The People's Business is our business

The People’s Business Social Enterprise UK’s State of Social Enterprise Survey published this week reveals a thriving sector full of promise, optimism and innovative ideas. In short: the social enterprise sector is thriving. 

It’s important to us here at Poached Creative for two reasons. 

1. It shows the sector in action

We designed and proofread the report, commissioned the photography and worked with Social Enterprise UK to ensure it stood out from the crowd. 

The project enabled us to provide work experience opportunities for two young photographers. It also provided paid work for our former trainees, proofreader Emma, and project assistant Tobias, who co-ordinated the photoshoot with five featured social enterprises.  

Cardine Martin and Joel Witter gained valuable experience assisting the photographer, Agenda from Visual Marvelry, on the professional photoshoots.

Behind the scenes with Agenda at the Jamie's
Italian photoshoot.  Photo by Cardine Martin

Cardine describes her role on the shoots for Belu Water at Jamie's Italian and Elvis and Kresse:

“I was a photographer’s assistant. I prepared the equipment by setting up the tripod and checking the lighting and memory card. I also helped to choose the location and I put the clients at ease.”

She says she now understands what's involved in ‘doing a photoshoot’ and has gained confidence in her own work through the process. 

2. We're leading a global movement

The second reason is to do with being part of an exciting, global social enterprise movement, with social enterprises in the UK leading the way.
 

Social enterprises represent a new and effective blueprint for doing business. In the UK the sector is growing rapidly, with an annual contribution to the economy valued at over £24 billion. In our current ‘doom and gloom filled’ economic climate, this is encouraging news.

Social enterprises are flourishing precisely because they are creative, innovative, confident and diverse. You are just as likely to see women and people from different ethnic backgrounds in the boardroom as you are unlikely to see them in more traditional set ups. It is also common to find dynamic groups of passionate young people who are creating solutions to self-identified problems - the award-winning Oii My Size project is a good example.

 

Social enterprise could just be the answer that the nation needs. Instead of demonising people who are unemployed, marginalised and overlooked, the sector sees people as part of the solution. 

Take a look at the innovative work from featured organisations Elvis and Kresse, Connection Crew, Belu Water and Bounce Back. 
 

Download the full report from the Social Enterprise UK website and join the conversation at #peoplesbusiness

The value of social value

Even though the words 'social enterprise' have been removed from the final version of the Social Value Bill, which has now passed through Parliament and is set to become law, it is undoubtedly good news for social enterprises like Poached Creative.

Falling awkwardly between charitable and commercial (like many genuine social enterprises), we're ineligible for a lot of funding. What's more, our philosophy is confusing for business people and charities. "So, you work harder and your profit margins are lower because you're training people as you go?" asks the business person. "I don't get it. Charities pay you for communications?" says the charity worker. Yes to both!

Our video trainer Adam oversees a young camera person, Ondre, reporting for
Discover Young Hackney. Photo by Emma Gutteridge.

We're providing a service that charities and public bodies need and are willing to pay for. And my argument is that because we're closer to the people they're trying to reach (we work alongside homeless people, people with mental health issues, people with criminal records, long-term unemployed people and young people to co-create communications) we're better at it than the big agencies.

Recognition of social value, rather than just competing on the lowest price for government contracts, will help us a lot.

Yes, there's the need to more clearly define 'social value' and social enterprises will need to be clear and transparent about how they deliver additional social value with any public sector offering. But I hope this will give us the foothold we need to step up our public sector delivery.

If it works the public sector, business and society will be better for it.

Read more about the Bill on the Civil Society website.

Find out more about what Poached Creative can do and how we deliver social value.

Does small social enterprise have a chance in the Work Programme?

The Government launched its much-talked-about Work Programme today - "probably the biggest payment-by-results scheme in the world" according to Employment Minister Chris Grayling - and one that aims to help 2.4 million unemployed people back into work over the next five years.

The big idea is for what's been described as a giant dating agency, where people who are out of work will be matched to suitable employers. The focus, we're told, is on specialist provision and sustainable employment.

The money has already been allocated to the tier 1 and 2 contractors who hold the risk if they are unable to match the required number of candidates to jobs to make ends meet. See today's Telegraph article and Thursday's Guardian piece, which does a good job of explaining payment by results.

And this is where it gets interesting. It is up to these big players to decide how best to achieve the results that will win the more lucrative payments, such as more than £13,000 for getting an ex-incapacity benefit claimant back to work.

Some of them will, no doubt, try to build success with these clients in-house or with a small range of preferred providers who they've worked with before. How much of it filters down to the small specialists, like Poached Creative, will remain to be seen.

Where are the jobs?

Results would be all very well if there were jobs enough for everyone. But the two main areas where Poached Creative works - Hackney and Haringey - have been name checked by the Work Foundation in the top 10 areas of the UK where it is likely to be difficult for the Work Programme to be delivered profitably.

