InTouch SOCIAL ENTERPRISE EAST OF ENGLAND
July/August 2005 • Issue 11
InTouch adds free e-newsletter and goes quarterly. Don’t miss out!
Trading Places! Income generation for museums, libraries and archives
SEEE Strategy Ready for Launch
Successful income generation could make a huge difference to over 1,000 heritage organisations in the region
The business of heritage – sponsorship
T treate Sh SogcyiaStrategy rpriseEnterprise te l Enterprise Str The Social n E l ia c o S e h T ategy d n la g n E f o st the East of forEngland the East of Eng for the Eafor land
Sponsorship of the arts and museums is a growing and sophisticated business
A medieval church in the heart of Ipswich has been converted into a multi-use facility
Working with Women
WEETU offers expertise in women’s lifestyles and challenges
Focus on ...
Andrew Saul talks to some of SEEE’s partner organizations about their perspectives on social enterprise
Print in demand
Jonathan Mitchell takes a look at Burwell Community Print’s wide offering
News and upcoming events in the region. Tell us what you’re doing
Earthworks‘ 10th Anniversary 16 Earthworks St Albans celebrates 10 years of providing training and work experience in land based skills
he emerging Social Enterprise Strategy for the East of England has attracted a lot of attention. This is not just for its content, but also for the way in which it was developed. The strategy itself will have a formal launch in the autumn. Here, we take the opportunity to look at the background; the circumstances that led to the need for a strategy and how the strategy was developed.
Supporting Social Enterprise in the Eastern Region, SSEER
Internet: SEEE’s Web partner services are at: http://www.seee.co.uk http://www.seee.co.uk/interactive http://www.nearbuyou.co.uk
The SSEER project is funded by the European Social Fund under the EQUAL programme, with Business Link Herts as the accountable body. The project is aimed at promoting social enterprise in the East of England, improving and co-ordinating business support services to the sector, and developing social enterprises as businesses. SSEER has supported a number of
developments, including the launch of InTouch and the developments of the SEEE and Nearbuyou websites.
Social Enterprise East of England
Publicising developments, capturing and disseminating best practice, is a contractual requirement of EQUAL projects. To do this most effectively the project required a network wider than the original SSEER partnership. Social Enterprise East of England (SEEE) was established for this purpose. A further requirement was to put in place an exit strategy from the EQUAL funding, leading to a long-term, sustainable mechanism to continue the work of SSEER. To this end, SEEE has recently incorporated as a secondary co-operative and will work towards long-term sustainability. In trying to write a sustainable plan for SEEE, it was quickly realised that the social enterprise sector within the East of England did ➜ page 2
SEEE Strategy not have a strategy. With the rise of a strategic approach to funding programmes, such as Investing in Communities, the development of a strategy was essential. Everyone involved agreed that the strategy had to reflect the practical needs of the regional social enterprise sector; support existing and emerging regional and national strategies and had to be owned by the sector: the policy bodies, funders, advice and support agencies, but above all, the social enterprises themselves.
The strategy was developed through a structured consultative framework, designed to achieve proactive engagement with all aspects of the social enterprise community.
The strategy was developed using: • A quantitative questionnaire identifying key priorities for respondents, their organisation and the region • Face-to-face consultation with a wide number of stakeholders to explore in detail their views on these key priorities • Desk research, linking regional priorities and the wider achievements of the social enterprise sector with key national and regional strategies and research papers
The consultation methodology was designed to be inclusive, reflect regional diversity, and the perceptions of both social enterprises and their support organisations. It included: • Questionnaires sent to over 450 organisations • Six facilitated meetings for social enterprises • Thir teen semi-str uctured inter views with regional infrastructure bodies
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No 11 July/August 2005
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• Six facilitated meetings for support organisations • Three open events across the region • Open access through a dedicated web page 36 social enterprises took part, including: • Voluntary organisations considering taking up trading activities • Voluntary organisations currently trading but not thinking of themselves as businesses • Voluntary organisations confident in the deliver of social and trading activities • Small, community based social enterprises • Large, well-established social enterprises • Co-operatives and others at the commercial end of the social enterprise spectrum Nearly 50 advisory agencies took part including: • Local authority economic development officers • Business Links • Voluntary sector support agencies • Mainstream business advice agencies • Specialist social enterprise support organisations • Sub-regional social enterprise networks Some organisations took part as both social enterprises and support organisations.
A review of national, regional and local strategic frameworks and research on social enterprises was carried out, including: • Social enterprise: a strategy for success (DTI) • Lend Me Your Fears: social enterprise finance in the East of England (The Guild/EEDA) • Social Enterprises with a wider market focus (Co-operatives UK et al) • Procurement literature • Other regional social enterprise strategies • A number of regional strategies for the East of England
The process engaged a wide range of contributors with varying perspectives. There was however, consensus on the priorities that should form the heart of the strategy. Those nine key priorities were developed into nine strategic objectives.
A draft document, capturing the issues was presented back to participants at a conference held at the Over Community Centre, Cambridgeshire on 9th December 2004. (Featured by InTouch Issue 8, January / February 2005) In a number of workshops we invited participants to say how the objectives of their organisations would play a part in implementing the strategy and what they needed in order to realise those objectives. That information was used to build a more detailed strategic document.
A final draft document was sent to all participants, seeking their endorsement that the strategy accurately reflects what is needed to build a strong, sustainable social enterprise sector. That endorsement will give us a solid platform to take forward the developments identified and promote the social sector in the Region.
The priority now is to turn the strategic targets into actions and planning for this is well under way. It is worth stressing that Social Enterprise East of England is not, and will not become, a delivery organisation. Its intention is to identify partners who can deliver on its behalf; support and assistance will be offered where necessary, thus further building the capacity of the sector as a whole.
