creating community enterprise

CreatingCommunityEnterprise2008‐2009EvaluationReportforWiganEconomicPartnership

ActiontoRE:generateCommunityTrust

RegisteredCharityNo1078551

www.regeneratetrust.org

49AbbeyForegateShrewsburySY26BQ

“'Subsidiarity' (is) an ugly word. Call it trust instead. Subsidiarity is a moral principle …. which says that you should put responsibility as low down as you can possibly find it and then educate people up to exercise that responsibility. I want to see trust and responsibility pushed right down in society because I think that gives people self-respect. "

Charles Handy:

CreatingCommunityEnterpriseProject–EvaluationreportJune2009

©ActiontoRE:generateCommunityTrust2009

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Wigan Economic Partnership PRG/WNF Evaluation

TargetProjectOutputs/Outcomes:

• 18SocialEnterpriseProjectssupported

• 8newbusinessessupported;

• PULSEestablishedasanewregisterednot‐for‐profitbusinesswith

• 3‐5yearbusinessplan

• Fundingstrategy

• ActionPlan–todeliveranoutreachprogramme(with)thatwill(a)helpdevelopPULSEorganisation’scapacity;(b)demonstratein3targetedcommunitieshowcommunityengagementthatbuildstrustingnetworkscanimpactonworklessness;

• OperatingmanualfordeliveringLMsystemforEffectiveEngagement;

• Communityteamsandindividualspreparedtoengageeffectively(ieconfidentandcapable)withothersupportprogrammes;

Beneficiarieswillinclude:

• WiganCouncilandpartnershipagencystaffwhowilldevelopcapacity,skillsandinsightsthatwillenhancetheireffectivenesstoengagewithanddevelopcommunities;

• Peopleresidinginthe32SOAs(specificallytop10%mostdeprivedinrelationtoworklessness)includingindividualswhoare2ndand3rdgenerationunemployedandIBclaimants.

“the return of millions of pounds spent on 'regeneration' in Wigan over many years has realistically resulted in the capacity development of a few individuals and some isolated pockets of community development witheven fewer successful projects that have actually become sustainable.

“This has not been rolled out or replicated because everything is short term and time limited, so there is never enough time to work with people not already known. What has been different since introduced its work and engagement process – has been new people getting involved, moving away from grant dependency and taking on the idea of long term development supported by sustainable social enterprise.” Pam Stewart, Chair, Urban Forum



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1. In relation to the targets/outcomes identified by the Economic Partnership what impact has your project had on these and in helping to reduce the gap between the most deprived areas of the Borough and the rest?

TheprojecthasprimarilyimpactedonWEPtargets/outcomesby:

o raisingawarenessofenterprisingwaystogenerateincomeforindividualsandcommunitygroupsandofferinganalternativetobenefitandgrantdependency;

o providingasupportiveframeworkforpeoplewhohaveexperienceddifficultiesingainingemploymentthroughconventionalroutestodeveloptheirideas,skillsandconfidencetoexploreself‐employmentandcommunityenterprise;

o helpinganumberofindividualsfromtargetgroupstoincreasetheirincome,accessjobs,trainingandopportunities–eitherbyassistingthemdirectly,orbyassistingorganisationstodeliverservicestheyneedandwant;

o helpingpeoplelivingindisadvantagedcommunitiestostarttotakeactiontogethertodeveloptheircommunitiesandtackleconflictsandconcernsthathinderinvestmentanddevelopment

Successisindicatedbytheactivitiesundertakenbytheprojectleaders‐andthecommentsmadebyleadersofprojectswithwhomwehavehadcontactoverthepastyear.

Eachof18SocialEnterpriseprojectsand10newbusinessesreceivedindividualinputsthathavehelpedthemmoveforwardintheirthinkingandpersonaldevelopment.Theseinputshavebeenbothpro‐activeandre‐active:theycouldbedescribedbroadlyaspre‐startup“hand‐holding”andmentoringsupport‐rangingfromtelephonecontactinitiatedbyourteamtocheckprogressandinquireaboutanyfurtheractionorsupportneededtorespondingtocallsandrequestsforadviceorassistanceandfacilitatinggroup,teamandcommunitymeetings.Wehavegenerallybeenabletooffersuggestions,encouragement–particularlywhen“clients”encounteranewchallengeorbarrier;andpracticalassistancesuchassignpostingtoinformation,sourcesoffinancialassistanceetc.

