own training course
on the NAPPs commissioning toolkit. In 2009 „Elite Family Specialist Accreditation to the
Middle Years‟ was devise and written by the pair to which they own the copy write. It
received a grade 3 from NCEF and NAPPs own creditor QCE3.
Frustrations
The hardest part for EFS was getting local authorities to work alongside them. “We are
not dismissing the work of a supervisory social worker, but someone coming in from a
completely different angle can influence a slight change within a family which can
have a positive affect and that‟s not to take away from anyone in that area. However
we can pass on our knowledge from experience, something that most social workers
cannot provide. We are providing a level of understanding from years of experience
in fostering” Clair. Clair and Dee faced a lack of understanding from those already in
the field. Getting local authorities „to sit up and listen‟ and begin to use independent
services is a barrier that EFS have faced. “Where some statuary bodies are concerned
they have not fully warmed up to us coming into their field. Once the realisation is
there that we can work together it will be a better situation for all involved. History
sharing is a beneficial tool we can put to good use. We want them to use us when
facing problems of an unmanageable case load.” Dee
EFS have been registered as a social enterprise now for two years. They are receiving
requests from Parent Line Plus who wish to work with them, independent fostering
agencies who appreciate their experience, NAPPs, the private and also third sector.
EFS are also currently working with SES to push forward a multi agency approach to
assist in family issues. “We are looking to work with other social enterprises such as
Fuchsia who provide support to substance missusers. We can come in and help those
family members around that individual. We can work together to provide wrap
around support for the whole family.” Clair and Dee hope to take this partnership
scheme to future funders in order to provide a greater level of help to families in need
of assistance.
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Future
The future looks promising for Elite Family Specialists, with the assistance of SES they
secured funding of £74,000 from the Social Enterprise Investment Fund during April
2009. “We can now employ some administration staff for the new office, and
hopefully go to town on advertising to get our name out there”, says Dee. EFS now
have a number of colleges in the North East looking to introduce their programme into
their college childcare courses. EFS are raising aspirations for the under thirteen‟s and
opening the doors to an alternative family support service which is a beneficial tool for
whole communities. In September 2009 they will be training almost sixty foster carers.
“Our influence is immeasurable, if you think about how many carers we train and how
many young people and families people benefit from that, it‟s literally the age old
saying, how long is a piece of string?” Clair
“It‟s a passion and we have an awful lot more people now that are listening” Dee
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APPENDIX 6
The Food Chain
“When we started off we were distributing once a week from the back of a car, we
now have over one hundred drops and three vans on the road.” Anthony Armstrong,
development officer at The Food Chain.
Intro
With the frightening statistics we face today of obesity, ill health due to diet and the
fact that our children‟s generation is less likely to live as long as ours, is worrying. The
Food Chain‟s aim is to get on the ground and make a difference within the local
community. To get people to eat better, and in the long term make a difference to life
expectancy.
The Food Chain North East CIC was established in 2006 with a merger between The
Food Chain and Blyth Valley Food Co-op. This community interest company is based
around facilitating a greater access to fresh fruit and vegetables to various
communities in the North East. Where possible The Food Chain buys directly from local
suppliers in order to distribute affordable fresh produce. They currently have 137 co-
ops around the North East in community centres, health centres, schools and village
halls. The Food Chain also supplies directly to a number of private businesses. Working
with a variety of third and public sector bodies The Food Chain is driving forward
community development within deprived areas. By developing new skills and
voluntary opportunities they are working at building stronger community identities.
Anthony – story of what they do
Anthony Armstrong is one of three development officers working with The Food Chain.
His work includes developing local food co-ops, securing good quality suppliers of
produce, maintaining the business systems and also securing future funding. “We have
found that in those communities where the up take of fruit and vegetables is down to
a minimum is greatly due to food access issues. Today we see our local green grosser
closing down and we have isolated communities with limited access to fresh produce.
Where communities do have access to produce they find it too expensive and of poor
quality, this is something we wish to change.” To address these issues The Food Chain
has facilitated food co-ops in local venues, people who wish to access fresh fruit and
vegetables can do so in their own locality. The Food Chain is part of the national
project „Making Local Food Work‟ a initiative managed by the Plunkett Foundation
which is funded via the Big Lottery Fund. Their objective is to reconnect people and
land through local suppliers, increase assess to fresh food and maintain investment
into the local economy. The food chain has also received investment from The
Coalfields Regeneration Trust to support there work in ex-coalfield communities.
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The organisation is gradually building new income streams to reduce its dependency
on funding. With their pre-packed bag schemes they deliver fresh fruit to private
businesses across the North East. While increasing in office health they also give local
private businesses the opportunity to contribute to community development. The Food
Chain is also working with local schools. Not only with the instillation of food co-ops but
they are also seeing a rise in orders from schools who are opting out of local authority
school meal contracts. “The schools are very pleased with the quality and cost of
produce they are getting. They also get a real feel good factor in that they are
helping to sustain a local community organisation.”
Tores- development in the community
It became clear to the organisation that a lot of the community groups they were
dealing with hold a piece of open land. They often find people who are keen and
willing to grow but don‟t have knowledge to do so. In tackling the decline of growers
in the North East and creating new skills with communities they decided to begin to
educate people in growing. To further their overall aim The Food Chain opened a
position for a community growing officer. The aim was to facilitate training courses,
getting people to grow their own produce and reconnect people with the land and
local food.
In November 2008 Torres Diamond got on board and joined the team, her skills in
horticulture have enabled her to fill the role of community growing officer. “The idea is
to get people growing in the community in any way shape or form, be it schools or
community centres that have a space to develop, we can help. I get such a buzz
from turning people onto growing, and bridging the gap between kids and the older
generation.” The Food Chain is working at generating a greater knowledge in
deprived communities of how and where our food comes from. They currently have
several projects running throughout the North East. “We have found that people
initially need help in developing the land they have. I have assist in designing the plot,
working out what to grow where and pricing it for them. Once they are up and
running it on their own I return one day a week to attend the plot.” They are currently
working with Tyneside Cyrenians at Virginia house in developing land for growth and
to allow for the opportunity for people to learn new skills. From here they provide an
opportunity for individuals to acquire an Open College Network accreditation in
horticulture. “We can teach people how to grow their very own vegetables, those
that might be expensive in the shops can become readily available. We have even
seen produce from these plots go into our premium bag schemes. It is really
reinforcing the idea of locally grown!”
