Briefings

Complexity of community cafes.

October 25, 2019

Question: when is a café not a café? Answer: when it’s a community café. The basics of coffee, tea and cakes for sale may be as standard in cafes of all shapes and sizes but community cafes go much further. A while back, Senscot commissioned some research into what it takes to run a successful community café (we carried their online survey here) and the response was such that they’ve now produced a short briefing paper identifying a whole range of factors for any group to consider if they are thinking of setting one up.

 

Author: Senscot

Social Enterprise and Community Cafe Activity

Over the past few years, SEN members have increasingly referred to various forms of community café activity taking place within their social enterprise.

Given the enthusiasm across the SENs for involvement in community café activities, Senscot was keen to engage with local and thematic SENs to understand the role that community café activity plays within social enterprise.

With this paper, we aim to establish the core purposes these activities serve and gain insight into how community cafe activity is resourced, particularly with regards to the challenges of turning over a surplus.

This paper will be followed by a series of shorter publications with a focus on peer-to-peer learning around the running of a community cafe. Each publication will focus on a specific scenario, such as setting up a community café from scratch, building a kitchen or bringing in an external caterer to run a community café on your existing premises.

Click here to read the briefing.

Briefings

Experiment and celebrate failure

If we were to ask what it currently feels like to be working in local or national government, it’s a fair bet that the responses would include feeling highly pressured, fearing failure, stressed, over-worked, lacking resources, under-staffed and so on. Hardly the environment to foster a culture where experimentation is encouraged and failure is embraced because that is how we learn. And yet we still expect these same institutions to transform themselves. We could do worse than follow the lead of Finland’s Prime Minister who has established the Experimental Finland Team at the centre of his office.

 

Author: Virve Hokkanen and Johanna Kotipelto, Experimental Finland

Experimental culture in government is rare. But in Finland, Prime Minister Sipilä’s government introduced such an exceptional approach back in 2015. Part of the government’s strategic 10-year vision was the introduction of a culture of experimentation.

Experimental Finland is the new team implementing this key government project. Three and a half years later, we are witnessing something that couldn’t have been foreseen. It took a lot of experimenting to make sense of the bigger picture that is emerging around us.

The Finnish experimental model is a combination of both top-down and bottom-up approaches: it incorporates rapid grassroots experiments and groups of pilot programs on a common theme, as well as larger policy trials based on the government’s agenda.

The aim is to find innovative ways to develop society and services, and to promote individual initiative and entrepreneurship. Our work includes producing and spreading knowledge, building networks and supporting the planning and implementation of experiments. We work in collaboration with ministries, municipalities, local authorities, educational and research organisations, the business community and the 3rd and 4th sectors

These experiments have proven to be an exceptional tool for exploration. Their value often lies in co-design. As experimentalists, we approach a new phenomenon by getting as broad participation as possible, then focus on what can be tested and harvest the outcome: what works and what doesn’t.

Implementation of this new culture was explicitly included in the government’s policy agenda, and that has proven to be a strong license to experiment. Organising Experimental Finland as a small taskforce of three to five people, and placing that team in the prime minister‘s office, was the ideal approach to help quickly spread the idea, especially among governmental organisations.

The public budget for supporting experimentation was specifically targeted at two things. The first was the creation of a digital platform for funding and co-creating small scale experiments, and gathering the lessons learned from them. The second was to directly fund experiments falling under three themes: the circular economy, artificial intelligence and digital workforce skills.

Changing cultures

To make all that happen, much more has been needed. Firstly, we realised that the thing stopping civil servants from experimenting — or boosting others who were doing so — was lack of courage and fear of failure.

Collaboration between different networks, shared learning initiatives and even accelerators have proven a mighty antidote to that problem. Trust is being built in a space with a unifying message: we are licensed to experiment. That means exploring unexplored challenges to which, by definition, no one knows the right answer. Co-design — working in a group to make sense of what we learn on the way to a shared goal — is essential.

Sometimes legislation has prevented certain experiments. We are aiming to minimise that obstacle, through a new set of guidelines for how to draft new legislation when it’s needed to enable experimentation. (The guide will be published in English later in 2018.)