FromApriluntilJune09wehadnoconfirmedarrangementforcontinuingsupporttoWiganprojectsyetwecontinuedtoprovidewhatassistancewecouldtohelpsustainmomentumduringthetransitionalfundingperiod.

`“You can lay the foundations but a successful social enterprise does not take 12 months. You've got to work at it. Build it up. 12 years is more realistic”. Pam Stewart



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InrelationtothespecificProjectoutputsandoutcomewesuccessfullydeliveredsupportto:

18SocialEnterpriseProjects

teammemberssupportedalltheprojectsbelowuntilJune/July2008.AssistancewasgivenwithimplementingfundingstrategiesdevelopedduringtheWiganextreme2workshops,byassistingwithapplicationstocharitabletrusts,signpostingtoothersupport,strategiesonengagingwithcustomers(marketing)andsupporters(political).

15projectswerenotifiedofandlinkedtotheBBVenterprisestart‐upsupportproject;thoughonly7wereeligibleorreadytoreceiveaninvestmentaward.Oneindividualwaspleasedtobeassistedwithbenefitsadviceinrelationtotestmarketing,butwhenofferedaplaceatUniversitydecidedtodeferstartinghisbusiness.Anotherwaseligiblebutdecidednottocompleteherapplicationforanaward.

OngoingsupportcontinuedtobeonofferfromtoallprojectspostJuly08,althoughthefocusofourdirectsupportworkshiftedtoPULSE–theaspiringsocialenterprisesupportnetwork.WithsupportfromRE:generatestaff,PULSEmembersbegantotakeontheroleofcontactingandidentifyingthoseindividualsandsocialenterpriseprojectsthatweremostinterestedinfurthercontactand/orsupportfromtheproject.

Someprojects–mostnotablytheWorldinWigangroupofprojects‐werereceivinginputsfromotheragencies,howeversomeindividualsmaintainedcontactthroughPULSEandfromtimetotimesoughtadvicefromourteam.AKurdishcommunityradioprojectwasalsoexplored,butdidnot,toourknowledge,developfurther.

Another9socialenterpriseprojectshadparticipatedinWiganExtremeeventsoverthepreviousyear,andhaddevelopedfurther.

Theseprojectleadersweresteadilydevelopingontheirown–andwhencontactedwerehappywiththeirprogress.SomesaidtheyhaddevelopedpartnershipsandwonLotterygrantsorcommissions.

PULSEmembershopetoengagesomeoftheseinparticipatinginthesocialenterprisesupportnetwork–toshareskills,knowledgeandpromotionandfacilitateinter‐trading.

1 PULSE

2 WorldinWigan

3 WiWSport

4 WiWDropinCafé(ledtoNLCMcaféandshop)

5 WiWEvents

6 WiWtranslationservice

7 LowtonCommunityGarden

8 CrosroadsCarers

9 EmploymentHelpline

10 AldoDesigns

11 T‐POT

12 WorsleymesnesCA

13 AbbeyLaneYouthAction

1 Training 2 All 2 BLINT gps 3 Working Wonders 4 The Hub 5 Project Haigh 6 WAVE 7 Cygnusonline 8 LASSARS 9 One Vision Media



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OneadditionalsocialenterpriseprojectemergedlaterinthecourseofgivingassistancetoMezgeniGarageServices.Assistancewasgiventohelpdevelopabusinessplanfortheproject.

gavesupporttoAbbeyLaneYouthActiontodevelopcommunityiinvolvementinfordeliveringasummerprogrammeofactivitiesandtripsforlocalyoungpeople.

TheT‐potprojectandWorsleyMesnesActionprojectwentonholdwhentheleadersoftheseprojectshadmajorchangesintheirpersonalcircumstances

5newprojectsemergedinthelast4monthsoftheproject.