Nigel – Future
The Food Chain has big hopes for the future and this is where development worker
Nigel Race comes in. With an extensive background in developing community
buildings and large scale capital projects he is bringing his vital experience and
knowledge to the table. “We are aiming to strengthen local communities and we are
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making a difference, but we can do so much more.” „With Future Builders‟ The Food
Chain is currently carrying out feasibility studies to research into the development of
their very own large scale growing facility. “We aim to buy locally where ever we can,
but the best thing we can do is to have our own facility to increase the per cent age
of locally grown produce. We could grow our own produce to put out to the food co-
ops, we can have our own on site training rooms and education facilities. This is
something we are looking at and I have all the confidence in it that this is going to
happen.” The Food Chain views this development as securing a long term future for
the organisation, providing a greater service to local residents and increasing locally
grown produce for local people.
The Food Chain has been growing considerably in the past year but it still faces a
great frustration of getting people to realise that they are not simply just a delivery of
fresh produce. “We are a community development agency that provides people with
voluntary opportunities and training. These new skills may lead onto more formal
training such as college or to allow people to re-enter the labour market. As well as
providing produce that they can utilise in their own community kitchens. We‟re not just
doing a job for job sake, this is vital, this is community development.” The Food Chain is
not simply an out and out a fruit and vegetable wholesaler, they have a much more
holistic and wider reason for being. Linking into local businesses and pouring money
back into the local economy to produce greater job opportunities is very important to
the ethos of the organisation.
We really have got the feeling that we are getting to a point where we are a launch
pad for a lot of other opportunities in the making.” Anthony Armstrong.
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APPENDIX 6
FUSHIA
Families United Support Help in Addiction has come along way in the two years that it
has been up and running. It provides direct support to families of substance misuses
passing on knowledge advice and respite to individuals. Its aim is to hopefully alleviate
the everyday distress one faces whilst caring for a substance misuser. FUSHIA has set
up its own support groups where careers of addicts can come together in an
environment which they feel supported and relaxed enough to open up about any
distress and anxiety they may be experiencing. Many careers who have reached the
end of their journey may go on to volunteer within the organisation. In passing on
knowledge from experience they can provide a great deal of understanding and
advice to those caring for substance misusers. FUSHIA has also set up a crisis fund
which is used to support families in difficult times. The fund would enable FUSHIA to
provide a desperate mother with nappies or milk for her young family when there is no
money left in the pot due to a partner‟s addiction.
In 2009 this crisis fund enabled one grandmother to take her three young
grandchildren on their first ever family holiday. It provided a much needed brake for
three very distressed children and an opportunity for their Grandmother to enjoy some
quality time with her family. These children had come under her care as her daughter
was suffering from psychosis which had been brought on due to substance misuse.
“There are so many services out there that would love to be able to provided families
with such. I am lucky that FUSHIA can do this, it‟s things like this that can have an
impact on the stress and anxiety that this family must have been going through” says
Karyn Jackson the founder of FUSHIA.
For many years Karyn Jackson sat on the bench as a magistrate. She witnessed a
great deal of criminal cases which had been committed due to drugs and alcohol.
Those in court may walk away with a community order or small fine, but it would be
the families of these individuals who had come to support there loved ones that
caught her eye. The families of substance miss users. As fait would have it Karyn was
soon to find herself in the same position as these families. “I had no knowledge of what
it meant to be an addict, no experience with drug use, then one day it came
knocking on my door and I discovered that my daughter was a heroin addict.”
For five years Karyn went through what she describes as hell as her family attempted
to cope with the stress and upset of careering for an addict. Through her daughters
drug use Karyn soon discovered the lack of support out there for the families and
careers of substance misusers. “There was a great amount of help and support out
there for the addicts, if they wanted it, but nothing for the carers. There was nothing,
no where for me to go, no advice or support. I tried my GP and they just offered me
anti-depressants.” Karyn soon began to sit in on meetings for the council as a care
representative. The government had made a directive that a service had to be
provided for the careers of addicts and assist in reducing the impact it had on family
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members. Such services were already up and running in most major cities all over the
country but there was no such service in the city of Sunderland. The local council were
extremely eager for Karyn to begin constructing but it was her own problems at home
that stood in her way. “In all honestly I was too wrapped up in my daughters own
addiction to do anything about it.”
In 2009 FUSHIA had been up and running for two years. They have employed a further
full time support worker, three volunteers and have recently employed a development
worker who is assisting in securing FUSHIA‟s own commissioning from the PCT. Reaching
out across Sunderland to a great number of carers Karyn and her team is providing an
immense amount of support and advice. It was in 2007 that Karyn stood down from
her role as a magistrate and began to pour all her efforts into building this service.
What lead the company to this point was a long battle between a mother and an
addict and one which pushed Karyn to her limits.
Trigger
For years Karyn‟s family had struggled with their daughter‟s drug addiction. The
constant worry for her life every time she injected, paying off drug dealers to protect
her form violence. Desperately trying to contact their child all night, and the worry
they felt as they waited up for her to return home safe. Desperate attempts at
rehabilitation and the crushing disappointment they felt when their daughter relapsed.
It was in 2007 that Karyn hit her rock bottom and it was enough to frighten her into
making some changes for herself and others.
“I had had years of worry and waiting up in the night unable to sleep. One particular
night I had been sitting up waiting for my daughter to return home. I was having a
particularly bad time, my daughter was at the height of her addiction and had
moved on to crack cocaine. This particular night she hadn‟t been home for two nights
and the battery on her mobile had gone flat. I had an argument with my thirteen year
old son who must have been feeling completely neglected and also frightened and
scared for his big sisters life. My husband and I got into a disagreement and he
completely lost it with me and in the heat of the moment he told me I was a bad
mother - it was here that I hit my rock bottom. I have never suffered from depression
but that night I had had enough. I opened a second bottle of wine at three o‟clock in
the morning and I found myself sitting with a full box of paracetamol in front of me. I
just had this overwhelming feeling that I had had enough and just didn‟t want to be
here anymore. Streams of water were running down my face and I realised then that I
was crying, I was crying in self pity. I had had enough but I knew I didn‟t even have
the option to not be here any more. I thought of my thirteen year old son and my
elderly widowed mother and that was enough to send me off to bed. I woke up the
next morning and I was horrified, absolutely horrified at how close I had come. It was
at that moment that I decided that my daughter‟s addiction was not going to destroy
my family anymore. That was when I got stronger and when I was able to turn around
and say I was going to help others going through this.”
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Change
For fifteen months Karyn worked from her home as the only support worker to FUSHIA.
She provided support, advice and knowledge to 47 careers of addicts while
consentingly working to secure future funding. The personal approach that FUSHIA
provides ensures that careers have whatever they need in order to get themselves
back to a state of coping. The stress one goes through in caring for an addict often
leads to depression and anxiety and it is these negative affects that Karyn and her
support workers hope to alleviate. In doing so they are building confidence and
strength in those who feel at a loss. The support groups provide a friendly ear where
families can open up about there problems, safe in the knowledge that others will
understand what they are going through. “When mothers come to me I see my
experiences in them and can assist in putting a broken woman back together. To
ease their nerves and see them smile again is amazing to see and it brings me so
much job satisfaction.”