From the Editor
Social Enterprise East of England July/August 2005 Issue 11 The SEEE network is co-ordinated by Business Link Hertfordshire
InTouch is financed by SEEE (funded by the European Social Fund ) and published in its support by Business for People in partnership with Creative Touch, both of which are social enterprises
4 Archers Court Stukeley Road Huntingdon PE29 6XG 01480 455200 firstname.lastname@example.org
SEEE Team: Development Manager: Peter See SSEER Project Manager: Elaine McCorriston SSEER Project Executive: Donna Pollard Diversity & social sector Manager: Jo Ransom (Exemplas Ltd) Web Manager: Lin Evens (EPAS Ltd) Nearbuyou Manager: Michael Waring (The Guild) Editorial Staff: Editor: David Lloyd Content Editor: Peter Durrant Contributing Editors: Jonathan Mitchell Andrew Saul Advertising Sales: Joseph Law Layout: Lorraine Peacock Creative/production Editor: Austin Bambrook Please send PR and other information items to: Peter Durrant, e-mail: email@example.com Tel. 01223 262759
David Lloyd is joint managing director of Business for People in Huntingdon. He is editor and contributor to various publications
InTouch adds free e-newsletter, goes quarterly
EEE are going to provide an additional service that we believe will greatly enhance communications in the social enterprise sector in the East of England – we are introducing a free monthly email newsletter, InTouch Express. We recognise that there is a need to communicate information that is more timesensitive and transitory than is possible in InTouch – for instance training and other events, breaking news and so on. InTouch Express will be this vehicle, and we do hope you will ensure you’re on our list to receive InTouch Express. InTouch will continue to provide the “strategic” articles, background information, best practice and case studies, much as it does presently, but after this July/August issue InTouch will be published quarterly. Those InTouch subscribers who have already furnished their email addresses will be sent the first InTouch Express automatically, with subscribe to an option to cancel. With very few InTouch Express exceptions, subscribers have given us permission to communicate e-newsletter about SEEE matters, which of course includes InTouch Express.
Do we have your email address? Don’t miss out!
However, we only have about 30% of our subscribers’ email addresses. So if you would like to receive InTouch Express, we strongly encourage you to go to the SEEE website and register your details again. We will run a de-duplication exercise to ensure you don’t get communications twice. Go to http://www.seee.co.uk/ and click on the InTouch subscription box in the left column. If you register on the website at the same time, you’ll be able to access and change the address details we hold thereafter, as well as participating in forums, submitting your events, jobs and key documents, should you wish.
Stay informed – register now! The opinions expressed in this publication are not necessarily those of the publishers or of Business Link Hertfordshire, Business for People Ltd or Creative Touch. All rights reserved. No part of this publication may be reproduced, stored in an information retrieval system or transmitted in any form without the written permission of the publishers. This publication has been prepared using information provided by contributors and, while we make every effort, accuracy cannot be guaranteed. SSEER is unable to accept any liability for the consequences of any inaccuracies, errors or omissions in this publication. No representations, warranties or endorsements of any kind are intended.
To make sure you stay in the essential communications and information loop, we encourage you to spend a few minutes online now, to ensure you receive InTouch Express, before something else takes your attention. We respect your time and we have made it very quick and painless! We look forward to communicating with you in the future through both InTouch and InTouch Express.
© SEEE 2005
No 11 July/August 2005
Trading Places! Income generation for museums, libraries and archives Is it money you really need?
Manor House Museum, Bury St Edmunds
here are well over a thousand museums, libraries and archives in the East of England. Successful income generation could make a huge difference to the range and quality of services that they are able to provide. Income generation is also a way of attracting more visitors, as it expands the range of activities and facilities that may be offered. Social Enterprise East of England, SEEE, jointly with the East of England Museums, Libraries and Archives Council, EEMLAC, recently (13th April) held a workshop for trustees and managers of museums, archives and libraries from across the region.
Distinctive surroundings “When a museum, archive or library starts to think of itself as an enterprise, it discovers a whole new range of possibilities, both for generating new income, and for making the best use of the funding it currently receives. It can make a significant difference to the ability to develop and grow”. Sue Hughes “Organisations of all sizes have a responsibility to steer their own destiny and not be beholden to any one funder.” Mary Parodi
Held in the distinctive surroundings of The Manor House Museum in Bury St. Edmunds. Over thirty delegates, surrounded by historic costumes and clocks (no excuse for poor timekeeping!) had the opportunity to hear from presenters on a number of the issues affecting trading activity. The workshop included discussion sessions aimed at drawing out delegates’ own opportunities for trading and what assistance they needed to make the most of those opportunities. Sue Hughes of EEMLAC introduced the event, which opened with Peter See, Development Manager for SEEE, explaining why income generation is now becoming important to the voluntary and community sector and how the legal status of an organisation may affect the way in which it may trade.
No 11 July/August 2005
Mary Parodi, Regional Grants Manager for the National Trust, explained how a quarter of the Trust’s income is earned from commercial enterprises – it receives no regular Government funding – and emphasised how diverse the Trust’s assets are. Interestingly, the Trust has just 4,000 staff, but 40,000 volunteers. Mary raised some challenging questions, asking: “Is it money you really need?” before going on to look at the difference between core and project funding; the value of volunteers and the scope for making savings in business costs. Equally challenging was Mary’s overview of the “Hidden Assets” of an organisation. Concluding her presentation, Mary stressed that successful fund raising needed a strategy and business plan that identified the needs of the organisation and sought to match funding to those needs. This paved the way for Julie Massey, Development Officer of Hertfordshire Museums.
Diversified funding as a route to sustainability
Julie’s infectious enthusiasm and enjoyment was evident as she described the importance of planning and financial forecasting, looking at income generation as just one option in diversification of funding as a route to sustainability. Julie described how the difficulties of planning when the long-term future is so uncertain, but “doing nothing is not an option”. Taking delegates through the planning process, including a realistic approach to risk management, Julie concluded with an entertaining review of income generation ideas that have been successful elsewhere: birthday parties and teenage sleepovers in a library? Whatever next? Julie’s handout on developing sponsorship agreements (sponsorship is distinct from grants and requires a different approach) is reproduced opposite. In discussion groups delegates had the opportunity to exchange ideas on income generation and also
Initiatives “From working with Herts Business Link and taking part in Trading Places it is clear that museums have a long road to travel to become more business aware and see themselves as social enterprises. If they don’t, they run the risk of being left behind and their funding being chipped away year on year. At least now in Herts, museums are aware of the problems and have taken the first steps on that road” Julie Massey
to look at what a d d i t i o n a l resources they would need in order to implement some of the new-found income generation ideas.
Networks, advice and support
In the concluding presentation, Peter See underlined the importance of the need for business planning that had been put forward by Mary and Julie. Peter explained that business advice and support was available to enterprises through SEEE’s network of partners and that sub-regional networks were being established throughout the region to encourage enterprises to meet each other, share news and views and to intertrade between themselves and with local authorities.