ThesewerereferredtousthroughPULSEmembers,ortheERO.Eachrequestedassistancefromtohelpdeveloptheirideaslinkedtotheirpassion,experienceorinterestinrelationtotheircommunities.Wemetwithleadersofeachprojecttohelpthemtoexploretheirideasandtheoptionsfordevelopingthem.

Weprovidedfourwithabusinessplanningtemplate,introducedthemtoanddeliveredbasictraininginthelisteningmattersmethodtoassisttheirmarketresearchintheirtargetcommunities/deprivedareasandlinkedthemtotheEROandPULSE;wesupportedtheLionCubPlaygroupinmeetingswiththeERSsupportagency.Onedecidedthatasocialenterpriseapproachwasnotforthem–theyjustwantsomeonetogivethemagranttodowhattheywerealreadydoingfortheirmembers.

8(+4)NewBusinesses

3businessideaswhichindividualshadbeendevelopingsinceWiganExtreme1tookshapeinWiganExtreme2andwerelaunchedinApril/May2008

o AbbeyLaneChildcareo Dogtastic

o InsideOutAccessConsultancy

Bothindividualsreceivedencouragement,signpostingtofinance,adviceandsupportandbothweresuccessfullytradinginMarch2009andinvolvedwithsupportingothersocialenterpriseinitiatives(LionCubsPlaygroupandPULSE)

1 LionCubsPlaygroup

2 TransplantBuddies

3 101Gym

4 LowtonYouthEnterprise

5 WALTER

“I've got a job now – I’m off income support and I’m starting to develop other things too!” Mel (Abbey Lane Childcare) Prescott

“I had a lot of help – never thought I could do it – but I am!” Mark (Dogtastic)



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Afurther6newbusinessideasemergedduringtheWiganExtreme2eventheldinApril2008andoverthefollowingmonthseachstartedtoimplementtheircompletedbusinessplans,withencouragementandsupportfromtheRE:generateteam

o JustImaginedesignso NCLMCentreandShopo Peter’sFieldo SocialNetwork(forpeoplewithlearningdisabilities)o TheOverFiftiesForumo VSMExchanges

WemaintainedcontactwithalltheseprojectsthroughthePULSEDirectorswhowerekeentodeveloptheirroleinsupportinglocalsocialenterpriseandbyfollowingupwithpracticalassistancewhentheyindicateditwasneeded.ByMarch2009allindicatedthattheyhadcompletedtheirbusinessplans‐onehadtakenfurthertraining,anotherhadtransformedhercommittee,anotherhadwonasmallstart‐upgrant,anotheraprojectgrant–andallsaidtheywere“inbusiness”orstillworkingtofindsomeinitialcapital.

Additionally,2individualentrepreneurswithestablishedbusinessideaswhowereseekingadviceonhowtheycoulddevelopasocialenterprisealsoapproachedusinlate2008.BothwerelocalpeoplewhooriginatedfromtheBoroughandwhowerekeentoexploreasocialenterpriseapproachthatwouldenablelocalpeoplefromdeprivedcommunitiestodeveloptheirskillsandopportunities.Thesewere:

o B2BBusinessMuleo Isanyonegoingto.com

Wemetwiththeseindividualsandexploredtheirideasandaspirationsandwhatstepstheyandwecould/wouldtake.Bothhadbusinessexperienceandbothexpressedfrustrationwithpreviouscontactwithenterpriseadvisersandbothwerealsooccupiedwithotherconcerns.Onewasexpectinganewbabyandcouldnotaffordsufficienttimetoinvestinanewventurewhichwouldnotgenerateimmediateincome.Theotherwasalreadyasuccessfulentrepreneurwhohopedtodevelophisvoluntaryhobbyintoanenterprisethatwouldimpactontravelandcarbonemissions.Heneededsignificantpoliticalbuyinandinvestmentandweagreedastrategytotryandachievetheseoverthecomingmonths.