What Karyn didn‟t expect was the strength it would build in herself to deal with her
own daughter. “We are all great at giving advice but find it hard to take it ourselves,
when we are told that we have to emotionally withdraw from the addict, to show
tough love, we need strength to do so. I found that this enabled me with the strength I
needed, it was a spin off that I never imagined.” Through providing knowledge,
support and understanding of addiction to careers FUSHIA are indirectly helping the
addicts themselves. “We hope by supporting the carers that we put them in a positive
position with the substance misuser, that things can get to a point where addicts can
be retained in the family.”
During January 2009 SES assisted in securing FUSHIA £164,000 from the Social Enterprise
Investment Fund. The money secured will fund the salary of Karyn and a further
support worker Anna, who has her level 2 in counseling. The money has also enabled
FUSHIA to employ Steve Hopkirk who in the past has successfully secured
commissioning from the PCT for similar services such as NERAF. The funding will
gradually ease FUSHIA into commissioning which will enable a secured future for a
much needed service. “SES suggested I went in for it and they helped me ever step of
the way. It was such a long process but finally we secured the funding.”
Karyn and her team are personally aware of the need for such services and it looks
promising that statutory bodies are beginning to get involved. “In the beginning it
looked like commissioning was possible it‟s now looking probable, the commissioners
are really showing an interest in what we are doing.” The Government is beginning to
recognise the need for additional services to fill in the gaps that social services cannot
keep up with. With an ever increasing growing population the cracks are beginning to
show and individuals are beginning to slip through the net. This is a harsh reality we live
with today. What we find is that people‟s life experiences can assist in setting up the
right kind of help and support for those in need and FUSHIA is an example of this.
“These problems aren‟t going to go away and I don‟t believe anyone can do it on
there own any more. We need to work in partnership, there is a need for additional
services and our Government has had to admit this. Today there is no such thing as
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one size fits all.” With future funding and the possibility of commissioning FUSHIA hopes
to be able to provide evening support groups for those who are currently unable to
attend daily sessions. It looks promising that Karyn‟s service will be reaching out across
Sunderland and helping a greater number of people with future growth in it‟s numbers
of volunteers and support workers.
“People have said to me, you had four years of seeing it in court, eight years of it at
home, do you really want to continue, don‟t you just want to forget about drugs? I
have had to turn around to them and say no, this is not about drugs it‟s about
people.”
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APPENDIX 6
Hidden Treasure
Mental health problems covers a wide range of issues which affect an individuals
ability to carry out their everyday life. Mental ill health can affect various people from
all walks of life, as well as impacting on the life of those individuals who have been
diagnosed these problems can greatly affect friends and family members. Today it is
estimated that one in four people will experience some kind of mental health issues.
Many of these people affected find ways of managing, but for others the
considerable disruption they have faced will act as a barrier in continuing with their
recovery.
Story of the business:
Hidden Treasure CIC is specifically looking at social inclusion for those recovered from
mental ill health. They believe that by providing people with the right kind of work
opportunities they can assist in placing people back into the community. Those who
have recovered have often experienced a great disruption in their private life but also
within work or schooling. When one is left facing the next chapter they are often
faced with the daunting question, what next?
Hidden Treasure is currently run by two directors Margaret and Martin Baker. This
Mother and Son duo aim to run a successful business which solely employs those
recovered from mental ill health. By providing a supportive and understanding work
environment Margaret and Martin believe they can assist with individual‟s re-entry into
the community and the workforce.
Drive Motivation:
Martin
At only Seventeen years of age Martin was diagnosed with schizophrenia. After a
period of illness he found his personal life had been disrupted and his schooling
affected. Being labelled with such an illness at a time when most young men are
carving their way in the world left its impression on Martin. At twenty three Martin sits
before you as an articulate and clever young man. He hopes to use his experiences in
life to bring about a change in people‟s attitudes towards mental health issues.
“I was diagnosed with schizophrenia at seventeen; I have no criminal record and
have done no harm to anyone. I was a happy child who had loads of friends, caused
mischief as young boys do and played football. To be told you have been diagnosed
with schizophrenia is scary and it was a traumatic experience. I was sectioned and
taken to hospital. I was a child at that age but I was placed on an adults ward. I found
the nurses to be abrupt and full on, it was a pretty scary. Gradually though, my visits to
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hospital reduced, and I began to take charge of myself. I began to think about
employment and what to do with my life.”
Margaret’s point of view
When Martin was ill his mother had to make a decision, either go to work and carry on
with her career to provide for her son, or stay home and support Martin. Margaret
chose to stay at home and in doing so she lost her career in IT and a way of providing
for her family. “As a mother and carer I had to take time off work to support my son.
This soon interrupted with my work and I lost my job. I then couldn‟t pay the mortgage
and so we lost the house. Through five years there was nothing but illness and
hospitals. But Martin gradually got better and a few years ago we noticed a change
so we started to look at the future. But what was the future for Martin, if you survive
your mental health illness then what does the future hold for you?”
The stall/shop
Once people begin to look at employment they are faced with a number of barriers.
Questions begin to be asked as to why you have taken so long out of work, why you
perhaps didn‟t finish school or college. Once individuals begin this new journey they
need to feel confident going into interviews and the new environment of work. Martin
and Margaret soon discovered that there was nothing out there to assist in this
transition from recovery to the world of work.
Margaret decided to take things into her own hands and with a little bit of money she
had put away she bought a market stall for her and Martin. “We started to sell our own
hand made soap going to the market once a week to trade. It was a big thing for us
at the beginning; we couldn‟t even get the stall up in three hours! But together we
stuck at it and in six months the confidence we both had shot up.”
“The market was a very good outlet for me to mix with all aspects and segments of the
community. You often find in mental health with the therapy and drop in sessions that
you are with people of the same issues. This does have its place and is beneficial, but
for those who are recovering, like I was, I needed to push myself and meet more
people.” Martin.
The profit made from the market was put towards a group the pair had set up for
mental health service users and carers. The group was where people could come
together and talk about their experiences. They would discuss at length their future
options and the „Right to Work‟ project which Martin and Margaret were closely
looking into. The „Support and Action‟ group now has over 100 members from south
Tyneside.
In 2009 the pair opened their own Hidden Treasure shop from which to carry on their
trade and support groups. From the front it appeared as a trading store in which some
of the support group members began to volunteer. The shop provided some with their
first work experience since their recovery. But most importantly it provided a supportive
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and understanding work environment in which the employer understood their past
struggles. From the back office Margaret and Martin offered support and advice to
individuals with mental ill health and to their carers.