But experimenting is not just a matter of having the right tools and laws, but of changing people’s mindsets. Agile action taken in small steps makes experimenting effective and efficient. The process can also be seen as more democratic than traditional policy development procedures, because experimentation often incorporates multiple viewpoints.

In the future we have to make sure that experiment-based knowledge will be used more efficiently in all levels of society. That means we need more focus on how to scale up our learnings and how to incorporate experimentation more thoroughly into government strategies, policy design and other long-term development processes. — Virve Hokkanen & Johanna Kotipelto

Briefings

Shift the point of decision

I’ve long suspected that those folk who work in the public sector with responsibility for engaging with the general public, live with a recurring dream (nightmare) of losing control of the process with decisions never getting made. Good article from Estonian democracy activist, Teele Pekh describing a continuum on which decisions are eventually always made but just at a different point in the process.  She argues we are moving from “ Decide – Announce – Defend (often followed by Abandon)” at one end of the spectrum towards this  Engage – Deliberate – Decide

 

Author: Teele Pekh, Open Government Programme

With an enabling and inspiring public sector, citizens will need no longer measure their trust in institutions, as trust will be embedded in the design of deliberative governance.

The context within which governments operate is changing: hierarchies are turning into networks; consultations are taking the form of co-creation and citizen assemblies; collective wisdom and action are playing a bigger role than ‘mere’ political will; policy-making is increasingly being based on data and open knowledge; bureaucracies are being replaced by citizen-friendly (e-)services and processes; and strategic planning is being complemented by agile experiments*. All of this requires a fundamental rethink of the role of the public sector.

The accountability of the public sector lies in the manner in which processes are undertaken, that is, in the architecture of governance. How does this governance reveal itself? One can, for example, judge whether its structures and processes are open and transparent, whether the public sector facilitates dialogue and discussions, whether it inspires collective action and uses collective wisdom, and how deftly it solves conflicts and co-creates strategies to protect public interest. One can also gauge by whether the public sector values the pioneers, innovators, and activists who campaign for sustainable development, equal rights, or reclaiming public space.

The Finnish government is an inspiring example in creating enabling environments: four years of testing experimental governance have led to the emergence of a culture of trust and courage, with failures as a logical part of the learning process. The government task force accomplishing this feat produced and disseminated knowledge, built networks, and supported the planning and implementation of experiments. The Finnish government has realised the power of co-creation in the context of diminishing resources and ageing society.

Despite Estonia’s reputation as a digital pioneer, public sector innovation is lagging behind. Ministries work in silos and digital means are still believed to solve big problems. There are some attempts to foster design thinking and experimentation, but the potential for innovative governance in this small, flexible, and tech-savvy country is on hold

Having said that, Estonian policy-making is inspired by citizen assemblies. Three assemblies have been held by civil society organisations and think tanks during the past six years, with the most recent set up by the Ministry of Environment. The Forestry Assembly selected approximately 40 people by lottery, who – over two weekends – learnt about the state and the future of forestry, discussed alternatives, and submitted 100 suggestions to the ministry. The proposals served as an input to the forestry development plan.

The previous three assemblies in Estonia – People’s Assembly on Elections, Engagement and Parties in 2013; People’s Assembly on the Future of Ageing in 2017; the deliberation series #HowDoWeLast? in 2018 and 2019 – have introduced Estonians to knowledge-based discussions and collective decision-making amongst a diverse group of people. These processes have combined offline and online tools – as observed with the platform rahvaalgatus.ee – to facilitate and increase the role of deliberative democracy.

Such people’s assemblies in Estonia, but also in the UK, Belgium, Mongolia, Tanzania, Iceland, and many other countries have proven that designed deliberation helps overcome ignorance and polarisation on thorny political issues; focus on common goals, such as  sustainable forestry in Estonia or rewriting the constitution in Mongolia and Iceland; and build a more conducive atmosphere for consensus. The more citizen assemblies there are, the more familiar people will become with this model of policy-making. They are bound to question why more issues could not be decided via this method. Having realised the potential of empowering citizens, the German-speaking region in Belgium is remodelling its governance by creating a permanent citizen assembly with randomly selected inhabitants.

