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An Enterprising Visit
by Ian Francis, Development Officer
Learning from other organisations is
something I’m always advocating to groups I work with, so when an
opportunity arose for me to spend the day visiting a range of social
enterprise projects in
Thanks to the willingness
of Ann’s contacts we were able to make the very best of the day and arranged
to meet at Royston Community Transport Project based within
Ray Rolf who is central to
the Horticultural projects development took us round the grounds to see how
both the projects worked, whose involved and how things can be developed in
the future. Throughout our discussions it became quickly apparent that this
organisation viewed new ways of working as an opportunity not a threat.
They appreciated their ability to trade as a charity and clearly
understood their client group and how, for them, creating a learning
environment could with the right processes and the right projects enable
them to survive.
In Ray’s own words he is
not a business man but both he and the trustee’s recognised that a long term
strategic approach to any project that supported the charity was paramount
and any external start up funding required this approach.
This organisation
demonstrated how essential a good mix of skills in those running things on
the ground and those leading the strategic direction is.
Making the most of peoples knowledge, ability and innovative thinking
has allowed St Elizabeth’s to continue to meet the needs of those it was set
up to reach. By selling the
fruit, vegetables, willow, ceramic’s, paintings and prints produced by their
clients this charity has established its own niche market place and presence
within its community and ultimately helped itself to secure its own future.
Feeling inspired we moved
on to Sawston for lunch at a community café run by OWL (Opportunities
without limits) to meet Angela McMullen a truly entrepreneurial woman.
OWL runs five other social enterprise projects under the structure of
an incorporated charity (registered charity and Company LTD by guarantee).
Over lunch Angela talked us through the concepts and developments of
all the projects focusing particularly on the café and OWL Bikes.
Echoing Ray’s sentiments,
Angela pointed out it simply wasn’t enough to have a good idea for a social
enterprise project, all organisation’s need an active trustee
board/management committee which are prepared to think in a more business
like fashion in order to survive.
Income versus expenditure needs to be monitored carefully whether you
are voluntary/charitable organisation or a private profit orientated
business.
In terms of the community
café Angela was adamant that maximising efficiency and monitoring waste is
the only way of running and maintaining such a service.
Strong leadership regards day to day operations is key to keeping
volunteers, staff and students motivated and enthused whilst making the most
of an individuals skills is central to their development and sense of value.
Angela then introduced me
to Jo who runs the OWL bikes project.
Jo was very enthusiastic about his role as lead mechanic and talked
to me about how he identified, stripped and repaired all types of bikes.
This project, provided not only employment opportunities and work
based skills for people, like Jo, with learning difficulties but of equal
significance fed into local authority regional/environmental and economic
development strategies by complementing plans to reduce waste, recycle and
reuse. Being aware of and
understanding regional development priorities has allowed this organisation
to tap into and be supported by a range of statutory bodies and more
substantial funding streams enabling them to thrive within a competitive
funding environment.
What this organisation shows is not
only a charitable commitment to a particular section of their local
community but an understanding of how innovative thinking though social
enterprise can meet the needs of many others.
Our final visit for the
day was a return to Royston Community Transport and a chance to uncover the
complexities of running such a scheme.
David W operation’s manager gave us a potted history of Royston
Community Transport scheme. He
spoke passionately about the need for this vital service and how important
partnership working had been in order for it to survive.
David made several references
throughout our discussions as to the importance of good networking and
building relationships with key and potential stakeholders.
Being involved in the local community transport forum afforded the
project a platform to promote not only the service itself but also the
opportunity to support or challenge local decision making processes.
Without this dialogue the project would miss out on the opportunity
to shape and enhance its future.
Keeping abreast of local/regional and national developments is paramount for
David to maintain the sustainability of the service.
Alongside this central
issue David highlighted the importance of good volunteer management as the
core to the success of the project.
Without volunteers this scheme like so many others would not exist.
This has demanded more than just effective communication but dedicated
volunteer support. David emphasised
the need to provide a platform which value’s
volunteers and their contribution regards both organisational and
service delivery. Valuing volunteers input has enabled Royston Community
Transport to establish a core number of supporters which is vital given the
nature of the service and its mission.
David recognised that volunteers and their development should become
as important, on all organisation agenda’s, as the needs and empowerment of
service users.
All the organisations Ann
and I visited during our day share a range of qualities, knowledge and
skills which have enabled them to diversify, generate their own income and
continue to deliver their services.
All the projects have a strong understanding of their own identity
and how to trade as Charities and or within a social enterprise framework.
This is no coincidence as they have taken the time to review their
own practices and taken a range of advice regards the most appropriate legal
structure to adopt.
Importantly they have all
retained an active and supportive committee/board which regularly reviewed
their strategic plans and appreciate both their roles and responsibilities
as trustee’s. Further to this the
significance of good networking and building relationships with key and
potential stakeholders was acknowledged across the groups. The final note
must fall to Angela from OWL “good ideas are relatively easy to come by,
finding the people to deliver them isn’t”, so go network.