“From outside it just looked like an ordinary soap shop, not everyone wants to wear
the stamp of mental ill health all the time and it just worked fantastically.” Margaret.
Changing point: Now what they looking at:
Margaret and Martin are now looking to replicate Hidden Treasure on a wider scale
within South Shields following the lead of one of Scotland‟s leading social enterprises.
Forth Sector creates supportive employment for people with mental health problems
through running businesses. The opportunities within these working environments
support people in their recover from the impact of illness and increase people‟s
employability. Its main objective is to reduce exclusion and discrimination to those
who have suffered a mental illness.
“We are looking at Hidden Treasures own workshop. We produce the soap, package
it, market it and from here we can run Hidden Treasures support. The only people that
would be working here for the business would be recovering mental health service
users.” Margaret.
Hidden Treasure will provide people with their first stop for employment after recovery.
It will provide an understanding work environment and grow confidence in people
who may wish to move on to others things. Hidden Treasure is looking towards utilising
the skills that people have and placing them in the corresponding work role rather
than a „one size fits all approach‟.
Frustrations/Obstacles
“I‟m of the view that it‟s the people who need to change. New Government schemes
such like „New Horizons‟ are great, but we need people on the ground level to open
up to employment for those recovering from mental ill health. We are here to bridge
the gap between central Government and the ground level. People need to
understand that what they read in the media surrounding mental ill health is not the
norm. Stigma is not the right approach; we need to really begin to look at what we
can realistically do to get people with mental ill health problems back into
employment.” Martin.
“Employment is inclusion and if people have the choice to start off something small
then it will perpetuate wellness and wellbeing.” Margaret
Mother and Son are working towards creating a greater level of understanding
around mental health issues. Hidden Treasure is enabling people to get back on their
feet, back into the community and onto a new chapter in their life.
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APPENDIX 6
Sit nb Fit
Story of business
Lynn describes herself as; “a girl who has come from a grass roots level, who never
went to university and finds academic work difficult.” In 1991 she stepped out of work
for ten years to raise her three children as a single mother. Since 2004 Sit nb Fit has
been delivering therapeutic chair based exercise, movement and dance to
individuals across the city of Sunderland. It began delivering sessions to the elderly in
care homes to maintain health and wellbeing. They now specialise in fifty plus exercise
movement and dance. “We get people from the seat to their feet using music as a
stimuli. We deliver warm ups and stretching, brain exercise and relaxation either in
groups or with individuals in their own home.”
Sit nb Fit deliver a unique exercise activity to those who feel unable to attend a gym
due to physical ability or self confidence. “Some people we teach our routines to may
be recovering from a stroke, have heart problems, weight issues or even mental ill
health. These individuals don‟t want to be walking into a regular gym, a lack of self
confidence stands in their way. We can say come in and sit with us, and we will make
their routine as high or low impact as needs be.” Lynn and her team deliver an
exciting and engaging chair based exercise to 53 venues across the region. They are
currently increasing self-esteem and allowing for a new social opportunity to
approximately 2500 individuals in the area. The company has diversified in the few
years it has been running. As well as movement and exercise it also delivers cancer
awareness sessions to those it comes into contact with. They are also working closely
with the FALLS coordinator in Sunderland. “We assist those who have had a fall in their
recovery and getting their confidence back. Working on balance, coordination and
bone density help to prevent a debilitating fall.”
The company currently employs ten local staff and has four volunteer. Lynn sees to it
that she personally cherry picks her staff from the local area. “I am so proud of the
team we have here. The girls themselves have come from a deprived area, they have
seen difficult times, home problems, some still ongoing. These girls come in with a
passion to help others and do a brilliant job at it.”
Drive
Today at the age of forty four Lynn has pooled all the knowledge and experience she
has gained over the years into a project built on an all round wellbeing for the
individual. “My background is built around helping people; it‟s what I‟ve done all my
life. I‟m a very pro-active person and I like to get things done. I saw something that
could be built based around exercise, and I went for it.” In 2004 Lynn got in touch with
SES and they soon began to provide her with the assistance she needed to get the
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idea off the ground. One of the major driving forces behind Lynn and her project is the
various circumstances she has witnessed in care homes over the years. Even with the
level of guidelines in place today we still hear of circumstances where care has failed
an individual. “We can‟t be naive, even with the best standards we have today it still
happens. I have come up against bad carers and bad managers and locked horns a
few times. Here at Sit nb Fit we are not solely just about the physical side but a healthy
mind, healthy heart and healthy body. We are taking a more holistic approach. I
knew this was my niche, my skill is communicating with people and I have used this
skill. We do have physiotherapy departments and OCT‟s which are doing great jobs,
but we are providing something different and it‟s far form clinical. Listening to people‟s
aim and objectives we help them to over come movement difficulties in a fun and
exciting way.”
Tipping point
The work that Lynn and her team are passionate about has been recognised and
endorsed by others. Sit nb Fit was the very first project North of Luton to be awarded
with The Social Enterprise Investment Fund. In 2007 The Department of Health
recognised the valuable work of Sit nb Fit and so awarded the project with £54,000.
“To be recognised by such a scheme is fantastic for us, let alone for the city of
Sunderland itself.”
In 2009 Sit nb Fit appeared on millions of television screens across the nation. Lynn and
the project found its way on Channel4‟s popular series „The Secret Millionaire‟.
Wealthy recruitment tycoon Jonathan Hick made is fortune finding high powered jobs
for high powered people. This down to earth friendly Yorkshire man saw the
dedication and passion that was driving Lynn, but he also recognised the strain to
which Lynn was under. Having attended some of the classes, talking to the
beneficiaries of Sit nb Fit and coming into contact with Lynn‟s tenacious character he
saw fit to make a personal donation of £15,000. This money enabled Lynn to employ a
much needed administrator. As promised Jonathan is still very much in contact with
the company and is a valuable mentor.
Obstacles: Barriers in academic work
Obstacles/Changes to self:
Lynn has seen a great change in herself within the five years of Sit nb Fit. Secure in the
knowledge that she has a valuable product Lynn has found herself delivering talks to
The Department of Health. “When I started off I couldn‟t even use a computer and
now I run my own business. I am the coordinator, development worker the fund raiser. I
come from a grass roots level and now I can deliver talks to people at The
Department of Health and Sunderland Council. I am not intimidated by any of it
because I believe in what we do, I believe in the product we can deliver.”