Using and enabling collective wisdom and action can quickly replace the by now outdated policy-making creed of “Decide-Announce-Defend-Abandon”. With the “Engage-Deliberate-Decide-Implement” way of governance, solutions tend to be more innovative and policies more legitimate as they have more “owners”. Although assemblies are advisory in nature, the proposals hold the weight, substance and legitimacy of public voice on an issue. It is therefore crucial that citizen assemblies be commissioned by those who have the responsibility to implement policies – local, regional, or national governments.

The ancient Greeks managed to organise public policy by deliberation. Why can we not do the same now? If there are doubts as to how a small group of people, referred to as the mini-public, can be entrusted to decide challenging issues for the whole of society, then one could point them towards the Centre for Deliberative Democracy at Stanford University, which has developed technological tools to bring deliberations to the broad public. Could this method be scaled up to tackle major topics such as the climate crisis?

The EU’s Future of Government 2030+ scenarios predict that citizen assemblies will become mainstream in governance. With an enabling and inspiring public sector, citizens will need no longer measure their trust in institutions, as trust will be embedded in the design of deliberative governance.

Briefings

A call to SNIB

The planned launch early next year of Scottish National Investment Bank is being viewed with interest by many in the sector. Working to support the Scottish Government’s strategic priorities and particularly supporting the country’s transition to a low carbon economy and the regeneration of our disadvantaged communities, it will be interesting to see how they respond to a paper written by Scottish Communities Finance Ltd and others which points to the ongoing market failure in the supply and demand of social finance.

 

Author: SCF

  • Scottish National Investment Bank (SNIB) and its role in supporting Scotland’s social enterprises.

    Scottish Community Re: Investment Trust (SCRT) was established by Social Enterprise Network Scotland (Senscot) to ensure that social enterprises had access to appropriate and relevant social investment products; training; support and information.  It is the culmination of 15 years work by Senscot to build the infrastructure required to support a vibrant and sustainable social enterprise economy in Scotland. This includes seeding Scotland UnLtd; Firstport; Social Enterprise Academy; Senscot Legal; DTAS and P4P.

    SCF Ltd is the financial arm of the SCRT.  Established in October 2017 as a Community Benefit Society and registered with the FCA (7649), it operates as a Community Development Finance Institution (CDFI) with the aim of supporting both geographical and thematic communities to raise affordable, patient capital to undertake socio-economic activities that are mutually beneficial to everyone living and working in those communities.  It operates by issuing Community Bonds directly to local ‘citizen’ investors.

    Most micro and social enterprises, particularly those within disadvantaged communities, struggle to find financial products suitable to their operations and to allow them to develop further.  By 2018 bank lending to Micro & SMEs had still not reached its pre 2008 level (House of Commons Treasury Committee Oct 2018 report). This is certainly the case for social enterprises and community businesses who work in communities where there is market failure.

    Research carried out in Scotland found that these community and social enterprises struggle to find investment that is appropriate to their needs – affordable; micro; unsecured; patient and risk capital (Scottish Community Re: Investment Trust 2014).  Other bodies undertaking similar social investment research in the intervening years have subsequently supported these research findings.

    Why Social Enterprises fit with SNIB purpose:

    Social enterprises should be of significance to SNIB for four reasons:  their scale and reach within the Scottish economy; their extensive linkages with both private and public entities at the local level; their unique ‘output mix’ – embracing not just economic but social and health outcomes – and finally their role in fostering the inclusivity agenda and building social capital.

    There are currently 17 local social enterprise networks (SENs) across Scotland, stretching from the Scottish Borders to the Highlands. Additionally, there are 7 thematic networks – Food; Culture and Creative; Employability; Health; Sport; Tourism and finally Rural.  Collectively these networks represent 1,400 social enterprises in Scotland – 27% of the 5,200 recognised social enterprises.   They are well embedded into Scotland’s communities via their networks of intermediary organisations such as Scottish Community Alliance; Community Land Scotland; Community Recycling Network Scotland; Community Energy Scotland Community Transport Association (Scotland); Development Trusts Association Scotland; Scottish Communities Climate Action Network etc.

