SOCIAL ENTERPRISE Barbara Phillips Director, DTI Social Enterprise Unit

3. WHAT IS A SOCIAL ENTERPRISE? A social enterprise is a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners. Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

4. Forms and legal models Local/community/neighbourhood enterprise Social firms Voluntary sector organisations/registered charities Mutual organisations and co-operatives Industrial and Provident societies Companies limited by guarantee Companies limited by shares Community Interest Company? Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

5. Activities Offering social or environmental goods or services Trading to provide, or cross subsidise, such services Working for social benefit Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

6. Social enterprises contribute to: Productivity and competitiveness Wealth creation through sustainable economic activity Neighbourhood, urban and rural renewal and regeneration Public service delivery and reform Social and financial inclusion Social capital and active citizenship Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

7. The story so far Unit launched 9 Oct 2001 8 Working Groups Cross-Whitehall and regional work Development of strategic framework Publication 23 July 2002 “Social Enterprise: A Strategy for Success” Publication 28 October 2003 “Progress Report” Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

8. SOCIAL ENTERPRISE: a strategy for successDynamic and sustainable social enterprise, strengthening an inclusive and growing economy. http://www.dti.gov.uk/socialenterprise

9. 3 key outcomes of the strategy Create an enabling environment Make social enterprises better businesses Establish the value of social enterprise Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

10. Aims of the strategy Tackling major barriers to the growth of social enterprise: Poor understanding Little evidence of impact Fragmented availability of support Difficulty accessing finance Limited account of social enterprise within an enabling environment Complexity and lack of coherence within sector Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

11. Create an enabling environment Highlights of first year Community Interest Company legal form Public procurement toolkit for social enterprises Understanding within Whitehall Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

12. Make social enterprises better businesses Highlights of first year All Business Links Operator Business Plans must include SE All SBS/DTI business support now open to SEs Support for specialist training and advice Bank of England report on access to finance for SEs Financial awareness for SEs and awareness of SEs for lenders Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

13. Establish the value of social enterprise Highlights of first year Guidance on mapping produced and next stage underway Enterprising Solutions and Inner City 100 awards Support for Social Enterprise Coalition Social audit Project requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savingsProject requested by SoS as part of the DTI change programme Research found that DTI had strong awareness, but a confusion of what it did and which agencies were part of it. Opportunities for impact and savings

14. Future priorities Community Interest Company Bill Follow up to BoE recommendations Baseline research Social audit Commercial relationships Particular aspects eg rural Particular groups eg women, black and ethnic minorities Particular sectors eg housing, childcare, creative industries

15. Role of the Social Enterprise Unit (SEnU) Focal point and coordinator for policymaking affecting social enterprise Promote and champion social enterprise Address barriers to growth of social enterprise Identify and spread good practice around social enterprise

16. Contacts with the SEnU Director – barbara.phillips@dti.gsi.gov.uk 020 7215 0293 Create an enabling environment - catherine.mcleod@dti.gsi.gov.uk 020 7215 5224 Make social enterprises better businesses – steven.wallace@dti.gsi.gov.uk 020 7215 3864 Establish the value of social enterprise – jessica.rafinski@dti.gsi.gov.uk 020 7215 3937 Social Enterprise Unit (SEnU) socialenterpriseunit@dti.gov.uk