Change to others:
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One of the major rewards for Lynn and her team is seeing a positive change in an
individual; to see their clients claim back some of their independence is a great
reward. Lynn recalls one man in particular whose life was put on hold due to a stroke
he had suffered. “George and his wife were due to move to Scotland until he suffered
a stroke, one this happened it seemed out of their reach. It had left him with limited
range of movement and his balance was seriously affected. His confidence was at its
lowest and his wife had to leave work to assist him. His wife also ended up with
problems due to the stress she was under. I went in and tailored a routine for him, I said
to them never say never, lets see what we can do. After 15 weeks he had got to the
shops himself, had made his wife dinner and put there house up for sale! I was
absolutely elated for them.”
Future
Lynn is hoping to create Sit nb Fit‟s very own accreditation based around the product
they currently deliver. To incorporate the chair based exercise and movement, with
the awareness skills and tools needed to deliver Lynn‟s unique product into one
accredited course is a hope for the future. “I am qualified in all these aspects
separately at the moment, but I can‟t train other workers myself. Instead of getting
someone else in to train the girls I would love to do it myself.” For eighteen months
Lynn has been working towards securing commissioning form the PCT, her hope for the
future is to see this finalised. The profile of Sit nb Fit just keeps on growing, and with
organisations from places such as Canada and Australia getting in contact is seems
set to keep on going.
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APPENDIX 6
Sunderland Dance CIC
Story
Deloris was running a commercial dance studio in Sunderland. The teachers saw many
children approaching the studio who wished they could attend the classes but simply
couldn‟t afford to do so. Their aim was to deliver classes to those who would be
unable to afford private tuition “We approached SES in October 2007 and they
advised us that the best route to take would be down the social enterprise road. It was
very quick, by the November we had registered Sunderland Dance as a social
enterprise.” Chris - operations manager.
The studio initially hoped to get young boys of the streets and into the studio for some
classes. The very first funding bid set in motion was that of £1000. “From there we have
really flown, we just saw a gap and it keeps growing and growing. We now work with
all members of the community and can access everybody in the community.”
Sunderland Dance‟s very first project was „Cool Kids Project‟ in which they focused on
getting young children into urban dance classes. “We have the police saying there is
anti-social behaviour on the streets, and youth saying they have nothing to do. We
thought right lets give the kids something to do, and so we provided them with urban
dance classes.” It provides children with another option, running such projects is
getting children off the streets and doing something productive. The „Cool Kids
Project‟ has proved to be so successful that Sunderland Council has pledged to fund
the project for two years.
This initial project is just one of the many projects that Sunderland Dance now delivers.
They are currently working with children from special needs schools.
“We identified a needs gap and so tailored a project to fill it.”
The project came about as Deloris and her dancers were delivering a great amount
of work throughout the schools in Sunderland. The workshops are aiming to get
children engaged with physical activity and dance. “Word soon spread and we got
into contact with the special needs schools. We wanted to bring them out of the
school environment and into the studio. It was a very long process but we eventually
got funding from the council to work with the kids.”
Education
The studio is also assisting schools in delivering the curriculum to their pupils. „Dance
forward‟ is a programme which allows children to actively engage with class topics.
They currently work with three schools in Hendon, working with the teachers they
outline what they are studying and deliver a dance session on the subject. “We had a
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group of children who were learning about the Victorians. We did some old fashioned
woltz and some contemporary dance based on the plague. We have even delivered
science lessons! The feedback we get is very good. The children are really enjoying
the classes they attend and it really helps them to recall the information around the
subjects.”
Dance on prescription-
Sunderland Dance has been at the four front of commissioning this year. They have
successfully secured commissioning from the PCT to deliver „Dance on Prescription‟.
“We want to deliver dance where we can. We hope to give doctors the option to
offer something other than medication where possible.” Individuals suffering from
depression or anxiety can now be offered an alternative option. Individuals are
prescribed six weeks worth of dance sessions with Sunderland Dance, a move on the
cusp of change. “Doctors want to be able to provide their patients with an alternative
and this is it, this is really pioneering stuff!” Deloris and her dancers are currently
delivering six sessions a week at six separate venues throughout the area.
The team has also secured a bid with Northern Rock which will fund work with women
who are experiencing domestic abuse. Sunderland Dance has reached out, setting
up links wherever possible. One of these comes with their work with the organisation
„Bridge‟.” To work with such women we have to go in via another organisation as this is
a very sensitive subject. With the support of Bridge we hope to build those women‟s
confidence up. As this grows and they begin to trust us we hope some women find the
strength they need to change their situation.” It is connections like these which assist
Sunderland Dance in providing its vital outreach work throughout all aspects of the
community.
Changes to self (Chris)
The team at Sunderland Dance are passionate about what they do. From the very
beginning of this project its potential was evident. For Chris it provided her with an
opportunity to extend her skills gained throughout her working life, but also with a
second chance.” My working background is in early years. I then went into sure start
and after I worked for a charity for almost two years. I was a youth project manager
working with children from 5-13 in a deprived area. While I was there the funding ran
out and I found myself on the dole at nearly fifty. It was very scary, I was on my own
with a mortgage and two children going through university, it was tuff times.”
Deloris soon approached Chris and asked her to come on board. At the start of her
time with Sunderland Dance Chris delivered a class called „baby boogie‟ in the studio.
As they moved into a community interest company Chris found that her experience
from working with the sure start centres was perfect for Sunderland Dance CIC, her
role has now developed into operations manager.
Frustrations/obstacles
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Sunderland Dance is now happy to say that they are witnessing a change in the
attitude of Government towards social enterprises. “They are now giving money to the
people that are delivering at the front line. Social enterprises are part of the health
and wellbeing leap and money should not just be thrown at the health service. They
are turning to us too and looking at preventative stuff with us in mind.”
Tipping point / future
This Social Enterprise is hitting a lot of buttons on the Sunderland Strategy. The
academy is generating better health, wellbeing and education while combating anti-
social youth activity. They are currently working to secure a building in Sunderland city
centre from which to deliver their programmes. “This building has been sitting derelict
for seven years and it all ties in with the councils movements around regeneration.”
With a successful bid in place Sunderland Dance will run from this city base, allowing
for a greater number of sessions and workshops. The building also hopes to hold
alternative therapies, a community café and perhaps PCT health check facilities.
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APPENDIX 6
West End Women and Girls Centre
“All the work we do here in this centre is means lead. It is lead by the women and girls
who attend this centre and come to us with needs. Projects come from a consensus,
what we will do is find funding to run pilot projects; if they work then we will find
extended funding. That‟s how all the services in this centre are being developed.”