    Most, if not all, of these social enterprises adopt the ‘Voluntary Code of practice for social enterprises operating in Scotland’.  Unfortunately, social enterprises exist in era where the trust and reputation of charities across the UK is at an all-time low as a result of a variety of damaging high profile cases.   Against this background, the ‘Code’ is increasingly seen as a way of assuaging the concerns of the general public by offering transparent and measurable criteria that they can use to assess the behaviour and performance of these social enterprises and hold them to account.

    In addition, the five criteria that the Code embodies – Values Based; Good Employers; Democracy; Empowerment; Collaboration – collectively form the basis of meaningful inclusive growth strategies.

    Social Enterprises Networks as socio-economic infrastructure:

    Where these social enterprise networks exist, they form important, but shadow socio-economic infrastructures that are as essential to the long term sustainability of communities as the local Chambers of Commerce members.  Collectively, they employ 12,000 people and have a combined turnover of £0.5billion and operate across a broad range of sectors including environmental; tourism; travel; culture; regeneration; employability amongst others.

    These social enterprises tend to emerge organically responding to the need for particular goods and services within different communities across Scotland.  Alternatively, they can emerge from opportunities that arise within communities.

    Some of them own significant capital assets, whilst others provide crucial services such as, employment, social care, health and well living opportunities.

    The economic and social community infrastructure that SENs create also link significantly to local, private and public sector actors. They also significantly enhance social capital reach as measured and proven by the report (U>P Unlocking More than Potential).

    The collective impact of some of these networks have been researched and measured producing impact reports that have evidence the benefits to the local economy and local people including contributing to local community wealth building and retaining income locally. (see examples from Glasgow & Edinburgh below).

    Social Enterprises Financial Issues:

    Social enterprises suffer from the same problems in accessing suitable development capital as equivalent micro, SME private firm but perhaps even more so.  There are a range of factors (outlined below), that have resulted in a lack of social finance provision for these social enterprises.  This has impacted significantly on their ability to develop their services and impact.

    a) The concept of ‘growth’ is too narrowly defined only in terms of geographic expansion, either regionally, nationally or internationally.  It doesn’t appear to recognise that ‘deepening’ the impact of community based social enterprises is just as important. By deepening, it is meant that the reach of the social enterprises is moving beyond the low lying fruit to the harder to reach, harder to address issues within communities.  Equally, it doesn’t appear to take cognisance of the increasing Scottish Government approach to a post growth or wellbeing economy.

    b) The micro nature of these social enterprises is seen as unattractive to social investors and in particular their perceptions of risk. Yet 94% of all Scottish businesses (340,000) are micro sized employing under 10 staff. Within that profile, the size of social enterprises are typical.  Where they differ in relation to risk is that the private sector micro/SME financial default rate is 10.5%, whereas for social enterprises that default rate is less at 6.1% (Responsible Finance, 2018)

    c) The lack of available security is clearly an issue for social investment providers. The asset lock and the lack of equity models can prevent the giving of financial security. Even those social enterprises owning capital assets, will typically have secured these via a grant, which can prohibit these social enterprises from offering them as security.  This can increase the risk profile of these social enterprises which make them unattractive to invest in, although they are typical of this section of the social enterprises.

    d) Code compliancy is seen by social investment providers as a hinderance at best and at worse an obstacle. Rather disappointingly, these providers have shown little interest in developing and creating Code compliant financial products that would meet their needs.  Instead what is available are mere variations of mainstream financial products built upon mainstream legal structures and mainstream concepts of scale and equity. What is required are more bespoke products that are suited to them.

    e) Social enterprises are more difficult to assess than conventional firms because they often have complex – and unusual – revenue streams that are contingent on public sector decision-making including legislative outcomes.  This raises the transactions cost associated with appraisal and the perception of risk.

    Unfortunately, what appears to be emerging is another form of market failure, ironically in the very service that was created to assist social enterprises – appropriate social investment provision.