What happens next? Armed with ideas and fired with enthusiasm, delegates now have the opportunity to discuss enterprises appropriate to their own museum, library or archive. If help is needed with the business aspects of a proposal, they now have details of their local social enterprise business advisor, similarly if they wish to meet other enterprises in their locality, the sub-regional network contacts would be pleased to help. Participants will be contacted in a few months time to see how ideas are progressing. If there is sufficient interest, the workshop could be repeated elsewhere in the region. If anyone would like to discuss this, please get in touch with either Sue Hughes or Peter See Asked w h a t “When Sue Hughes and I t h e y w o u l d t a k e first discussed the idea away from the day, of this workshop, we delegates replied: thought we might attract “a lot of new ideas”, a dozen or so delegates. “a m u c h w i d e r The attendance of over perspective”, “new thirty was encouraging and ways of looking at demonstrates the interest income generation that exists within the sector. ... that we hadn’t If we could achieve just a considered before”, 10% increase in museums, and libraries “enthusiasm and archives encouragement!”, trading as enterprises we “ s p e c i f i c will have made a significant s u g g e s t i o n s o f contribution to the region’s contacts for further social economy.” Peter See help”.
Sue Hughes Regional Development Officer – Libraries 01284 731745 firstname.lastname@example.org
Peter See SEEE Development Manager 01727 813813 email@example.com
The business of heritage – sponsorship
usiness sponsorship of the arts and museums in the UK is a growing and sophisticated business. In 2001/02, business invested more than £111million in the arts. Sponsorship can be seen as a marketing tool and organisations raising money from the business world need to understand that it is about building relationships leading to funding in the long-term rather than the short-term. It is a time consuming activity that requires resources with a relatively low success rate, nine out of ten applications for sponsorship are unsuccessful. Below is a brief introduction to sponsorship summarised from a manual produced by Arts & Business. Although aimed at museums and the arts it can be used as a general introduction for any organisation. Before you start your approaches to businesses you need to be clear what is meant by sponsorship which should not be confused with a donation. Arts & Business defines arts sponsorship as: “the payment of money by a business to an arts organisation with the explicit objective of promoting the business’ name, its products, services or image. Sponsorship is part of a business’ general promotional spending and may encompass staff development as well as a sense of corporate or social responsibility”. Sponsorship can be in a variety of different guises including supportin-kind of discounted or free goods and services, straight forward money for which a commercial return is sought from the business and corporate membership whereby a business pays an annual sum to an organisation in return for various services.
Why do businesses sponsor? • • • • • • • •
Provides them with a direct access to a target market - your users Uses your organisation to advertise their own products and brand name You act as a venue for corporate entertainment Helps raise the community profile of a company It offer something to their employees ie free admission PR opportunities – you can provide photo and media opportunities Association with excellence Helps enhance their image to a target group
Five Steps to Sponsorship
To obtain sponsorship from business needs a professional approach through a plan or strategy. To sell yourself you first must consider how much time, effort and resources you are prepared to spend on the whole process. Remember that most businesses plan their sponsorship budgets a year or more in advance, so your planning needs to begin well ahead. The basis steps for planning and putting in to practice your sponsorship programme are as follows:
1 Assess your organisation
Take a careful look at your organisation. What do you need and what resources do you have available to develop business sponsorship? Also ask yourself how far you are prepared to go to satisfy a sponsor. Start by asking the following questions. • What do you require? • Do you have the resources? • Are there limits on who you should approach? • What are you prepared to offer?
2 Research the marketplace
You need to target your potential sponsors. The more a sponsorship proposal is tailored to an individual business’ needs, the more effective your approach will appear.
Draw up a list of business contacts from your colleagues, board and Friends. Include those with who you do business, business contacts who you may have met and any who have offered support in the past. You can use the following resources to help develop your list:
No 11 July/August 2005
About Arts and Business
• Local and national press to discuss your project further. The first • Arts & Business – can provide you approach is a written proposal and it is with a list of business members who important to get the name of the person support heritage and the arts in your responsible for sponsorship. Just ring area. them up and find out. • Libraries have local and national Arts & Business is an independent A written proposal needs to be directories and reference books, organisation which promotes and concise, well presented and no more which can help you. encourages partnerships between than 2-4 sides long accompanied with • Chambers of Commerce – most the private sector and the arts. There a personalised covering letter (not a produce a list of their members 18 regional offices through out the UK photocopy). Don’t overwhelm them with and give advice on local business with one based in the East. They provide irrelevant information and be realistic activity. “Introduction to Sponsorship” seminars in what you can deliver. Include an item • Business & Finance Top 1000 and the “Introduction to Sponsorship of print to show quality and if you have Companies / The Giving List manual”. a business plan don’t include it but say • Internet – look at the company For further information go to that it is available. websites and also those sites with www.AandB.org.uk The proposal should include: general business information. • Who you are and what you do • Look out for businesses who sponsor other similar activities • Who are your supporters – your funders, previous sponsors and services to yourself. • What the project is To narrow the list down even further, ask yourself ‘Why is this • Your audience sponsorship proposal right for this particular business?’. You • Publicity – how you intend to promote the project should aim to target about five to ten of them. • Benefits to the sponsor – how they will be acknowledged, 3 Developing a sponsorship package receive free tickets, special events, media coverage etc. You need to reflect and decide on the following: • The price – how much you need • Your identity – who you are and what you do? The covering letter • Who are your audience, customers & contacts? • Keep it short and to the point -one side of A4 • The project(s) – what are you asking money for? • Answer the question: “Why should this company sponsor this • What are the benefits for the business? project?” • How much money do you need? • It should be personalised, with a paragraph or two outlining 4 The proposal the proposed project and costs. Your aim is to get your potential sponsor to meet with you • Make it proactive “I will be in touch in a few days’ time to arrange a meeting”.
Working In Social Enterprise
Courses at APU
• Are you based in Essex, Suffolk or Cambridgeshire? • Do you work in a social enterprise? • Would you like to improve your skills and your business?
Sign up for a social enterprise course at APU Starting in September 2005, APU will be running new courses on • Finance for Social Enterprise • Managing a Social Enterprise • Workforce Development In addition, we will be offering on-line courses in • Social enterprise & entrepreneurship • Mission and vision • Social enterprise business planning
If you’re interested in any of these learning opportunities, contact Andy Brady (firstname.lastname@example.org) for further details Why not visit our website? www.wiseproject.org.uk or telephone 01245 493131 x 4985
This training is supported by the European Social Fund, by the Learning and Skills Councils for Suffolk & the East of England, and by i10
No 11 July/August 2005
• Follow-up with a phone call a few days later to check if it has arrived and try and set up a meeting to discuss your proposal in more detail. • If you are turned down accept no gracefully but try and find out why your proposal was not successful for the next time. Try again after 12 months. • Invite them to see your project even if they did not sponsor you. They might do in the future. If you reach the meeting stage they are clearly interested in your proposal. • Research the business and think through all the reasons why they should sponsor you. • Take with you an expanded sponsorship proposal to leave with them. • Take with you examples of the museum’s work, promotional material, press releases etc. • Finish the meeting with a clear idea of what happens next i.e. whether they need extra information or you need to meet with someone else.