Business
In 1981 a group of social and community arts workers working in the West End noticed
the community centres to be predominantly orientated around boys. With actives
such as pool, football and darts on offer the group realised there was not a great
amount of work carried out by youth workers to engage with the girls. As more and
more young girls choose to hang around on street corners they realised something
had to be done. They started with one initial night which was run at the local
swimming pool. What started with fifteen girls grew week on week. By the end of the
six weeks pilot project over one hundred women and girls were meeting in a small
room in Elswick Park. From here grew an activities night on a Tuesday where girls of all
ages could come along. It was run by local volunteers who wanted to lend any skills
they had to the girls in the area. The Stephenson Building on Elswick road is now home
to West End Women and Girls Centre. It employs ( ) local women who have been in
contact with the centre and its workers since their youth. Operations manager Huffty,
attended the initial group when she was just seventeen. Those who originally started
the group decided to step aside and it was Huffty who took on the role of manager.
Drive/ Motivation
In 1992 the Government dropped its focus on getting young girls into the working
environment and this stirred up a great amount of discussion around gender specific
services. The country was seeing fewer and fewer girls enter into vocational education
and succeed in entering the work force. Youth and Social workers from the North East
attended a conference in London, they returned with greater motivation for delivering
a service specifically to women and girls. Joining with the social workers in Elswick they
focused on keeping girls in the area safe. “More girls started to hang around on street
corners, and it was these streets at that time which were considered a red light district.
With prostitutes on the streets and punters floating by these young girls were beginning
to be approached. Obviously this was not a safe situation.”
What they do: projects-
The centre currently runs a junior club for children aged 5-11 years. An older girls group
for the 13-19 year olds who may wish to come along and talk to the youth workers in
private, away from their younger siblings. They also deliver a women‟s group for the
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mothers, and a young mother‟s project for the teenage mothers in the area. The
centre also delivers a lot of work throughout the schools in the area.
“We go out and talk to young girls who are approaching the transition from primary to
high school. We currently go out to five primary schools in the area at lunch times. We
work with the girls in the top two years and it‟s an opportunity for them to talk about
their fears or expectations of going to big school. The centre also visits the high school
in the West End twice a week. We ask them how they are getting on, if they have any
issues. We do lot of work around anti-bullying, puberty, sex and drug education. We
also have „Children Decide Group‟ were participants in that group can have a direct
input to the centre.”
West End Women and Girls Centre also do a great amount of work with young girls
affected by anti-social behaviour. It provides individuals with the opportunity to learn
new skills and gain further training outside of formal education. “Some of these girls
have been written off by their school and aren‟t communicating with their social
workers. These are bright girls who want to work with us and we can have them
volunteering at our junior club on Tuesday nights. It‟s a place where they can learn
new skill and link in with other projects such a „V for Volunteer‟. They can gain
certificates and new training and might go on to be youth worker themselves. We
may then eventually employ these girls ourselves and provide them with a career. This
is what we are about, this is a local club for local girls therefore we should employ
local people.”
The centre also carries out community work at the local allotments with the women.
Some of the produce is seen to be brought back into the centre‟s kitchen and used
for the cookery sessions. The work is based around healthy eating and growing a
greater understanding of where our food comes from. The cookery sessions provide a
great opportunity for the Bangladeshi and White women to come together and grow
community contacts. “This about the women mixing together and it gives them an
opportunity to share skills and recipes in the kitchen. Meeting with other women in the
area grows contacts and friendships, and the women begin to look out for one
another. Contacts within the community are a great starting point for new people to
the area.”
Frustrations
One of the great frustrations the centre has faced has been getting the local authority
services to sit up and listen. “Over the years they have been slow to catch on and
perhaps then they didn‟t take us seriously. In recent years though it has changed and
we are doing much more partnership work. They are seeing the benefits of using local
women as qualified youth workers. It is still a hard slog, but if we weren‟t here I really
don‟t know where the support for these young girls would come from.”
Again the issue of funding raises its ugly head and the centre has been no exception.
They have faced worrying times and almost closed down. “I know there has been no
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money here at times and I have worked voluntarily as the only worker in the building. It
has been a one worker project, no wages just me and so you do it voluntarily, and
that‟s how the centre has been kept open at difficult times. I believe in the women
and girls in this area and it was vital that the centre stay open.”
Impact on people
West End Women‟s and Girls Centre is providing local girls with future opportunities.
The centre is providing people with the support they need to achieve their aspirations.
“This is one of the most deprived areas in Newcastle and then the country. If we can‟t
grow our own workers then there is no hope for the country is there.‟” With increasing
career opportunities and providing young girls with advice from experience the centre
has grown a successful project built around local people.
Many women are too afraid to truly open up to social workers in fear of what it might
bring to their family. During the process of contact with the centre women begin to
open up and talk to workers in a way that would never occur with the social workers.
“A lot of people think social workers are there just to take your kids off you, and that‟s
the be all and end all of what they do. This is a certain attitude that is going to stand in
the way of them opening up about any difficulties they may be experiencing. We can
act as a mediator between the two and begin to get things moving in the right
direction.”
Learned/Future
One of the major strengths of the centre is its consistency and quality of staff. Those
who initially set the project up were working within the area as local community
activists. Huffty herself has been with centre for 25 years, through the centre doors
walk four generations of women which she knows personally. The future for West End
Women and Girls Centre is looking bright. With development work currently being
carried out on the building they hope to add even more services to their long list. In
three years time the building sitting on Elswick road will be worth almost 3.5 million to
the local authority. This will be gifted to the local community with the trustees of the
building being three local women. The centre will see its own community kitchen
where it can run cooking programmes and facilitate catering to local businesses. A
hall with 120 people capacity and fully licensed bar provides the perfect location for a
conference venue.
“With the resources in this building we are enabling women to get jobs, to start their
own business and to reach their aspirations. We are keeping women and their
daughters safe and secure.” Huffty.
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APPENDIX 7
Green Office Checklist: SES 2009-10 Paper
Are photocopies double-sided?
Action Note: When appropriate all staff are encouraged to
use photocopies that are double-sided
Time Scale 2009
Yes
Are envelopes opened carefully and stored for reuse?
Action Note: Remind staff and partners to continue reusing
envelopes where possible
Time Scale 2009
Yes
Are non-essential copies photocopied on re-used paper?
Action Note:
Time Scale 2009
Yes
To avoid mistake, do you trial copy before printing off large
batches?
Action Note:
Time Scale 2009
Yes
Is scrap paper turned into useful note pads?
Action Note:
Time Scale 2009
Yes
Is e-mail used whenever possible?
Action Note:
Time Scale 2009
Yes
Are copy documents kept on disk rather than paper?
Action Note:
Time Scale 2009
Yes
Are computer printout margin sizes, fonts etc set to minimise
paper use?
Action Note:
Time Scale 2009
Yes
Does the office use recycled paper?