WealsoapproachedMezgeniGarageServicesattherequestofPULSEmemberswhoadvisedusthataformerWiganExtremeparticipantwhohaddecidedthathewouldtrytheenterpriseroutetoemploymentandtheythoughhemightappreciatesomeassistance.Thisnewlyestablishedbusinessneededhelptoreplacestolentoolsandequipmentandthisindividualwasalsointerestedindevelopingatrainingworkshopasanassociatedsocialenterprise.Weprovidedassistanceindevelopingthenewbusinessplanandofferedadviceonmediarelationsandmarketing.



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PULSE–peopleunitedinlocalsocialenterprisewassupportedtocompleteandstarttoimplementtheirbusinessplanandbyMarch2009hadappliedforregistrationasaconsortiumco‐operative.

PULSEiskeentodevelopitscapacitytosupportlocalsocialentrepreneursthroughpeermentoringanddeliveringservices.ItsDirectorswanttoworkwithustobuildtheirowncapacitytodelivereffectiveengagementservicesacrosstheregionusingtheListeningMatterssystem.

PULSEhascompletedatenderapplicationandapplicationtotheCoalfieldsRegenerationBoard.

Examples of “People residing in the 32 SOAs (specifically top 10% most deprived in relation to worklessness) including individuals who are 2nd and 3rd generation unemployed and IB claimants” who benefited in these ways:

IBclaimantlivinginMarshGreenstartedadogtrainingbusinessthatisgeneratingincomeandgrowingsteadily.

IBclaimantstartedasmallgardeningprojectthatisgeneratingasmalltherapeuticincome,puttingalittlemoremoneyinhispocketandprovidingalocalservice.

ApreviouslyunemployedloneparentstartedachildcarebusinessinWestLeigh.Thisisgeneratingincomeforher,andprovidingalocalservicethatenableswomenfromtheneighbourhoodtotakeuptrainingandemployment.

Sheisalsoleadingactioninthecommunitytosupportchildrenandyoungpeopleanddevelopprovisionforthem.Thisisstartingtobringpeople

“If someone had said to me a year ago I would be running two of my own social enterprises and supporting many others I wouldn't have believed them. have supported all this”.

Carol (WALTER, PULSE)

“I believe RE:generate works well, incredibly well with people that actually engage with the process, [who] take the time to listen and to become listeners. I think it’s galvanised people who were on the periphery of engagement. They’ve developed a ‘can do’ attitude which has replaced the ‘it’s pointless because nothing ever happens’ attitude.” Pam Stewart WEP,



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togetherinthecommunity–althoughmanyconflictsandissueshaveyettoberesolved.

BMEmemberhasstartedasocialcentre,recycledclothing&bricabracshopandcaféinAtherton.Thisisprovidingvolunteeringopportunities,adrop‐inmeetingplaceforpoorlocalresidents,internetaccess,workshopsandactivitiesforyoungpeople,accesstolowcostclothesandhouseholditems.Itispartlyfundedbyshopsales.

BMEmemberhasstartedacarvalettingandgarageservice.Thisisprovidingjobsfor4peoplefromBMEcommunitiesandabasefromwhichtopilotatrainingprogrammeanddevelopapprenticeships

Awomanwithachronichealthconditionisdevelopingaprojecttosupportpeoplewhohaveorgantransplants,andtheirfamilies.Shehopedtocreateajobforherselfthatwillfitwithherconditionanddevelopanincomestream–anddevelopnewvolunteeringopportunitiesforpeopleintheregion.

“Wigan Council and partnership agency staff will develop capacity, skills and insights that will enhance their effectiveness to engage with and develop communities”:

2. How effective has the project delivery been?

Wehavedelivered(exceeded)theoutcomeswespecifiedwithminimalresourceinadifficultenvironmentandontime.Thedeliverywouldhavebeenmoreeffectiveifwehadbeenbetterpreparedforanyauditprocessfromthestart,andifwehadestablishedanadministratortofocusoncollatingandcompilingdata.Thiswouldhavereducedthepressureontheprojectfieldstaffwhowouldnotthenhavebeendrawnawayfromworkingonkeydevelopmenttasks,suchasdraftingthePULSEtrainingandoperationsmanualandfacilitatingthecompanyregistration.

