Social Enterprise Clusters - Case Study 2006

Case Studies – Clusters

Introduction: Social Enterprise East of England, SEEE, is a network of social enterprises, advice and support organisations, local authorities and other groups with interests in Social Enterprise – particularly in its promotion and development. It covers the counties of Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk.

The Eastern Region has some outstanding examples of social enterprise and innovative approaches to providing the sector with advice, support and funding. The SEEE network has been established to promote, celebrate and share these successes and assist in implementing best practice throughout the Region.

Are you interested in the development of Social Enterprise in the East of England? Would you like to know more about the services available?

Would you like to get in touch with other social enterprises? Would you like the opportunity to influence policy in social enterprise?

For an informal discussion on how SEEE may be able to help you, contact

Peter See Development Manager, Social Enterprise East of England T: 01727 813401 peters@exemplas.com

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Case Studies – Clusters I

t is increasingly recognised that social and community enterprises can benefit from sharing resources and facilities.

There are less tangible, but still important benefits to be had from exchanging news and ideas within a group of like-minded

people. This can be brought about through mergers, but can also be built in from the outset, as in the examples described here, where a number of social enterprises have emerged from a central resource.

St Elizabeth’s three enterprises

Internet: SEEE’s Web partner services are at: www.seee.co.uk

The Art House sells pottery created by St Elizabeth's residents.

www.nearbuyou.co.uk 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.

All case studies written by Sarah Charters unless otherwise credited. Layout by Lorraine Peacock.

Tel.

4 Archers Court Stukeley Road Huntingdon PE29 6XG 01480 455200

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.

© SEEE 2005

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ome distance outside Bishop’s Stortford in Hertfordshire lies St. Elizabeth’s. One hundred years ago, the centre was set up by nuns for the care of people with epilepsy and learning difficulties; there is often a link between the two. While the nuns still have influence, they have less to do with the day-to-day operation than they did five or six years ago. It is also responsible for three social enterprises, two of which are on the St. Elizabeth’s site, the other in Bishop’s Stortford.

The first of these businesses, and the one located in Bishop’s Stortford itself, is Splinters. The business takes in old furniture. “Some is polished up and cleaned, some restored to how it was before, and some completely transformed,” said Sue Spiller, one of the three training staff. “We sell from the site.”

But as John Davis, the business manager for St. Elizabeth’s, told me, making and selling products is not the main aim.

“Improving social skills is the main aim.

Splinters trains residents of St Elizabeth’s to restore donated furniture for sale from its premises in Bishop’s Stortford.

Teaching woodwork is a by-product. We aim to improve their skills in other areas, such as literacy and numeracy,” says John.

“Selling products to the public gets them used to interacting with people. In the units at St. Elizabeth’s, the staff does the washing up and so forth. Here, they are treated as adults. They do the washing up themselves.” While the business is seen as a social enterprise to help its beneficiaries be more independent and to improve the quality of their lives, it is quite successful in the financial sense, making about £10,000 from sales in the past year.

Back at the St. Elizabeth’s site are two emerging social firms, which hope to emulate the success of Splinters.

Horticultural Therapist Ray Rolfe is responsible for an organic horticulture project called Ash Vale. They are still at a very early stage, and are at present busy trying to rabbit-proof their land and set up greenhouses. The project is brand new, and was set up by a grant from the venture capital fund. Nonetheless, it has started, and raised over £500 from sales

Clusters of plants at their Christmas bazaar. “Ash Vale hasn’t really got off the ground yet,” said John, “but we are looking at a potential turnover of several thousand pounds a year.”

The other project is the Art House, which deals with painting and ceramics. The residents’ designs are all in their individual styles, and it is up to them whether they choose to do ceramics or print making. Residents’ designs are silkscreen printed on to Tshirts and cards. They also do a range of ceramic ware, and have a potter’s wheel they are just starting to use. Again, the business is still at an early stage, and needs to build up a market base, but John feels it has the potential to achieve a substantial turnover.

“There is a higher chance of repeat sales than horticulture, selling T-shirts and cards,” John told me, “but as Splinters works

on donated furniture, they don’t have the same cost of raw materials as the other projects.”