Action Note:
Time Scale 2009
Yes
Does the office use recycled paper? Yes
SES (Sustainable ▪ Enterprise ▪ Strategies) 2010 ©
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Action Note:
Time Scale 2009
Energy
Does your office source any energy from renewable
sources?
Action Note:
Time Scale 2009
Yes
Are hot water tanks and pipes properly insulated?
Action Note:
Time Scale 2009
Yes
Is the water temperature comfortably hot
Action Note:
Time Scale 2009
Yes
Are the windows and doors free of draughts?
Action Note:
Time Scale 2009
Yes
Are reflector panels fitted behind radiators?
Action Note:
Time Scale 2009
Yes
Are lights always turned off in unused rooms?
Action Note:
Time Scale 2009
Yes
Are lights turned off when good natural light is present?
Action Note:
Time Scale 2009
Yes
Are windows kept clean, and free from obstructions etc?
Action Note:
Time Scale 2009
Yes
Are all lights energy efficient?
Action Note:
Time Scale 2009
Yes
Are electrical appliances switched off when not in use?
Action Note:
Time Scale 2009
Yes
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Are boilers serviced regularly?
Action Note:
Time Scale 2009
Yes
Are heating thermostats used?
Action Note:
Time Scale 2009
Yes
Office Supplies
Are long-life products chosen over short life ones?
Action Note:
Time Scale 2009
Pending
Are materials brought in large packs to avoid excessive
packaging?
Action Note:
Time Scale 2009
Yes
Do you purchase eco-friendly or green products?
Action Note:
Time Scale 2009
Yes
Do you use paperclips rather than staples?
Action Note:
Time Scale 2009
When
Appropriate
General office
Is the toilet paper/hand towels made from recycled
materials?
Action Note:
Time Scale 2009
Yes
Are aerosol products with CFC propellants avoided?
Action Note:
Time Scale 2009
Yes
Are products made from tropical hardwoods avoided?
Action Note:
Time Scale 2009
Yes
Are dripping taps repaired quickly?
Action Note:
Time Scale 2009
Yes
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Do you use environmentally-friendly cleaning materials?
Action Note:
Time Scale 2009
Yes
Have low-flush volume WC’s been installed?
Action Note:
Time Scale 2009
Pending
Do you use washable cups rather than disposable ones?
Action Note:
Time Scale 2009
Yes
Do you purchase fair-trade or organic tea and coffee?
Action Note:
Time Scale 2009
Yes
Do you use local suppliers?
Action Note:
Time Scale 2009
Yes
Are all fridge doors seals clean and seal firmly shut?
Action Note:
Time Scale 2009
Yes
Are any outside areas around the office managed for the
benefit of wildlife?
Action Note:
Time Scale 2009
N/A
Recycling
Is all used paper saved for recycling?
Action Note:
Time Scale 2009
Yes
Does the office store and recycle cans, glass, plastics etc?
Action Note:
Time Scale 2009
Yes
Does the office separate and compost materials?
Action Note:
Time Scale 2009
No
Is there a paper recycling bin next to the photocopier?
Action Note:
Yes
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Time Scale 2009
Does the office recycle its electrical equipment, toner
cartridges etc?
Action Note:
Time Scale 2009
Yes
If plastic cups are used, are they recycled?
Action Note:
Time Scale 2009
No
Are you utilising recycling opportunities by co-operating
with nearby businesses?
Action Note:
Time Scale 2009
Yes
Transport
Do employees have access to dry, secure cycle storage
facilities?
Action Note:
Time Scale 2009
Yes
If you have a pool car, does it run on unleaded petrol or
diesel?
Action Note:
Time Scale 2009
N/A
Do you have information available on prices and timetables
of public transport?
Action Note:
Time Scale 2009
Yes
Are meeting times organised around public transport
timetables?
Action Note:
Time Scale 2009
Yes
Are working hours flexible to allow staff to maximise the use
of public transport?
Action Note:
Time Scale 2009
Yes
Do cyclists receive preferential mileage expenses?
Action Note:
Time Scale 2009
Pending
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Are employees taught and encouraged to drive in an
environmentally-friendly manner?
Action Note:
Time Scale 2009
No
Is it policy to use public transport for business purposes
whenever possible? Action Note:
Time Scale 2009
No
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Health and Safety
Is fresh fruit available alongside biscuits at break time or for
visitors?
Action Note:
Time Scale 2009
Occasionally
Is clean drinking water available?
Action Note:
Time Scale 2009
Yes
Are house plants grown in the office to lower stress and
absorb chemicals?
Action Note:
Time Scale 2009
No
Are Sick Building Syndrome problems identified and
corrected
Action Note:
Time Scale 2009
No
Is sitting at the computer for long hours discouraged
Action Note:
Time Scale 2009
Yes
Are policies on lone working, safe handling/use of
equipment enacted
Action Note:
Time Scale 2009
Yes
Implementation
Is there a green office notice board in a prominent position?
Action Note:
Time Scale 2009
No
Does the office have a suggestion box for environmentally-
friendly ideas?
Action Note:
Time Scale 2009
No
Does the office hold events with a green theme, e.g. a
stationery amnesty?
Action Note:
Time Scale 2009
No
Does the office have an environmentally policy? No
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Action Note:
Time Scale 2009
Is there an opportunity to raise environmental issues at staff
meetings?
Action Note:
Time Scale 2009
Yes
Is resource use monitored and are environmental effects
audited?
Action Note:
Time Scale 2009
No
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APPENDIX 8
FISCUS CASE STUDY EXAMPLES Case Study Example 1… SINGLE PERSON AGED 35, UNEMPLOYED FOR OVER 6 MONTHS RECEIVING JSA – A single person aged over 35 on Job Seekers Allowance paying rent of £70 per week and £12.87 per week (25% single person’s discount) in Council Tax would receive overall weekly benefits of £148.32 based upon a combination of Job Seekers Allowance (£65.45pw), Housing Benefit (£70pw) and Council Tax Benefit (£12.87pw). Over a year, this equates to £7712.64 in welfare benefits received by the client. If the client entered self-employment and worked 30 hours per week and earned £100 per week, she would receive Working Tax Credit of £52.08 per week and still retain Housing Benefit at a reduced rate of £28.06 per week. The client’s disposable income would immediately increase resulting in the client being £31.82 per week better off. The Client would also be entitled to Self Employment Credit of £50 per week for first 16 weeks if unemployed for 6 months or more (extra £800) and a Job Grant of £100. There is also a possibility of help with rent and council tax for first 4 weeks (£331.48). Equating to an increased disposable income of £2637.51for the first year and £1654.64 per year there after for the individual to spend in the local economy. The client would also pay £2.40 per week Class 2 National Insurance Contributions (£124.80 per annum) and would not pay Income Tax. This would result in a Treasury net gain of £124.80 per annum.