5 Developing a Lasting Partnership
• Produce a letter of agreement or contract so both you and the business know what is expected from the other. • Stay in touch – keep the business up-to-date • Project management – everyone in your museum needs to know about the sponsorship proposal, have one contact person. • Monitor and evaluate – provide the sponsor with a report on how the project went, the audience reached, include items of print and press coverage. • Follow-up with a further proposal to the same sponsor. Julie Massey Herts County Museums Officer
Old church given new life as conference centre
he Church of England in Suffolk is converting a medieval church in the heart of Ipswich into a modern facility for conferences, meetings, exhibitions and concerts. The St Nicholas Centre in Fransiscan Way will have a modernised interior with under floor heating and include high quality lighting and audio-visual equipment. The Centre welcomed its first customers in April. “The St Nicholas Centre will be a resource for local businesses, charities, the community and the Church,” says Sara StaffordWilliams, Assistant Communications Director and a member of the Centre’s Operational Team. “The facility will create significant savings as well as generating an income from hiring out the space, thus reducing the central administrative costs of the Church in Suffolk.” A modern glass sided building will be home to a franchised café and catering operation and will link St Nicholas’ to the diocesan offices in Churchgates House. The ‘hub’ is cleverly designed to have as little contact with the fabric of the church as possible and to ensure that the ancient churchyard is not unduly disturbed. In addition, the area around the 14th century building will be re-landscaped.
Bookings looking good
The Centre already has bookings as far ahead as Spring 2007, when at least one hundred and fifty North American church fundraisers from The Episcopal Network for Stewardship (TENS) will be holding a joint conference with the Stewardship Officers of the Church of England. “Events such as these will help make a significant contribution to the local economy,” says Sara. “With a wide range of events being planned - from business meetings to concerts - this flexible, professional venue will be an exciting addition to this fast developing area of Ipswich.” St Nicholas Church has been redundant since 1981 and was the Church where Cardinal Thomas Wolsey, Henry VIII’s right hand man, was baptised and where his parents are buried. “It is fantastic to be able to revitalise this important historic church for http://www.stedmundsbury.anglican.org/ Ipswich,” says pages/admin/stnicholas/stnicholas.htm Bookings 08454 567 998 Sara.
No 11 July/August 2005
Women beat the odds with WEETU W
EETU is a social enterprise that helps thousands of women every year who have become marginalised because of their background or life experience. With WEETU’s help many have become entrepreneurs, returned to employment or education, or even become successful employers themselves. WEETU, the Women’s Employment, Enterprise and Training unit, has 16 years of expertise which could assist other organisations who also work with under-served groups.
Passing on expertise
“We look forward to working in partnership with those agencies”, said WEETU CEO Miranda Seymour-Smith. “What we can offer is expertise in women’s lifestyles and women’s problems and we recognise how best to deliver services to them. We gained our expertise working with women and we have found it works with other under-served groups”. Full Circle is rigorous micro-enterprise programme that offers training, long term support and loan finance without traditional collateral or credit checks. It’s success is reflected in a business survival rate that’s 10% over the regional average and a 96% loan repayment rate. The Full Circle programme was recognised as a model for the
rest of the country by Minister for Employment, Andrew Smith MP, and has been replicated elsewhere as Full Credit, Toolkit for Enterprise. WEETU then ploughs any money earned back into its own programmes.
Expertise beyond micro finance
But WEETU’s expertise goes beyond micro finance. It has strategies for using scarce resources effectively. Organisations striving to meet targets in reaching marginalised client groups count on WEETU’s expertise. “WEETU mainly serves women, but there is enormous diversity among our client base,” said Janet Davies, Associate CEO. “Our programmes are effective with mixed-gender under-served or mainstream groups. We serve clients who don’t normally access services, so we know how to reach all kinds of people.” Head 4 Business, a London programme that helps men and women in creative industries go into business, uses the Full Credit Toolkit for Enterprise. There, with clients of diverse backgrounds, within an urban setting, it is an unqualified success. Head 4 Business started a programme on the Full Credit model and is now using it as a template for a young people’s enterprise scheme.
Kate’s creepy-crawly roadshow
Kate Jackson is on a mission. While most people would be more likely to stand on them, she’s standing up for cockroaches. She also advocates for giant snails, rats and snakes – what she calls “less attractive” wildlife. Kate has been working with children and animals for years without a mishap, but insurance companies being what they are, her public liability bills are pretty ugly too.
No 11 July/August 2005
“Ugly” insurance bill gets finance Kate raised the cash she needed for MiniMonsters, the Creepy Crawly Roadshow’s public liability insurance with the help of WEETU, the Norfolk-based Women’s Employment Enterprise Training Unit. She took out a low-interest loan, approved by her peers with her business plan as collateral. Kate, 26, knows all about the animals because she studied psychology and zoology at the University of Reading. But WEETU was the key to starting her business. She did “Is Enterprise for Me?” a course that helps women evaluate whether their business ideas are viable. Kate went on to Full Circle Business Skills training and then formed a circle with other business owners. By joining a circle she’s got a lot more than her loan. She’s found ongoing support. “It’s really good to be in a group of people who are going through the same process.” Lending to the excluded WEETU’s peer-lending scheme, based on the Grameen Bank model, combines training with low-interest loans – without consideration of credit history. And it boasts a 96% repayment rate. WEETU, a social enterprise, now markets the innovative Full Circle programme as Full Credit, the Toolkit for Enterprise. It has already proven its success with men and women of diverse backgrounds. WEETU is expert at working with groups excluded from the economic mainstream.
Profile Each Full Circle client learns business skills, researches the market, develops cash-flow projections and writes a business plan. They join a business circle where they network among business owners and continue to learn. WEETU helps them transition from a person with an idea into an entrepreneur.