“there is now a recognition within the authority that the traditional way of doing things has not worked. So we do have to look at different approaches, different ways of doing things. RE:generate, I think, have informed our thinking” KW,ERO

“the other thing that has come out of it is a recognition [that] some of the approaches that have been taken do have value in other areas. We’re looking to think about how we could use some of those approaches in other areas.”

“Speaking for myself, I think the work is very interesting and I’m particularly interested in the listening technique. I think it’s something we could all do with more of here.” Sian Jay,WBC



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Effectivedeliveryhasbeenhamperedthroughouttheyearbyevents,systemsandindividualsthathaveimpactedontheworkwehavebeenabletodoinwaysbeyondourcontrol.Wehavehadtobeflexibleandadaptive,ratherthanpursueasinglestrategy.Nevertheless,weachievedourbasicoutputsandoutcomeswithinthetimeframe.

Fromthestartwefacedatransitionalperiodofuncertainty,whichaffectedthemomentumdevelopedinthepreviousyearthatwasgearingtowardstheworklessnessstrategy,andworkingneighbourhoodsfund.ThetransitionfromNRFtoWNFneededtobeasseamless–andthoughintentionsweregood,thiswasnotthecaseinreality.

PeopleindisadvantagedcommunitiesallovertheUKhavehadtheirhopesandexpectationsraisedanddashedmanytimesovertheyears,andWiganisnoexception.RE:generate’sworkandprocessfocusesonre‐buildingtrustwithinandbetweencommunitiesandourListeningMattersprocessisaneffectivetooltofindleaders,socialentrepreneursandidentifymarkets,customersclientsandsupporters–butitneedsconcentratedeffortbyacommittedandtrainedteam,andasupportivepolicyandresourceframework.

Weaimedtodevelopjustsuchateamoverthecourseofdeliveringalisteningmatterstrainingprogrammewithlocalagencies,butbythestartofthePRGperiodwehadnotdevelopedthisinWigan(seepreviousreports)intheprecedingyears.AsaresultofamendingtheNRFprogramme,weendedupworkingwithpotentialsocialentrepreneurswhowerereferredtousandWiganExtremeevents,ratherthanbeingfoundthoughthelisteningmattersprocess.

Tohelpensurealegacyfromourworkin07/08,weproposedtofocusondevelopingalocalsocialenterprisesupportgroup(PULSE)thatcouldgraduallybuilditscapacityandconfidencetostarttofulfiltheroleandfunctionsofRE:generate.

Toachievethisweneededtodevelopaprogrammeofworkthatwecouldco‐deliverwithmembersofPULSE‐sothatthePULSEteamcouldlearnonthejobhowtousetheRE:generatelisteningsystem,howtodeveloptheskillsneededdeliveritmosteffectivelyinthelocalcontext,andhowtouseandevolveanoperatingmanualfortheirwork.

Akeytothisprogrammeistobeabletodevelopthecommunities’capacitieswasclarityaboutthelevelandavailabilityof(a)peoplepreparedtotrainanddelivertheLMsystemandof(b)scaleandrangeofresourcetosupportthem.

InSpring08theprocessforcommissioningservicesundertheworklessnessprogrammewasnotfinalised,andplanstodeveloptheworkingneighbourhoodsstrategywerenotyetreadyforapplications.Wehadbeengivenandindicationthat£30000couldbeavailableasatransitionalgrant,andthatmajorcommissionswerelikelybeonstreambyAutumn2008.Wehadnofirmindicationofwhenthiswouldbeavailable,orhowtoaccessit.



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ConsequentlyweweredrawnintootherareasofworkandwereinitiallyabletomakeonlylimitedinterventionsinWiganoverthatperiod.Wefollowedupthosewhoweremostpro‐activeandwefacilitatedPULSEmeetingsandworkedwithindividualsandprojectsatthepacetheywereabletomanageandfitwiththeirothercommitments(tofamily,study,otheremploymentetc.).