    Illustrative Examples of Joint Actions between SNIB and social enterprises:

    The impact and scope of community based social enterprises to address environmental and social issues within our communities is well documented.  Operating within Code specific criteria and an OSCR regulatory landscape, they do not fit easily into the mainstream financial ideal.  The appetite of social investors to look beyond the norms existing within mainstream financial services is low, often for very obvious and understandable reasons. However, what cannot be allowed to happen is market failure in the very marketplace that was established to financially assist these social enterprises.

    The SNIB could prevent such a situation from arising and could amplify the potential of these social enterprises. Outlined below are just four ways in which SNIB could act.

    1. SNIB could adopt an approach that recognises the importance of these local socio-economic infrastructures and ensure they can continue to develop. SNIB could contract with SCF Ltd with creating ‘neighbourhood loan funds’ ringfenced specifically for social enterprises in each area.  This is particularly important as research (‘Contract Readiness Fund Report’ Oct 2015 Ecorys) indicates that direct reach and knowledge of how they work is vital to their successful uptake of financial resources.

    SCF Ltd/SCRT, via its links to, and knowledge of, these community based social enterprises, could provide assessments of embryonic business ideas and plans more effectively than SNIB.   Utilising the ‘intelligence’ within the existing SEN infrastructure to avoid uneconomic ‘transaction costs’ and de-risk loan decisions.

    2. When engaging with lenders SNIB could, as part of its due diligence or ESG processes, incorporate or take a lead on encouraging lenders to consider how their supply chains and subcontracting arrangements could benefit social and community enterprises.  This exercise would also ensure that SNIB meets its strategic objective of generating inclusive growth impacts locally.

    3. Recent Land Reform legislation has extended community right to buy into urban areas. However, the Scottish Land Fund is financially limited in the extent to which it can support community acquisition in urban areas. SNIB could match the existing grant pot to introduce blended financial products that would reduce the cost of money in addition to de-risking it.  Utilising the existing SEN infrastructure and its experience and expertise on the ground would ensure that this push happened more quickly and in a more orchestrated and sustainable manner.

    4. Scotland has one of the most enviable social enterprise infrastructures in the world. Rather disappointingly, the social investment substructure is still very limited with a few big players producing a very narrow range of products.  SNIB could support and work with existing social investment providers, like SCF Ltd, to create ‘Code’ compliant products that would be appropriate for social enterprises.

    5. SNIB could support the SCF Ltd ambition to make Scotland a nation of ‘Citizen Investors’ that the Community Bonds and Community Shares infrastructure seeks to create. Citizen Investors are ordinary people investing directly and collectively in their communities. SNIB could underwrite their issues; match any funding raised by these debt instruments; provide 1 year ‘bridging’ financial that gives communities retrospective time to raise money via Bonds or Shares to purchase assets like sports clubs or buildings.

Briefings

Change in community ownership?

Every two years, Scottish Government invests in a thorough assessment of the health of the social enterprise sector. The SE Census involves much number crunching and trawling through of financial reports in order to make some sense of what’s actually happening out there on the ground. From reading the headline figures, the big message seems to be that there really isn’t one - no great changes to report. However one figure does stand out – less than a quarter of the sector considers itself community owned and led. If that’s accurate, it feels like a bit of a shift is happening.

 

Author: Third Sector Value Lab

The latest social enterprise census was launched this week at the CEIS Social Enterprise Policy & Practice Conference.

Unveiled by Communities and Local Government Minister Aileen Campbell MSP, Social Enterprise in Scotland 2019 indicates that there are now over 6000 social enterprises operating in Scotland, generating over £3bn of annual income.

The figures confirmed that social enterprise in Scotland continues to be made up primarily of small, locally-focussed enterprises, with 26% of SEs operating within a single neighbourhood or community and 57% operating within a single local authority area.

Briefings

Keeping wealth local

There’s something approaching a consensus that the days of completely free market, global capitalism are numbered. What most people tend to duck however is the question of what comes next.  For some time now, CLES a think -tank based in Manchester have been advocating a set of ideas that they believe will form at least part of the answer – community wealth building. CLES chief exec, Neil McInroy will be presenting his latest ideas at our shared conference in November along with the one local authority in Scotland to have embraced community wealth building as a central strategy.   