Left: Miranda Seymour-Smith, WEETU CEO
01603 767367 email@example.com www.weetu.org www.fullcredit.org
WEETU itself was created from an idea that’s pumped more than £100,000 in loans into the regional economy. Consider: • 76% of business founded through Full Circle in 2001 still trade today. That’s nearly 10 percent higher than business survival rates in the East of England. According to the Office for National Statistics, the first three years of trading is when most small businesses fail. • 36% of those ongoing businesses are in the risky creative industries and continue to thrive. Other WEETU Programmes include • STEPS: Steps Towards Employment and Practical Skills, develops employment skills with information advice and guidance. It offers “Choosing the Way”, a series of personal learning and development courses which include job-seeking skills, workplace proficiency, ICT skills and work shadowing. • Childminders Project: Based on Full Circle, it provides loans to aspiring childminders for registration and start-up costs. • Social Impact Evaluation Tool: Barriers to success aren’t only quantified in pounds. WEETU developed this tool to document profound changes in clients’ lives. It provides crucial information for funders. The SIE may be purchased from WEETU and adapted to suit. WEETU is an independent not-for-profit social enterprise set up in 1987. The capability gained through WEETU’s programmes is available now to businesses looking to improve and to agencies targeting the under-served. WEETU then reinvests any money earned into it’s client services. Articles by M Colleen Burns, freelance journalist, E: firstname.lastname@example.org
A series of six workshops developed specifically for the social and community sector which are focused on the commercial aspects of running an organisation. • Legal Structures for Social Enterprise 6 July 2005, 15.00-19.00 - Business Link for Cambridgeshire Offices, Huntingdon
• Finance and Bid Writing 13 Sept 2005, 15:00-19:00 - Business Link for Cambridgeshire Offices, Huntingdon 14 Sept 2005, 15:00-19:00 - St John’s Innovation Centre, Cambridge
• Financial Management and Social Accounting 17 Oct 2005, 15.00-19.00 - Business Link for Cambridgeshire Offices, Huntingdon
• Managing a Social & Community Enterprise
Social & Community Enterprise workshop programme 2005/6
22 Nov 2005, 15.00-19.00 - St John’s Innovation Centre, Cambridge
• Marketing - 25 Jan 2006, 15.00-19.00 - Salvation Army, Bourges Blvd, Peterborough
To book on to these Social Enterprise workshops, please call the Business Link for Cambridgeshire events hotline on
01480 846415 InTouch
No 11 July/August 2005
Focus on: SEEE partners by Andrew Saul
roduced in Norfolk (PiN) is a non profit distributing co-operative which was launched on the 18th May this year, two weeks before I interviewed them for this article. The collective covers organisations that produce a varied range of products from ironware to ice cream. The aim is to promote products which were genuinely made in Norfolk and encourage shops to stock them. The Guild acted as advisors in the start up process, and continues to provide support. The cooperative anticipates that its success will safeguard 1,000 rural jobs.
Dealing with declining markets
The collective started when producers of food, craft and gifts in the county came together raising concerns about the steady decline of markets open to them. Most tourist sites and shows in the region are selling goods produced outside of Norfolk, and in many cases outside of the UK. By uniting local producers under the umbrella of a quality brand name, PiN aims to increase access to markets, raise awareness of local products and increase opportunities for sourcing raw materials and networking. PiN has produced a brochure, Uniquely Norfolk, which is
Photography by Keith Mindham © 2005 DEFRA
New network for Norfolk P
currently being distributed. In January, Produced in Norfolk was awarded 50% funding under DEFRA’s England Rural Development programme and the European Agricultural Guidance and Guarantee Fund. At the moment PiN is making 10% of its income from trading, and in three years it is anticipated that this portion will increase to 50%. The cooperative currently has 90 members and it is hoped this will increase to 250. PiN’s
Workskills Essex: success in partnership Workskills Essex Ltd is a partnership of more than a dozen organisations across Essex, providing services to the disadvantaged, from volunteering opportunities to work experience and training. Its main aim is to remove barriers to employment, and provide a range of further assistance. Commercial acumen and a model for collaboration Almost all of its income is generated from commercial contracts, which is likely to continue, though the company anticipates some none-traded income in the shape of grants and fees. Its main need is an appropriate level of funding to meet staffing and accommodation costs. The company is still in its infancy, but hopes to increase its capacity to enable it to take a leading role in the distribution of funding in the county and to be a model for collaborative working in the region. A role for SEEE in best practice As a direct result of WSE’s experience in social enterprise, successful tender for ExDRA (Essex Development and Regeneration Agency) funding and developments within WISE members own social enterprises, the company feels there is plenty for SEEE to be getting on with, particularly in the wider sharing of “best practice” between SEs and partner organisations.
i 10 InTouch
Workskills Essex Tel: 01245 608321 E email@example.com
No 11 July/August 2005
Jane Taylor told me that the aim is not to promote Norfolk products as exclusive; it is just to make an honest representation of Norfolk products and educate retailers on the added value of local produce. Jane feels that a lot of people in businesses in the more rural parts of Norfolk can feel pretty isolated, and the co-operative can help to relieve the pressure on them through being part of a network with common aims and experiences.
CCDA supports social enterprise in Cambridgeshire
he Cambridge Co-operative Development Agency provides support to the social sector in Cambridgeshire, including the development of co-operatives. It also delivers training in partnership with Business Link, Cambridgeshire, as well as business support, advice and research into the local sector. They are also the secretariat to the SEEE network in Cambridgeshire; they are the point of contact for the local area network and organise all the events, publications and so forth. It receives core funding from Cambridge City Council, a small amount from South Cambridgeshire District Council and project funding from ESF, EEDA and the Home Office. It gets ten percent of its income from commercial sources, including service level agreements, and is planning to increase in this area in order to be more sustainable.
Working with social enterprises in Cambridgeshire
CCDA is currently undergoing an internal review which is expanding its remit to work with the entirety of the social enterprise sector, rather than the co-operative sector alone. It expects to develop a wider range of services to individual businesses and other infrastructural agencies, whilst maintaining its ability to link local mainstream business advice and VCS (voluntary and community sector) agencies with SEEE. Their most immediate need is a bigger office. CCDA was part of the SSEER project management group,
Focus on: SEEE partners Welcoming the SEEE strategy When I raised the question of what defines a social enterprise, she commented that being driven down the road of the definition of social enterprise is not really helpful. “Most social enterprises just want to get on with the job. You are one if you believe that you are one, as long as you have the basic structure in place.” Jane welcomes the SEEE strategy and its aims to inform policy and develop network clusters and supply chains, and anticipates that it will increase trading opportunities for social enterprises. She believes that one of the main contributions the SEEE can make is in encouraging SEs to seek business advice from specialist people and organisations, as mainstream advisors often don’t understand the distinct requirements of social enterprises or appreciate how important social aims are to them. Jane thinks it makes great sense to support local social enterprises, which by their nature give something back to the community. “Social enterprises make a very real contribution to the economy of the region,” she commented.