ThispacedidnotsuitsomepeoplewhowereinvolvedwithdevelopingPULSEandconflictsarosethatresultedinfourindividualsbeingchallengedabouttheirtacticsandexcludedfromholdingofficebyothermembersofthesteeringgroup.ThisimpactedontheabilityoftheembryonicgroupofPULSEdirectorstodeveloptheirnetwork:especiallywhentheydiscoveredthatthey–andRE:generatewerebeingunderminedandattackedbycertainindividuals.

Nevertheless,aBusinessPlanwasdraftedwiththeassistanceofaTeachFirstplacementsponsoredbyRE:generate,andthePULSEcoreteamcontinuedtoworkonbuildingandstructuringtheirorganisation.

ItwasnotuntilJunethatwewereaskedtosubmitaproposalfordeliveringongoingsupport(underthePerformanceReviewGrant).Clearlythiswouldallowustocontinuetheworkoncreatingamorefavourableenvironmentforsocialenterprisesandcommunitybusinesses,butthedelayanduncertaintyaffectedouractionsinrelationtotakingonotherwork.Itfeltdisconnected.Weaspiredtoaplannedandstrategicwithdrawalandhandovertoalocalteamtocontinuewhatwehadstarted,butthepoliticalandfundingregimecrestedastopstartanduncertainenvironment.

InOctober08wewereaskedtosubmitafurtherapplicationasaninterimpieceofworkpriortofullcommissioningunderWNF.Therewassomeinitialconfusionoverthetotalbudgetavailablewhichdelayedtheprocessforsubmissionandapproval.WeindicatedinthefinalcorrespondancetotheEROcommissionerthat:

• 8SocialEnterpriseBusinesseswillbesupported(toincludecurrentcommunityenterpriseprojectswearecontinuingtoassist)

Weexplainedthat

• inthefewmonthslefttoMarch09,wedonotwanttobeoverambitiousaboutthenumbersofbusinessthatwecansupport‐somemaynotwantoursupport!8isamodestandrealistictarget.

Alsothat

• PULSEisapotentialnewsocialbusiness.ItasocialenterprisethataimstosupportanetworkofsocialenterprisesbutitmaynotbefullytradingbyMarch09.Thereare4SocialEnterprisenetworksthatweareaimingtoprovidesupportto:2areabasednetworksofcommunityprojectsandideasthataretryingtoidentifytheirmarket,developtheircustomerandsupporterbaseandneedsupporttodothis,and2thatlinkarounddisabilityandhealthrelatedprojects.PULSEandaimtodevelopthelinksbetweenthesenetworksandengagemoreactivelywithothers‐dependingontheirreadiness,willingnessandcapacitytoengage,andtheresourcingforthisworklongerterm.



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Wewereonlyabletoproperlydeliversupporttooneareabasedcommunityprojectnetwork(NLCMinAtherton),asthekeyprotagonists(inWorsleyMesnes)werenotabletogenerateenoughlocalsupportandinterestinworkingwiththeListeningMatterssystem,andthepotentialworkwithGroundworkinotherlocations(Shackerley,Lowton)didnotmaterialisewhenthetendersforoutreachengagementwentonhold.

TheAthertongroupofprojectsisdevelopingwell.Itsleaderhasgraspedandembracedtheconceptofsocialenterprise,andthebenefitofListeningMatterssystem.Thegroupisgrowingsteadily,developingabaseforlocalactivitiesandprojectstosupportlocalpeople.TheSocialPlaceisemergingasapotentialhubforlocalsocialenterpriseactivity.Othersocialentrepreneursaresupportingwithideasandinputs–includinginteriordesignandremodellingofthepremises.

ThegroupingofhealthrelatedprojectshasnotconnectedtoPULSEinanysignificantway–largelybecausePULSEwasnotinapositiontoofferimmediatepracticalsupport.HoweveranumberofprojectslinkedtosupportingpeoplewithdisabilitiesarebeingconnectedthroughexchangesbetweenPULSEmembers–Dogtastic,WALTER,Peter’sFields,VisionOneMedia,Cygnus.Thisisunderdevelopedareaofwork–butisanindicationofhowthePULSEvisionofsupportingandempoweringpeopleinvolvedindevelopinglocalsocialenterprisecanbebuilt.