 

Author: CLES

Full report from CLES  here

Community wealth building is an intentional reorganisation of the local economy in order to tackle the inequalities and disadvantages that are today, more than ever, so acutely felt in our homes and communities across the UK.

Work by the Centre for Local Economic Strategies, and others, is developing practice that can be adopted to help change a system that we know is broken and is failing to serve the interests of the vast majority of people.

Whilst the post-war social contract and settlement ensured a benevolent state that managed and redistributed the proceeds of a regulated capitalist market, the state has since – over the last 40 years – become submissive in the face of global capital mobility. Increasingly, wealth has become disconnected to places and the economic fortunes of local people.

“Community wealth building is about creating a fairer, more socially just economy. It is practical action, framed by progressive concepts.”

Community wealth building is therefore about creating a fairer, more socially just economy. It is practical action, framed by progressive concepts. Instead of solely relying on redistributing some growth ‘after the fact’ of its creation, community wealth building seeks to restructure the composition of the economy itself, so that the production of wealth is focussed on community benefit by ensuring it is widely held, shared and democratised.

In June 2019 the Centre for Local Economic Strategies hosted the second annual Community Wealth Building Summit, the only event like it in the UK. The 200- strong delegate list read like a roll call of locations and sectors where community wealth building is happening. From Newham to North Ayrshire and Leeds to Lewisham, this progressive approach to economic development is being adopted by universities, health institutions, community businesses, local councils, as well as the private sector.

Let the movement flourish!

Briefings

Local screens

Despite the dominance of streaming services such as Netflix and Amazon, it seems there’s still an appetite for the big screen. And within that segment of the entertainment market, there’s a healthy niche for community cinema. Perhaps because they pursue different outcomes to the commercial operators such as widening access to film or simply breathing new life into old buildings, this sector has real energy - as reflected by this audience reaction to hearing that the Grassmarket Community Project had won Community Cinema Award in the UK Film Society of the Year awards.

 

Author: Senscot

To read full briefing from Senscot on Cinema and Regeneration click here

Digital cinema has dramatically changed the cinema landscape, allowing communities to show a huge array of film, theatre, music and even sport.  Taking cinema directly into communities is a simple yet effective way to tackle cultural isolation.

By providing affordable access to film, and taking away costs and issues associated with travel, social enterprises can use cinema as a tool to improve the lives of the people they work with.

Community cinema is about bringing people together, sharing the experience and in many cases enjoying additional activities such as live music, discussion, speaking to the film makers and food.

Using film innovatively brings communities together and makes it easier for hard-to-reach audiences to be included in programming plans.  Cinemas within the social enterprise network endeavour to provide a raft of novel programming ideas to maximise their reach, including: • Singalongs • Community films, including shorts screened before the main feature • Autism-friendly screenings • Over-65s screenings • Dementia-friendly screenings • Food and drink themed nights

The Contribution of Social Enterprise

In 2016, Voluntary Arts Scotland and Cinema for All ran a pilot – Grow Your Own Cinema – that supported 20 community groups to pilot regular film screenings across Scotland.  With practical support from national agencies, groups came together to design and deliver cinema experiences in their own communities.

By virtue of being planned by local people for local people, these projects – and other social enterprises – are able to boost an area’s economy, create new learning experiences, promote regional heritage and involve hitherto excluded groups, making them a vital part of the screen industry in Scotland.

“Creating a local cinema is one of the ways that groups look to bring communities back to use the halls and recreate them as centres for the community.” – Matt Kitson, Driftwood Cinema.

“Something small-scale feels more personal and inclusive. Not just allowing people to come in, but actually making people feel part of the area that they live in. I think that that’s a really nice thing and I feel very lucky to be a part of that.” – Simon Lewis, The Birks Cinema.

  • Cinema can be used as a tool for rural, urban and community regeneration if the community is at the heart of the organisation.
  • Cinema is not necessarily about dedicated buildings but can be pop-up cinema events, taking screenings to a range of isolated locations.
  • Cinema needs to be recognised, at a national and local level, as a route to tackling cultural isolation, improving well-being and sustaining community cohesion. To be able to do this it must be resourced properly.
  • Existing rural models of touring cinema could also help more urban communities gain access to film.
  • Partnerships between social enterprises and cinema providers could help grow audiences, reach deprived areas and improve accessibility.