John does hope to sell day placements, as well as employing residents at the three businesses. “Residents do get paid under permitted work rules,” says John “we are trying to reach out through the social enterprise, and not be as isolated.” John feels that St. Elizabeth’s is a St Elizabeth’s Centre positive environment Splinters – John Davis for its residents. “It’s a Tel: 01279 755301 happy place,” he told Ash Vale – Ray Rolfe me. That was certainly 01279 843451 my own impression of The Art House – Becky Sheraidah it.

01279 843451 Andrew Saul

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Hadleigh Training Centre – “Training for a brighter future”

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pened in 1990, Hadleigh Training Centre (HTC) is set on a 950-acre working farm and countryside park, owned by the Salvation Army.

Funded by the European Social Fund (ESF) and the Salvation Army, income is generated from contracts with Social Services, Job Centre Plus and the centre’s social enterprises. Turnover for 2003 was £300,000.

Training is provided for people with learning or physical disabilities, the longterm unemployed or those with special training needs. As trainees are not in a position to enter mainstream training or employment in the short-term, the centre provides the practical and social opportunities to maximise their potential through learning and exploring different working environments.

Subjects covered include IT, graphics, office skills, catering, retail, carpentry, estates management and horticulture.

Although successful in fulfilling trainees’ pre-employment requirements, it was realised that appropriate “follow-on” employment opportunities were severely lacking once they left. In order to provide this employment many of the skills are utilised by “sister” social enterprises that include: • Home Farm Nurseries produce organic fruit and vegetables which the local community can purchase on site. They also sell to local restaurants.

• HCT Graphics designs and produces advertising flyers, posters, tickets for events and postcards which are sold onsite, as well as an in-house service to the other social enterprises.

• The Job Squad is an estates management and gardening service for the site and external contracts.

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The on site Tea Rooms with its magnificent views over the Thames Estuary is the most successful of the four enterprises at the Hadleigh Training Centre

• On site Tea Rooms built by the Salvation Army have magnificent views over the Thames Estuary. The most successful of the enterprises, it also offers a point-ofsale opportunity for them.

• The Tyrells Coffee Shop (the outreach project) operates with Essex Social Services, the Primary Care Trust and Castle Point Association of Voluntary Services. It shares a building with a brand new health wing, two daycare units for the elderly and training and office space for voluntary and community groups. Although serving the catering needs of those using the

building, a reputation for excellent cuisine has won Tyrells contracts for outside catering.

HTC have received a number of awards, including the RHS and BBC People’s Award (Silver Medal) 2004, and the Queen Elizabeth Bronze Award. The Tea Rooms are one of five finalists in the Business Link Essex in Boom! award, “Giving Back” category. The results will be announced on 24th September.

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Beverley Egan, Manager Tel. 01702 552963 beverley.egan@salvationarmy.org.uk www.sahtc.co.uk

Clusters

Youth working for a greener future

The Working Herts team of trainees: (Left to right) Robert McHutchison, Luke Sanseverino, Nathan Laveridge, Jamie Jordan, Luke Peck and Supervisor Mitch Carter.

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o the man in the street, Borehamwood is home to shopping centres, its own football club and a BBC television studio. Yet in the midst of this Hertfordshire town an eco-social enterprise is beginning to make its mark. Overflowing with filing cabinets, in-trays and a continuous throng of activity, for the Working Herts team it’s all in a day’s work.

Instigated by Hertsmere Borough Council seven years ago, Working Herts was born out of a will to relieve the district’s two main concerns of high unemployment and badly insulated houses.

It was realised one project could bring these two issues together by making homes within the scheme the most energy-efficient in the country while simultaneously achieving social inclusion via training and employment.

In September 1997, a successful entrepreneur and resolute environmentalist Paul Watkinson was appointed as Working Herts’ Chief Executive and funding was secured through sponsorship from Jobcentre Plus and the Learning and Skills Council (LSC) training fees. Grants were also obtained via the European Social Fund (ESF) and the Single Regeneration Budget (SRB).

Designed to recruit the long-term unemployed, aged between 16 and 24, the project works directly with the New Deal and Education to Employment

programmes, run by Hertfordshire and Bedfordshire LSC. Providing a supportive and encouraging environment, youngsters undertake environmental project work and in turn receive trade and Life skills in preparation for permanent employment. As part of the hands-on ethos of Working Herts, the team also assists trainees with practical and emotional issues such as housing, money, relationships and health while teaching self-respect and respect for others.