AnotherfactorthatimpactedoneffectivedeliverywasthetimedemandsmadeontheRE:generateandPULSEteamsfollowingtheappointmentofconsultantsinSocialEnterpriseStrategyandEvaluation.ExplainingthenamesandrolesofEKOSandEKOSgentoconfusedprojectleadersaddedandextra,unplanned,work.Nevertheless,wemetwithbothEKOS–toinformthestrategyforthefuture,andexplainhowtheRE:generateengagementprocesscanaddvaluetoandenhancetraditionalapproachestosocialenterprisedevelopmentsupport–andwithEKOSgen.Wealsoactivelyencouragedandsupportedsocialentrepreneurswehadhadcontactwithtoparticipateintheworkshopsandinterviews.

WorkingwithEKOSgencreatedamassivepressureontime,energyandresourcesatacriticaltime–whentenderswerebeingcalledfor(foroutreachengagement)andwhenPULSEwasatacriticalstageofdevelopingitsstructure,financialplansanditsownbids.

WewerequiteconfusedoverthepurposeofEKOSgen’sworkandfrustratedbythedemandsbeingmadewhichseemeddisproportionateinrelationtoestablishingtheframeworkforthefuture.Thisimpactedonourscheduledwork,andonthepositiveenergyandfocusthatweweretryingtomaintaintodeliverouroutcomes.Wewerealsofacedwithdelaysinthetenderingprocess–andthegrowingrealisationthatRE:generate’sworkappearedtobeunderattackfromadisgruntledindividual.

ConsistentwithourexitandsustainabilitywepersistedinourworkwithPULSEandtowardsalongertermplantoco‐deliverengagementworktheregion,butithasbeenadifficulttime,andthestrainhasimpactedonourefficiency.



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3. TowhatextentdoestheprojectoffervalueformoneyinrelationtotheoutputsandoutcomesachievedbytheendofMarch2008

Thetotalcostoftheprojectduringthisfinalphasewas£60,000.

Theprojectsupportedatotalof40enterpriseprojects(whosedevelopmentwasinfluencedbytheworkdoneinthepreviousyear,supporteddirectlybyRE:generate,supportedindirectlybyPULSEmembers);thisrepresentsanaveragecostof£1500persocialenterpriseprojectorbusinesssupported

Aggregatingthe19developingsocialenterprisesthatweredirectlysupportedintheyearinquestion,andthe10newbusinessesthatweresupportedtopre‐startlevel;thisrepresentsanaveragecostof£2,068persocialenterpriseprojectorbusinesssupported.

Itisimpossibleforustoputafinancialvalueonthe“soft”outcomesachievedorcontributedtobythisproject.Thelearningfromtheprocesshasbeensignificantateverylevel.Infuturewewouldwanttocostinanindependentevaluationandmonitoringsupporttohelpcaptureandassesstheevidenceofpersonal,localandwiderimpactsofthiswork–thoughthiswouldhaveasignificantcostimplicationandmaynotdeliveranyrealadditionalvalueformoneyatthegrassroots.

4. Whatlessonshavebeenlearnedthatcanbesharedwithothers? 4aProjectPleasehighlightthekeylessonsyouhavelearnedindeliveringthisprojectthathavenotbeencoveredelsewhereinyouranswerstotheevaluationquestions.

Thegreatestlearningforourteamhasbeeninrelationtothemonitoringandauditrequirements.Theguidanceinformationwasthoroughbutwewerenotmadefullyawareofitssignificanceuntilaftertheprojectstartedsowedidnotappreciatehowitwouldimpactonourwork‐anditprovedimpossibletobacktrack.Someoftheevidencingrequirementsdonotfiteasilywithourscaleoforganisationandprocess‐whichisdesignedtobuildtrustandrelationships‐butweappreciatethenecessityforfunders.Ourmainstrugglehasbeenasaresultofneedingto(a)introduceanewsystempartwaythroughtheproject;(b)attempttobackfillandgetconsentsandsignofffrom“clients”aftertheevent;(c)fitwhatwedotobuildtrust,motivateandengage,withthecapturingofspecifiedproofsandsignoffs.