Briefings

Key role for community enterprise

It’s a well-known principle of local economic development that every pound spent in local businesses is more likely to be spent again within that local economy than a pound spent in a non-local business. It’s called the multiplier effect. These simple ideas (such as local currencies)  for retaining wealth within an area have been gradually ratcheted up in scale and ambition by think tank CLES, who now tour the country laying out a compelling argument for Community Wealth Building (sign up here). Their latest report highlights the vital role that community owned enterprises have to play in the overall mix.

 

Author: Jonty Leibowitz

If you want to see community wealth building in action, come to Liverpool 8.

There you will find The Florence Institute – known to all around as The Florrie – a vibrant community hub housed in an imposing Grade II listed Victorian building. Since being restored by local activists in 2012, The Florrie has been a space of empowerment for local residents – building wealth by offering jobs and projects to support those most in need.

It was therefore a fitting venue for last week’s launch of CLES’ latest research on behalf of the Power to Change Research Institute – Building an inclusive economy: the role of social capital and agency in community business in deprived communities. The report looked at how community businesses can support the development of more inclusive economies in deprived areas. Using three case studies (north Hull, west Smethwick, and south Liverpool), CLES has spent the last year seeking to understand how varying forms of social capital are needed to help seed a vibrant local community business scene.

Community businesses play a crucial role in community wealth building by enabling a more plural ownership of the economy. In this context, plural ownership refers to a broadening of the different types of enterprises that serve our local economies, so that there are more community embedded forms of business ownership which are more likely to generate wealth for local residents and communities. This is in contrast to some enterprises which opposed to serving local people and communities extract wealth out of these communities to distant shareholders.

Our research has showcased the clear role community businesses have to play in pluralising forms of ownership in our local economies. Take, for example, Homebaked, a café next to the Anfield home of Liverpool FC. Homebaked has built a viable commercial business that generates wealth for local residents by employing locals, attracting visitors to stay and spend money with local businesses, and by ensuring that any surplus generated is poured back into the business. In doing so, Homebaked has transcended being simply a place to buy delicious scouse pies (and they are delicious!), and instead become a vibrant pillar in what has historically been a deprived community. This is community wealth building in practice – dedicated local actors being empowered to not just take a bigger slice of the wealth (or pie), but to take ownership of their local economies through socially virtuous forms of business, one slice at a time.

There is still much work to do. As participants at our launch discussed, community businesses are still disproportionately run by individuals who are not able to represent their service users’ experience of privilege (or the lack thereof), and there are racial and class barriers to overcome throughout the sector. Our research has shown the correlation between forms of social capital and community business formation, and there is now an urgent imperative to ensure that community businesses are run by and for the most marginalised in every locality.  To scale and amplify, community businesses must not be the preserve of those communities which are time and resource rich or be the product of exceptionally dogged individuals.  Change is needed, whether it be a huge injection of funding in start-up capital, or even something as easy as simplifying the application forms of grants.

One thing is for sure – community businesses are a powerful force for building wealth for their local communities, and now is the time to scale them up and out across the UK. If you want to know what they can achieve, come down to The Florrie and see.

Briefings

What, where and when

Community heritage is hard to pin down because it can be anything and everything that holds meaning for those who live in a given place. It could be something that happened 100 years ago, last week or not at all – it could be folklore, mythical stories or songs that have passed through the generations. Despite this, there’s a real enthusiasm to compile a record of what’s out there. A collaborative effort led by Scottish Local History Forum is building a free, online directory of Scotland’s local history. Click the link and get involved.

 

Author: Scottish Local History Forum

The Scottish Local History Forum is the umbrella organisation for all individuals and organisations interested in local history in Scotland. It publishes a journal three times a year, organises an annual conference in the autumn, campaigns on behalf of local history, compiles occasional reference works, and generally keeps those involved in local history in touch with Scottish activities.

About the Directory

The Scottish Local History Directory is the result of a collaboration between Scottish Local History Forum, the National Library of Scotland and Local Studies Scotland (LOCSCOT) and was inspired by the invaluable publication “Exploring Scottish History” by Michael Cox (last published in 1999).