Hackney has the second-highest ratio of out of work residents to job vacancies in the UK, an unemployment rate of 19.6 per cent and one of the highest rates in the country of entrenched long-term unemployment. According to analysis published on Touchstone Blog it is also one of the areas that has been hardest hit in the recent round of government spending cuts. Even if the Work Programme manages to reach and help these people, it could be that the jobs simply aren't there.

Taking a chance?

The creative sector is one of Hackney's growth areas and, as a specialist service helping long-term unemployed people to get jobs in media and the creative industries, organisations like Poached ought to be the perfect candidates for Work Programme subcontracts.

But Rob Greenland at The Social Business is sceptical.

"There is potential for difficulty when a big company (the Prime Provider) is tasked with collaborating with lots of smaller providers. Government would have us believe that they’ll all play happy families, nurturing the young’uns and small’uns so that together they can share the proceeds and make the contract a success. I’m afraid I just don’t believe that it will turn out like that in a lot of cases."

It's worth reading his full blog.

I'll be happy to be proved wrong, but my fear is that we're too small, too untried and, frankly, too innovative to prove an attractive partner for providers trying to make ends meet in a difficult economy.

Find out about Poached Creative's training and work experience and read the concerns about how the Work Programme might affect people claiming benefits from In My Shoes.

There will be time...

It's been a busy few weeks and I had two new trainees start today. Things are really moving on quickly, meaning I've got to work hard to keep up.

First, there's the training. This is priority number one. I've got three people now relying on me every Thursday to give them training, guidance, feedback, work and support. If I do nothing else I have to make sure I get that right.

Second, there's the business essentials. Make sure there's somewhere to train out of. Make sure the paperwork's filled in. Account for the money spent so far. Try to make sure we've got enough computers, the right software, people to train and work to do.

Third, there's the business development. By which I mean business survival. We need more funding, we need paid work, we need organisations that are willing to pay us to train their beneficiaries. I'm finding it difficult to get the time to sort all this out.

Fourth, there's the professional development. I need to learn from this pilot, develop as a leader, influence others, build contacts and maintain existing relationships.

Finally, there's the people. Now if I'd really done this in priority order I would have to put them first because without them, none of this could happen. There's Angela, Jeevan, Chris and Brij, my trainees, who inspire me to get up every morning and work late into the night. There's Saba, Chris and Martine, Claire and Louise, who are all successful professionals in their own right and have volunteered their time to contribute (or promised to contribute) to the training programme. There's Claire, my development manager at UnLtd, without whom I'd have no money (and probably very little sanity). There's Sophy, Chris, Otu and Paul who are all helping in an advisory capacity with their various areas of expertise. There are my contacts at CDG - Michael, Kemi, Darren, James and Natasha who have all helped me get office space and people to train. There are my colleagues and bosses at work (the paid variety) who have been so supportive of this new venture. Then there are all the people - my flatmates especially - who just support me as a person to get all this done.

I'm afraid this is a really boring blog post - it doesn't think of its audience, it doesn't add anything of wider value, no links, no pictures, no particularly stylish use of language - just about everything I've ever told my trainees not to do. But it's going up for the record as a massive thank you to everyone involved so far.

People, bureaucracy and making things happen

The first few weeks of this pilot project have been all about making things happen. It sounds simple, but I'm fast discovering a few key rules of running your own business, social enterprise or charity:

1. Things rarely go to plan. Take for example (one of many) my 'next day delivery' PC which was supposed to arrive in the office last Wednesday. A week later I'm still trying to get it delivered in time for Thursday's training.

2. People need chasing. This is true no matter how willing they are to help or how much they want your services. Even your most dedicated supporters and useful contacts need you to chase them because your priorities, by and large, are not the same as their priorities.

3. Bureaucracy takes time. The larger the organisation, the more time you have to allow to get things done. Oh, and the more chasing too - see point 2 above. This doesn't mean you should give up on working with larger organisations. Just that you need to plan ahead and plan for things not going to plan - see point 1 above.

4. It's hard to make things happen. Really hard. Imagine trying to push something really heavy - like a car. Even though it's on wheels you still need a tremendous amount of effort to get it to budge in the first place. Once it's moving things get easier but you still have to maintain momentum or it will stop. This is what it's like.

The upside of all this is that once you get into the habit of making things happen, quite often you'll find that things start happening around you all the time.

One of my inspirations for going into social enterprise was Andrew Mawson, who established the Bromley-by-Bow Centre and wrote a fabulous book about it called 'The Social Entrepreneur'. This first-hand, lively account of crashing through bureaucracy to create something that turned around the lives of the people in his community proves that the social entrepreneurial method of 'learning by doing' is an effective way of making things happen.

I try to apply a little bit of his wisdom in all my dealings with people, bureaucracy, and even the barriers I unconsciously put in my own way.

As Andrew Mawson says: "It is important, simply, to be open and alive to possibility, to encourage people rather than to be suspicious of them, and to see the potential for success rather than the potential for failure."