Produced in Norfolk 19 Melrose Road, Norwich, Norfolk. NR4 7PN 01603 453806 www.producedinnorfolk.com firstname.lastname@example.org
A WISE idea W orking in Social Enterprise (WISE) is run through Anglia Polytechnic University, which is based in Chelmsford and Cambridge and has 28,000 students. The programme delivers accredited training in the workplace to over 50 social enterprises in Cambridgeshire and Essex. As the project progressed, APU became involved with other partners in the East of England and has been a keen supporter of SEEE since its inception. Along with Business Link for Essex, APU helped to set up the social enterprise network for Essex, Southendon-Sea and Thurrock, the first sub-regional network to be established in the East of England. The university has had a major input to the SEEE website. It has also secured funding for a graduate to be employed by SEEE to work on marketing and knowledge management.
Andy Brady, APU programme manager, is on the board of directors of Social Enterprise East of England. He told me that as social enterprises (SEs) are different to both private businesses and the traditional voluntary sector, they need help and support in the challenge of meeting both their financial and social targets. Andy believes that SEEE and its six sub-regional networks can play a leading role in a number of ways; by getting training organisations and business support agencies to work together in providing courses and advice for SEs, bringing SEs together, as “there is no better way to learn than from each other”, advertising SEs throughout the region – to individuals, but also to potential customers in the public and private sectors, and letting the regional policy makers know what support SEs need to become better businesses.
so it has been part of the development of the SEEE over the last few years. They recognise the need for a regional voice to represent the needs of the sector to the bodies which set the policy and agenda that binds and directs their local development. They value the opportunities of joint working across the region and embrace the chance to build partnerships where otherwise competition might emerge.
Sub-regional networks major keys to success CCDA’s Co-Director Zoe Wallis told me “We believe that major keys to the success of the SEEE strategy are the subregional networks that will champion and implement it. We see the development of the Cambridgeshire network as a task of the greatest importance for CCDA in the next year and would welcome suggestions from all interested parties in these planning stages. We expect the first newsletter to go out in mid-May and the first meeting to be in mid-June. An important part of the development of SEEE will be the growing of the sub regional (meaning county wide in most cases, Cambs and Peterborough in our case) networks. These networks will bring together all those with an interest in social enterprise in the area to network, share Alex Wood Hall Norfolk Street best practice, and feed Cambridge CB1 2LD information at regional 01223 360977 level into SEEE.” email@example.com
APU’s Business School in Chelmsford
A key role for sub-regional social enterprise networks
A great deal accomplished in a short time
Andy commented that the amount of consultation achieved in a limited time to write the SEEE strategy was staggering. In Essex, two meetings were organised for SEs and support organisations, and other organisations attended regional events. “Setting up the sub-regional networks has also been an important achievement – they will provide the real presence of SEEE on the ground. InTouch has really established itself as the magazine for social enterprise in the East.” While he acknowledges that there is still work to do on it, Andy is also proud of the SEEE website. “I am excited by its potential to enable people across the region to communicate, raise awareness and learn from each other.”
Needed: commitment from SEs and policy makers
Andy pointed out that the future development of SEEE is dependent on two things; a commitment from members to really make the network succeed by being active in their local network and contributing wherever possible. “Advertise your events through the website and InTouch, share your ideas on what’s worked for your enterprise, and what hasn’t, and air your grievances!” The other thing is a recognition from regional policy makers of how important this sector is, and how important it is to fund the regional and sub-regional networks. “The amounts involved are tiny, but can bring great economic and social benefits to the East of England.” Andy believes that the region’s social enterprise sector is thriving. “If we can help create new enterprises, expand existing ones, and help support organisations and learning providers improve their services too, then SEEE will have had an impact.” Finally, Andy has a simple message for readers. “My message to people reading this is ‘get involved www.apu.ac.uk now – find out who runs your local www.wiseproject.org.uk network and give them a ring!’”
No 11 July/August 2005
Print in Demand
The ten broadband equipped PCs in the IT suite are available for private or not-for-profit organisations to hire
by Jonathan Mitchell
or thirteen years Burwell Community Print has provided quality, community print services whilst promoting independence and increased self-esteem for adults with learning disabilities.
A mix of funding and earned income
In 1999, following five years of fundraising, the company moved from its modest Porta-cabin offices into purpose built facilities and now has an annual turnover of £150,000, 30% of which is generated through enterprise activity. Offering community-based work experience the group has drawn and generated funding of £2.5 million, on an annual basis, over the last five years. Burwell Community Print receives support from the European Social Fund and the Learning Disability Partnership via Cambridge Social Services. A person-centred approach is emphasised and a Lottery funded one-to-one programme provides the opportunity to work with individuals to increase confidence and develop life-skills.