22001100//22001111 22000099//22001100 22000088//22000099 22000077//0088 22000066//0077 22000055//0066
TTrreeaassuurryy NNeett GGaaiinn.......... 112244..8800 112244..8800 ££115500 ££111144 ££110099 ££110099
WWeellffaarree BBeenneeffiitt
ssaavviinngg iinnddiicceess ooff............ 55558844..2288 66884400..6600 ££77,,116699 ££66,,443366 ££66,,339999 ££66,,002277
IInnccrreeaasseedd ddiissppoossaabbllee
iinnccoommee ooff............ 22663377..5511 22229999..4444 ££11,,667744 ££11,,772299 ££11,,332200 ££11,,119988
First Year Tax Liability = Nil Case Study Example 2…LONE PARENT WITH ONE CHILD AGE UNDER 20 IN FULL-TIME EDUCATION A lone parent on Income Support with one child aged under 20 in full time education rents a property from the local housing association for £70 per week. He also pays weekly council tax of £12.87 (including single person 25% reduction). The client received a total of £223.29 in benefits and Tax Credits (IS £65.45, CTC £54.67, HB £70, CTB £12.87 and Child Benefit £20.30) equating to £11,611.08 per annum in benefits. On becoming self-employed and earning £100 self-employed income per week, the client would be entitled to £88.34 in Working Tax Credits, £54.67 Child Tax Credits, £30.69 Housing Benefit and £20.30 Child Benefit totalling £294 per week. This would result in the client being £61.49 per week better off (after adding the cost of school meals which would no longer be free (£10)). The Client would also be entitled to Into Work Credit of £40 per week for 52 weeks if unemployed for 12 months or more before commencing Self Employment (extra £2080) resulting in the client being £110.49 per week better off in the first year of self-employment. A Job Grant of £250 would also be paid. There is also a possibility of help with rent and council tax for first 4 weeks (£331.48). Equating to an increased disposable income of £6332.06 for the first year and £3717.48 per year thereafter for
SES (Sustainable ▪ Enterprise ▪ Strategies) 2010 ©
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the individual to spend in the local economy. The client would also pay £2.40 per week Class 2 National Insurance Contributions (£124.80 per annum) and would not pay Income Tax. This would result in a Treasury net gain of £124.80 per annum. This increase from last year is due to Child Benefits not being taken into account for Housing and Council Tax Benefit from November 2009.
22001100//22001111 22000088//0099 22000077//0088 22000066//0077 22000055//0066 22000044//0055
TTrreeaassuurryy NNeett GGaaiinn.......... 112244..8800 112244..8800 ££115500.. ££111144 ££110099 ££110099
WWeellffaarree BBeenneeffiitt ssaavviinngg
iinnddiicceess ooff............ 66007766..2200 77220066..6688 ££1100,,777744 ££66,,447755 ££66,,339999 ££66,,002277
IInnccrreeaasseedd ddiissppoossaabbllee
iinnccoommee ooff............ 66333322..0066 44772244..7722 ££22,,668833 ££11,,559977 ££22,,440033 ££11,,773311
First Year Tax Liability = nil Case Study Example 3… COUPLE WITH TWO CHILDREN RECEIVING INCOME SUPPORT The table below tracks the changing patterns of disposable income and welfare indices. This illustrates a couple with 2 children aged under 19, paying £70 rent per week and £17.16 Council Tax would have a benefit entitlement of £322.45 per week. This is based upon a combination of Income Support (£102.75), Child Tax Credit (£98.84), Child Benefit (£33.70), Housing Benefit (£70.00), Council Tax Benefit (£17.16). When the client enters self-employment, based upon a self-employment income of £100 per week, the couple would be entitled to Working Tax Credit of £88.34 per week (£4593.68 per annum) and Child Tax Credit of £98.84 (£5,139.68 per annum). Housing Benefit entitlement would be £53.89 per week (£2,802.28 per annum), Council Tax Benefit of £12.21 (£684.92 per annum) and Child Benefit would continue to be paid at £33.70 per week (£1,752.40 per annum). On becoming self-employed, the client will also pay Class 2 National Insurance Contributions of £2.40 per week (£124.80 per annum). The Treasury will have a net gain of £124.80 per annum. By becoming self-employed and earning £100 per week, the client would be £64.53 per week better-off after taking into account all benefit and tax credit entitlements and adding the cost of losing free school meals. The Client would also be entitled to Self Employment Credit of £50 per week for first 16 weeks if unemployed for 6 months or more (extra £800), a Job Grant of £250. There is also a possibility of help with rent and council tax for first 4 weeks (£348.64). Equating to an increased disposable income of £4754.20 for the first year and £3355.56.48 per year there after for the individual to spend in the local economy. The client would also pay £2.40 per week Class 2 National Insurance Contributions (£124.80 per annum) and would not pay Income Tax. This would result in a Treasury net gain of £124.80 per annum.
22001100//1111 22000088//0099 22000077//0088 22000066//0077 22000055//0066 22000044//0055
TTrreeaassuurryy NNeett GGaaiinn.......... 112244..8800 112244..8800 ££115500 ££111144 ££110099 ££110099
WWeellffaarree BBeenneeffiitt ssaavviinngg
iinnddiicceess ooff............ 1166776677..4400 88112277..0088 ££1155,,449966 ££99,,005599 ££88,,771188 ££1133,,335577
IInnccrreeaasseedd ddiissppoossaabbllee
iinnccoommee ooff............ 44775544..2200 22992299..0088 ££11,,226655 ££990044 ££990000 ££888855
First Year Tax Liability = nil Owing to the degree of variation of each case study and associated financial gains/ deficits we have ‘averaged’ these financial indicators over the last four years as the table below illustrates. The average
SES (Sustainable ▪ Enterprise ▪ Strategies) 2010 ©
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disposable income has increased substantially this year due to the range of back to work and self-employment incentives available. Average (- +) financial profiles of three case studies
22001100//1111 22000088//0099 22000077//0088 22000066//0077 22000055//0066 22000044//0055
TTrreeaassuurryy NNeett GGaaiinn.......... 112244..8800 112244..8800 ££115500 ££111144 ££110099 ££110099
WWeellffaarree BBeenneeffiitt ssaavviinngg
iinnddiicceess ooff............ 99447755..9966 77339911..4455 ££77,,555588 ££77,,660033 ££77,,334455 ££88,,773388
IInnccrreeaasseedd ddiissppoossaabbllee
iinnccoommee ooff............ 44557755..5599 33331177..7755 ££11,,887744 ££11,,441100 ££11,,554411 ££11,,227711