Four plus one day week

Commitment to the scheme requires working a four day week with one day set aside for special sessions in a diverse range of subjects. In addition to seminars on first aid, health and safety, and energy and water conservation, learning is balanced with fun activities such as go-karting which aids social development and gives the trainee a more positive perspective.

Paul Watkinson explained how this works “We give trainees a reason to get up in the morning, teaching them how to dress smartly, get on with people and

Working Herts’ Key success factors • Making satisfied customers (householders) an absolute priority • Working with a very wide range of partners • Having agencies on the board who represent our main interests • Encouraging employer involvement (in designing activities) ensuring relevant training is provided

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Clusters Case Study – Anthony Hulland (22)

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nthony Hulland has spent all his life in residential care and foster homes. Moving from one place to another across Hertfordshire, stability is not something he can easily relate to.

Leaving school with only a few GCSEs and a recommendation that he attend college and undertake a Landmark Course for the learning disabled, many might have considered his future to be less than bright.

Despite being dubbed slow, Anthony knew he was not learning disabled.

However he took on the challenge and proved his critics wrong by completing the two year course in one. Beginning to realise his potential, Anthony discovered an interest in horticulture whilst at college. A further education centre specialising in outdoor professions such as horticulture, agriculture and animal welfare, he was able to mix with a variety of students and learn all about the industry. Deciding to pursue his new found career, Anthony continued in education for a further three years, qualifying with an Entry Level, First

Diploma and National Certificate NVQ 1.

Anthony admits college was a far more positive experience than school.

Not simply because he was learning a subject he enjoyed, but the environment provided the support and understanding he feels is so necessary for young people. With the additional ability to establish close friendships without concern that he might be moved on (due to a change in care home or foster family) made a huge difference to his confidence.

However, despite his success in education, finding a job was proving to be less than fruitful, as he found himself out of work for the next two years. Joining the New Deal programme and attending numerous training courses kept Anthony busy, but with little prospect of work, it was hard to remain optimistic. That was until he joined Working Herts.

21 weeks after starting the programme,

Anthony Hulland - Trainee, last day at Working Herts before starting his first full time employment with John O’Connor Ground Maintenance.

Anthony has been offered his first job

by John O’Connor Ground Maintenance.

Really excited at the prospect of working in the field he has trained hard for, he has nothing but praise for the team at Working Herts. “I really enjoyed the work and got on well with the other trainees and supervisors. They gave me advice and support and helped prepare me for my interview”.

provide good customer care. We also provide weekly driving and motorbike lessons as an added incentive.

Should a person’s attendance be bad however, we knock them off the lessons”. Whilst this discipline falls in favour of the carrot rather than the stick argument, Working Herts’ view is not shared by all.

“The government”, Paul explained “does not see these lessons as academic qualifications. Bureaucracy can therefore get in the way of our work. We deal with the every day problems and are experts in our field.”

A real hit

Despite such challenges, Working Herts is proving a real hit with trainees, councils, energy suppliers, the police and residents. With fear of crime affecting as much as 76% of the population, the scheme’s social inclusion agenda and positive influence on youth culture is wholeheartedly supported. Homeowners, can insulate their homes for only half the costs. The elderly, low income and fuel-poor householders within certain districts can receive free loft and cavity wall insulation, thanks to Housing Repairs Assistance(HRA) grants (match funded by British Gas and London Electricity) and the council.

Working directly with Three Valleys Water, the project also facilitates a water conservation programme. Trainees research customers’ water consumption and assess how demand could be managed more efficiently to make significant savings.

Today Working Herts has 14 full time staff plus several volunteers, 3 offices (sited at Borehamwood, Hatfield and Luton), 7 mini buses and 35 trainees.

Turnover last year reached £750,000, with 70% obtained via trading and 30% through grants. Since 1997 between 600 and 1,000 domestic properties have

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been insulated each year and over 6,000 households have had water saving devices fitted.

Securing the loft hatch before completing a loft insulation

70% moving on into employment

80 new trainees are recruited each year with 70% moving on into full time employment. In the year 2000 Working Herts also became the national winner of the Environment Agency’s “Working in Partnership Award”.

Not surprisingly Working Herts has outgrown its compact office at Borehamwood.

Working Herts With ambitions to relocate to bigger Tel: 0208 3864848 premises, I can’t help thinking this is Fax: 0208 3864828 one social enterprise that will achieve thatsit@btinternet.com all its aspirations. www.workingherts.org

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