A range of services
The organisation is also a member of the Social Training Enterprises Group (STEnG) – a Cambridgeshire partnership of nine organisations that work with disadvantaged people. The company has a contract with Cambridge Regional College to provide vocational training and also enables access to employment services. Main sources of income are magazines, newsletters and digital colour printing. Other specialist areas include design and layout, risograph printing, business cards and photocopying services. Burwell Community Print houses a well-equipped IT suite of ten PCs, all with broadband internet access, which the company manages as a community resource. It is however currently under-used and attention is being drawn to this. Manager Sue Anderson told us that the suite is “available for private or notfor-profit organisations to hire for staff-training sessions.” With specialist printing services, purpose-built training facilities and an IT suite with much Burwell Community Print The Causeway, Burwell potential, it is clear that Cambridge. CB5 0DX Burwell Community Print 01638 613102 has a great deal to offer. firstname.lastname@example.org
No 11 July/August 2005
Networks unlimited This section of InTouch is for you to promote and report on the activities of your organisation. Send news of staff changes, business developments and examples of smart thinking to Peter Durrant on 01223 262759 or send an email to email@example.com Literacy and low-cost computing in Luton Luton-based computer recyclers Recycle-IT has joined forces with a literacy website www.ABCtales.com to offer low cost computer packages to individuals, charities and social enterprises. The partnership follows changes in European Social Fund rules allowing grant holders to purchase second-hand equipment. Contact Recycle-IT on 0870 774 3762 or firstname.lastname@example.org
Royston Freecycle Group Is now up and running at http://groups.yahoo.com/ group/roystonrecycle and already has 90 members! For more general stuff about freecycling go to www.uknet. com/freecycle
Successful Herts Futurebuilders Bid Sound Base Studio Trust, Hitchin, has been successful with a Futurebuilders bid, which is a full investment of £133,717 to an organisation t h a t p rov i d e s i n n ova t i v e vocational and education opportunities in music and multi-media for unemployed, offenders and ex-offenders as well as under-17 school excluders. The investment will support the refurbishment of a leased building, enabling the organisation to build on its existing services provision for LSCs and Local Education Authority purchasers. The investment includes a loan, capital and revenue grants and capacity building contracts with public sector a g e n c i e s, t h u s p rov i d i n g
paid employment for the ex-offenders and enabling repayment of the loan. Contact Amanda Ashley T: 0 1 4 6 2 4 2 1 1 2 2 E : email@example.com W: www.soundbase.org.uk
Recycling on the net A new internet recycling network has started in Cambridge. The Cambridge Freecycle Network is open to all who want to recycle rather than throw away and is part of a worldwide network. The idea is to trade items with other people in your local group. To get in touch email cambr firstname.lastname@example.org
EEDA’s landmark east project. More information from www. landmarkeast.org.uk
In2work want placements Hertfordshire based In2work, an intermediate labour market (ILM) scheme to help long ter m unemployed people back into work, are looking for voluntary sector organisation placements for their service users. If you think this might be something for your organisation, contact Christian Birch, T: 01992 555253, E: email@example.com
Latest edition of Investing in Communities News
been published. Go to www. eeda.org.uk or a hard copy version can be forwarded to you by post. If you would like additional copies of the newsletter or have any comments, email iic@eeda. org.uk.
Community Renewal Network East has a new address CRNE has recently moved offices to: Breckland House, St Nicholas Street, Thetford, Norfolk, IP24 1BT. The phone number (01842 754101) remains the same, as do the email and website addresses.
Credit to offer Child Trust Funds
Investing in Communities is EEDA’s major investment programme for tackling disadvantage and social exclusion. The 3rd edition of IiC News, which aims to give an update on progress and IiC activity now underway across the region, has just
A number of credit unions are keen to be able to offer child trust fund facilities to their members, and credit unions will now be able to accept vouchers which the Government is sending to parents of children born since September 2002. Vouchers for
Beyond grants A guide entitled Grants and Beyond is available from the organisation that provides the free “Raiser” e-newsletter: firstname.lastname@example.org.
Financial management analysis N C V O ’s financial management analysis, with over 50 briefings on good practice in financial management, on www.ncvovol.org.uk/fm.
EEDA – ideas looking for partners The East of England Development Agency has got 234 ideas looking for partners to help bring them to life. Many of them represent a chance to create a landmark structure, which, like B of the Bang and Angela of the North, c o u l d m a k e t h e creators famous. The ideas are available on an interactive CD which also charts the progress of
Setting up or running a social enterprise?
The Step by Step Guide is now available from incredit.
T unique, easy to use, guide is compiled by incredit with contributions from a range of experts from the social economy. It covers • Forming an organisation • Legal structures • Business planning • Cash flows • Legal issues Price £15.99 and £2 Postage Order from incredit, First Floor, Saffron Ground, Ditchmore Lane, Stevenage, SG1 3LJ 01438 794444 or email email@example.com
No 11 July/August 2005
Networks unlimited £250 or £500 for low income families can either be invested in a long term savings or investment account. Credit unions will themselves offer a savings account and will refer members wanting an investment account on to a partner provider. Read more at: http://www.abcul.coop/ page/news.cfm#179
Nearbuyou gives the low-down Ne a r b u y o u , t h e s o c i a l enterprise trading website, is also a provider of news. Here are some samples: Social Enterprise Coalition Launches Manifesto: Jonathan Bland, Chief Executive of the Social Enterprise Coalition, launched the manifesto for social enterprise by appearing on the Today Programme. Social Enterprise preferred for £3million British Gas contract: Eaga partnership has been selected as the preferred bidder to deliver British Gas’ Quality of Life programme.
ODPM encourages councils to buy from small businesses: A code of practice setting out the actions that local authorities will take to make their contracts more accessible to small-to-medium-sized enterprises (SMEs) has been launched by ODPM. Co-operative Action offers £1million in loan: The Cooperative Action loan fund has been topped up to £1 million to take it through the next round of support for emerging co-operative, mutual and social enterprises. Go to: h t t p : / / w w w. n e a r b u y o u . c o . u k / Te m p l a t e s / N e w s . asp?Page=1&NodeID=89660
New executive director for Inspire East Advisory Group Fo l l ow i n g t h e re c e n t recruitment process for the post, Gwyn Jones has been appointed the new executive director for Inspire East. Gwyn moved from her existing role as regional design action
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No 11 July/August 2005
manager to become the executive director on 11 April.
A free copywriting guide to help fundraisers Creative agency Flying Kite is offering the guide: How to improve your fundraising letter in ten simple steps. It has been written by Jon Ireland for people within charities who are involved in writing or critiquing fundraising letters. Go to http://www.flyingkite. co.uk/ten.html
First Savers Toolkit Around one hundred credit unions have already received their brand new First Savers Toolkit packs, designed to help credit unions and schools work together to help children and young people into the savings habit. The toolkit has a brand new, exclusive set of characters which add a professional, fun brand to credit union accounts for children and young people. http://www.abcul.coop/page/ news.cfm#188.
Partnership website The website http://www. ourpar tnership.org.uk helps VCS and public sector partnership working. It has news, guidance, discussion forums and e-learning. To register for the free enewsletter and get access to the discussion forums visit: http://www.ourpartnership. o r g . u k / r e g u s e r / n e w u s e r. c f m Yo u c a n a d v e r t i s e your partnership working vacancies on the site, see http://www.ourpartnership. o r g . u k / n e w s p u b / s t o r y. cfm?id=282&sid=101 for more information or email firstname.lastname@example.org. uk.’
LAAs LAAs are agreements between local authorities and central government which will allow the local authority more flexibility in how they allocate budgets to address community needs. The intention is that pilot authorities will work with partners, including the
voluntary and community sector, to identify the targets and outcomes they will address in their LAA. Full LAA guidance is available on the ODPM website www.odpm. gov.uk/localvision.
