At a time of financial retrenchment in local government, both councillors and officers are looking at ways to “do more with less.” This has often meant looking at social enterprise and co-operative models of service delivery working in partnership with the local authority.
Social Enterprise UK says that 15% of all social enterprises started up in the past two years and almost 40% work primarily with the public sector. Social care, transport, leisure services, housing, grounds maintenance, catering – if you can think of a service, chances are there is a social enterprise somewhere in the UK now doing it.
The strategic objectives of local government range from regeneration and economic development through to improved public service delivery and transformation. Social enterprises provide a way of connecting those objectives, and local authorities are increasingly looking to them to do that.
With funding cuts, local government is facing a crisis of service delivery but there is a growing recognition in local government that social enterprises could offer a genuine solution to that challenge. In the past couple of years, a substantial number have taken on previously council-run services in a way that meets both the social and economic requirements.
In some areas local government has been the main provider , but social enterprises have been involved in developing new ways of thinking and innovation in that service delivery.
This Seminar will look specifically at the role of social enterprise in economic and service delivery at a local level as well as looking at innovative ways of working.
It will look at the importance of “social value” in setting the framework for social enterprise in local delivery and it will discuss the mission of “doing good” that has been the hallmark of many social enterprises.
We will present a number of case studies of social enterprises in action and facilitate discussion around the pros and cons of social enterprise service delivery as well as signposting a strategic way forward in social enterprise start-ups and development.
Participants of this workshop will gain:
- The nature of social enterprise as both an enterprise and a vehicle for adding social value
- The role of social enterprise in service delivery
- The role of social enterprise in innovation and development.
- How social enterprises can be used to empower communities and individuals.
- Some case studies of social enterprises working with local authorities
- The role of the local authority in enabling and facilitating social enterprises.
- Some pointers to social enterprise development for councillors and officers with timely feedback and next steps
09:30 Coffee and Registration
10:00 Introduction today and overview – Francis Sealey, GlobalNet21
10:15 Social Enterprise & Local Government – Jonathan Carr West LGiU
10:35 The Growing Importance of Social Enterprise in Health & Education. (TBA)
10:55 Questions to Speaker
11:15 Developing A Social Enterprise Strategy – Steps For Local Authorities – James Butler Social Enterprise UK
11:35 Questions to Speaker
11.50 Open Discussion
The afternoon session will provide a number of case studies of social enterprises working with local authorities and will consider steps councilors and officers can take to engage social enterprises in providing a public service.
12:45 Overview of Afternoon – Francis Sealey
12:50 Commissioning & Social Value Jeremy Nichols from Social Value UK
13:10 Questions to Speaker
13:25 Case Study 1 – Social Enterprise & Innovation (TBA)
13:45 Case Study 2 – Contracting out service delivery to social enterprise – June O’Sullivan, Early Years Foundation.
14:05 Case Study 3 – Social Enterprise & Community Engagement – Maria Williams & Upturn
14:25 Questions to Speakers
14:40 Tea Break
14:50 Working Groups on Social Enterprise Development
15:30 Feedback from Groups
15:50 Some Guidelines on Moving Forward – Francis Sealey
16:00 Feedback on Day
* This programme is correct at time of publication, but programme content may be altered without notice to reflect speaker changes which are beyond our control.
Who should attend?
Local government officers and councillors who have an active role or interest in regeneration, social inclusion, economic development, partnerships and community engagement.
This seminar will also be of interest to Social Enterprises.
Francis Sealey, GlobalNet21, a former producer at the BBC for The Open University, Francis has extensive experience of engaging with local communities and the use of social media.
Dr Jonathan Carr-West has been Chief Executive of the Local Government Information Unit (LGiU) since February 2013 where he leads on all aspects of the think tank’s policy, membership and influencing work.
With over 15 years’ experience, Jonathan is a leading national expert on local government transformation, local democracy and public services. Some of his particular interests are in participative democracy, the evolving nature of public services and devolution. With extensive media profile and sector credibility, he has published on topics as diverse as localism and public service transformation, cognitive and behavioural science, and the politics of cultural memory.
Prior to being appointed as Chief Executive, Jonathan was Director of Policy at the LGiU where he led on research and consultancy, policy development and piloting, best practice dissemination, learning and development.
Before joining the LGiU, he was Deputy Programme Director and Acting Head of Programme at the RSA (Royal Society for the encouragement of Arts, Commerce and Manufactures) where he developed and managed projects across a range of issues including environmental policy, water and sanitation infrastructure, offender learning and rehabilitation, community cohesion, education, arts and drugs treatment.
James Butler, Social Enterprise UK, James is part of our award-winning public affairs team – it’s his job to get the sector’s voice heard in government. James leads SEUK’s programme of political work, which includes its main political campaign, the Social Economy Alliance, and managing the Secretariat for the All Party Parliamentary Group on Social Enterprise.
James has more than 20 years’ experience in his field, having lobbied government for the Royal Town Planning Institute, worked for an MP and been a Councillor in East London.
James is impressed by the breadth and dynamism of the social enterprise sector, but when pressed to name a particular member that stands out, he was struck by the work that Bevan Healthcare CIC is doing in Bradford – his home town.
Jeremy Nicholls is the chief executive of Social Value UK and Social Value International, which are membership organisation for individuals, organisations and companies supporting principles and standards in accounting for social and environmental value.
He is also a director of the FRC Group (a social business based in Liverpool), a member of the IRIS advisory committee, the Social Stock Exchange admissions panel, the ICAEW Assurance Panel and the European Commission expert group on social entrepreneurship. He has lectured at several Universities including the Said Business School at Oxford University, Hult International Business School and the University of Western Australia.
He originally qualified as a chartered accountant, including time as the Finance Director for Tanzania Railways. In 2004 he set up Urban Strategy associates, an economic development consultancy followed by the BETA Model, an online database of trends in UK business stock and then, with FRC, the Cat’s Pyjamas which ran events to promote the value of social enterprise.
He has written’ There is no business like Social Business’ with Liam Black, and worked with others to write a number of SROI guides including, the ‘Guide to SROI’ and regularly blogs on social value.
Maria Williams, Deputy CEO/Director of HRM & Development at Upturn Enterprise Limited (UEL): a non-profit social enterprise, providing marketing, HRM, development and training solutions to social organisations, businesses and communities: I have overall responsibility for all aspects of HRM function within the Company reporting to the Chief Executive and Board of Directors, working very closely within the Operations function and my role has a strong emphasis on Business Partnering, Employee Relations, Resourcing and Development. My job remit encompasses split roles; HRM and Learning & Development. Both roles take responsibility for the delivery of key strategic objectives working with leaders and senior managers to develop and maintain HRM/D strategies, policies and business budgets.
Other speakers to follow.