WehavelearntabouttheImportanceofattendingtodetailindefiningandagreeingtargetsandreportingwiththecommissioningbody.Wearenowmuchclearerabout

o requiredoutputsandoutcomes,o essentialevidenceexpectedandrequiredtosubstantiateclaimso additionaldesirableoutcomesandevidence

Thestoriespeopletellofhowworkhasimpactedontheirlivesareasvaluableandsignificantasthequantifiabledata–anddomoretomotivateandinspireaction,butinanyfuturecontractswewillcostintheappointmentofaninternalmonitoringofficerspecificallytoadministerthecollectionandcollationofmonitoringandevaluationrecords.Thisburdenofproofcouldbeapotentialbarriertocommunityenterprisesdeliveringcommissionedservicesandmaytendtostifleinnovation.



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Wealsowanttohighlighttheimportanceofcommunicationinrelationtostrategyaswellasdelivery–especiallywhendifficultiesemerge.

Lackoftrustisdamagingcommunitiesandrelationshipsbetweenpeopleandpeopleinpublicoffice.Trustisnotbuiltthroughcontrol–butthroughaprocessofdialoguewhichdevelopsunderstanding.Individualswhoseektocontrolothersandunderminetheircreativeeffortcandogreatdamage–andcausepublicmoneytobewasted.Theunaccountableorirresponsibleuseoffreedomofinformationnoticesistantamounttothecriminaloffenceof“wastingpolicetime”wherenopublicinterestisserved.Thisisaseriousproblemthatneedsattention.

4bProgrammeFromyourexperienceofthebiddingprocess(tendering)andcontractmanagementprocesses(useofServiceLevelAgreements,Contractsandmonitoringprocesses)whatcouldtheLSPconsiderdoingdifferentlytoimprovetheprocess?

Despitethedifficultiesoverthelastyear,wefeeltheprocesshasbeenreasonableinthetransitionalcircumstances.WenotetheincreasedresourceavailabletomonitorprojectsandcommunicatewithcontractorsandwevaluethefriendlinessandefficiencyoftheEROstaffinrespondingtoquestionsandseekinginformation.

Theweb‐basedmaterialisclearandeasytonavigate.

Theinformationprovidedbytheallocatedmonitoringofficerwashelpful,andthemeetingpriortostartisagoodidea.Itdidn’tquiteworkinthemidwaysituationwefoundourselvesin,becauseitwasanewrelationshipthatseemeddisjointedfromthestrategyandpeoplewithwhomwehadbeenpreviouslyworking.

Aswellasthepackofstart‐updocuments,acommunityorganisation/socialenterprisethatisnewtocontractsandcommissionsmightfindithelpfultoreceiveastandardissueringfolderwiththekeyheadingsandsectionsforrecording,monitoring,reporting,evaluating‐andadiscofreportingtemplates,logos,usefuldata.

5. OneofthefundamentalrequirementsforNRFgrantsupportwasthattheprojectswouldneedtobesustainablebytheendofMarch2009.PleaseconfirmyourplanstocontinuetheprojectbeyondMarch2009andhowthiswillbefunded

WeawaittheoutcomeoftendersandfundingapplicationssubmittedbyRE:generateandbyPULSE.Aswellasthetenderforoutreachengagement(clientdelivery)wehavesubmittedastage1applicationtotheEqualitiesandHumanRightsCommissionstrategicfundtosupportengagementandcapacitybuildinginWigan/LeighworkingPULSEandNLCM.Iftheseareunsuccessful,wewillendeavourtoassistPULSEforaslongasneededwiththelimitedresourcesavailabletous.

JuliaOlsen,

30/06/2009

creating community enterprise

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people selfrespect

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