‘Budget Yourselves’ software for smaller voluntary and community groups This program from FunderFinder, who develop and distributes software to help individuals and not-forprofit organisations in the UK to identify charitable trusts that might give them money, can be uploaded at no cost at http://www.funderfinder.org. uk/budgetyou.php.
HM Treasury has published a new guide for businesses The guide details tax incentives that are available for corporate community involvement. It combines explanation, best practice and pointers to further information on a range of topics, including seconding employees to work for a charity, sponsoring a charity and giving shares or land to a charity and is available online at www.hm-treasury.gov.uk/ corporategiving .
Futurebuilders website The Futurebuilders England website has just been completely revised and updated. The new site contains clear, up to date information about priorities, investments to date and experience so far, and includes: • A fully searchable database of all Futurebuilder investments • Information about public s delivery, loan funding and investment menu • Advice on submitting a good application and preparing a business plan • Ad v a n c e n o t i c e o f t h e questions and guidance in the revised application form – so you can start preparing your application now, ready
Networks unlimited to submit during the latest application window (1st June – 30th September 2005). T: 0 1 9 1 2 6 1 5 2 0 0 . E : info@futurebuilders-england. org.uk
Social Inclusion Directory (SID) O x f a m’s U K P o v e r t y Programme has launched an online information bank called the Social Inclusion Directory (SID). It’s a great resource for anyone wanting to access the latest information on inclusive anti-poverty work in the UK, including work in community development and regeneration. Visit http://www. cdx.org.uk/resources/library/ poverty.htm# Thanks to the following e-publications and organisations for allowing us to use some of their material above: ABCUL, CCORNN, COVER, CRNE, NCVO, Nearbuyou, Raiser (Hertsmere CVS), SEC and SEN, Update
Events The Social Enterprise Visit Programme Focus on Leadership: 14 July 2005 The Social Enterprise Visit Programme is offering a new type of visit day – one that focuses on just one business topic to allow in depth coverage. The first of these ‘single-topic’ visits will take place on Thursday 14 July at The Leadership Trust in Herefordshire. The day will start at 10.00 and finish at 15:00. The attractive venue is easy to reach, situated directly off the A40 near Ross on Wye. (Overnight accommodation can be provided at reduced rates for the night of 13 July if required.) If you are serious about leadership and would like to benefit from the experience of The Leadership Trust, phone the Social Enterprise Team on 0870 458 4147 for more information. Places are subsidised and cost just £50 plus VAT per person. Contact: Eileen Wimshurst, Project Manager T: 0870 458 4147, W: www.socialenterprisevisits. com Please send details of your upcoming events to Peter Durrant on 01223 262759 or send an email to email@example.com
Cambridgeshire: free quality standards development A new initiative to assist with the development of quality standards has been announced. Does your organisation work with people who can be described as being in any of the following client groups? • Mental health • Learning disability • Physical disability • Lone parents • Homeless/alcohol and/or drug misuse What’s it aiming to achieve? To build the capacity of organisations in Cambridgeshire to more successfully deliver projects that will develop and support the above client groups to progress into training or employment. What’s available? Practical support and advice from an experienced quality assurance adviser to enable you to put processes into place to ensure that you are meeting contractual requirements and the needs of your clients: • The ‘know how’ of other organisations with approved provider/contract holder status • Customised training programmes/seminars • Free computer systems • Regular ‘cluster group’ meetings – sharing best practice etc Contact Tim Cracknell T: 01223 576073E: firstname.lastname@example.org
Why repeat the mistakes that others have made? Benefit from the experience of successful social enterprises
Building a successful business is hard enough without falling into the same traps as others that have gone before you. The Social Enterprise Visit Programme puts you in touch with other social enterprises whose experience can help you make your business a success. For further details, or to receive an information pack, simply � Call the Visit Team on 0870 458 4147 � Email email@example.com � Visit www.socialenterprisevisits.com Make life easier for yourself and your organisation, and benefit from the experience of others.
Social Enterprise Visit Programme Exchanging experience to build better business
FOR FURTHER INFORMATION, OR TO BOOK A VISIT, CALL US ON 0870 458 4147
No 11 July/August 2005
Earthworks St Albans celebrates 10th anniversary
arthworks began in 1995, offering exciting opportunities for training and work experience in conservation, horticulture and other land based skills to local people of all abilities.
People friendly, environmentally friendly
A decade later, they continue to enable local people with learning difficulties and those overcoming mental health problems to work with others as equals. Earthworks has developed a 21⁄2 acre site at Hixberry Lane, St. Albans into a productive and environmentally friendly garden that includes orchards, woodland, a market garden polytunnel, wildflower meadows, wildlife ponds, vegetable allotments and much more. Plants, herbs, fruit and vegetables are grown organically using green technologies of composting, water harvesting, compost toilets and reedbed sewage. We also use and demonstrate other alternative technologies that contribute to sustainable development, for example, we use wind and solar power to provide our electricity. We sell our produce at local farmers’ markets and on site.
Recognised award scheme operated
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Training is offered towards a nationally recognised awards scheme – NPTC (National Proficiency Tests Certificate Scheme – Skills for Working Life) which enables people with learning difficulties to develop valuable work skills in gardening, conservation and retail. A new part-time member of staff has just been appointed as NPTC Co-ordinator to enable the expansion of this valuable area of work. With the support of trained, enthusiastic Earthworks staff, the participants of the scheme are encouraged in a supportive environment to build confidence and gain success. They can also become part of the contracts team working on gardening and conservation projects at local school, homes and other community organisations.
Summer projects and events
This summer we are running a countryside skills project for young people (aged 16-25). During July, August and September small teams will work on site at Hixberry Lane, St. Albans and out in the local community with the gardens contracts team doing gardening, horticulture and construction work. It will enable young people to gain new skills and certificates from NPTC. This project has been made possible by funding from the Key Fund, through Herts Community Foundation. Earthworks runs several community events throughout the year. These include ‘clean ups’, conservation projects and fun activities. This year their open garden event was held on Sunday 5th June and the Summer Fair and 10th anniversary celebrations will be on Sunday 17th July, 11-4.00pm. This will be a fun day with activities for all the family including games, competitions and pond dipping. Hilary Beskeen, Earthworks Volunteer
i 16 InTouch
No 11 July/August 2005
Earthworks St. Albans 16 Gombards, St. Albans, AL3 5NW 01727 847311 firstname.lastname@example.org