The project was made possible by work placement students from the Information & Library Studies programme at the University of Strathclyde.

In addition to providing details of the Resources and the Organisations which hold them (including links to the Resource itself if online), the Directory aims to include guidance for the local historian.

The Directory will provide an invaluable tool for:

Academic researchers and historians

Ancestral tourism market

Professional Family Historians

Professional Local Historians

People researching their local history

People researching their own family history

Local history society members

Local history authors

Librarians

Curators

Archivists.

It also allows Organisations holding Resources to raise their profile.

We interpret ‘resources’ in its broadest sense whether available online or not and whether digitised or not. It will include collections of physical artefacts as well as organisations which may not have an archive or collection but can offer access to local knowledge. The aim is also to include Scottish local history resources which are held outside of Scotland.

The information contained within this Directory is submitted online by Organisations holding the Resources and they are invited to update it annually. The objective is to provide a resource which is easily accessed and so no login or membership is required, either to use the Directory or to submit information to it. The Directory is free to use and also free to Organisations wishing their Resources to be listed.

Briefings

Started in Totnes

15 years ago, Rob Hopkins gathered a group of friends in Totnes and kick-started the Transition Town movement which now has a global reach into almost 1,000 communities around the world. The ideas were simple if a little quirky for the time – to find ways of living more sustainably. I met Rob a few years ago and he struck me as remarkably unassuming and low key given the international following that his ideas have attracted. In his new book, From What Is to What If he lists some of his favourite projects that he has encountered along the way.

 

Author: Leo Benedictu

It’s not easy to be a happy environmentalist, but Rob Hopkins might have found a way. In 2005, together with a group of friends in Totnes, Devon, he co-founded what became known as the Transition movement. It seeks to make the world a sustainable place to live, not through protest or resistance, but simply by looking at where you live and making it sustainable. “It’s not that difficult, actually,” he says.

In Totnes, they connected neighbours to share unused gardens. They planted fruit and nut trees in public spaces and bought their own mill. They are now building 27 sustainable homes. And Totnes is just one of the 992 initiatives all over the world that now make up the movement.

In his new book, From What Is to What If, Hopkins looks around this wide network, and elsewhere, at the sometimes brilliant, sometimes eccentric, but always imaginative ideas people have come up with. Sometimes Hopkins can be too imaginative – for instance his summaries of psychology, education and brain science seem wishfully simplistic. In person, however, he is not dogmatic or excitable. Tall and bespectacled, he speaks softly and kindly. Besides, in the most important ways, he is right. We can feel optimistic if we are willing to imagine new ways of doing things not every single one of them needs to work. “Part of the beauty of Transition,” Hopkins writes, “is that it’s all an experiment. I don’t know how to do it. Neither do you.”

Here are some of the projects he champions.

Make your own pop-up village green

The south London suburb of Tooting has many fine qualities, but it is not an area of outstanding natural beauty. Nor does it have an obvious central square for public events in the summer. So one Sunday in July 2017, with £1,743 raised by crowdfunding, a group of local people took stalls, turf and flowers to the bus turning circle on Tooting Broadway and made it their village green for the day. They called the event the Tooting Twirl.

“Transition Town Tooting is a particularly imaginative group,” Hopkins says. “Very artistic and playful.” Before the Twirl, they staged the Tour de Tooting in 2016, a parade of home-decorated bicycles. They also run a community garden, a repair cafe and the annual Foodival, where people contribute locally grown produce, which a group of chefs from Tooting’s restaurants turn into a variety of dishes, served up the following day at a public feast.

Turn your road into a playground

Hopkins makes some tenuous claims about brain development to justify letting children play in the street when one ordinary fact would do: they clearly love it. And thanks to the work of a community interest company called Playing Out, street play is now quite easy to realise, especially in Bristol, where the council has designed a simple process allowing residents to apply to close their road to traffic for short periods.

“You need to have two parents with hi-vis jackets and you have to let everyone on the street know,” Hopkins says. And that’s about it. Organisers often provide a few boxes of chalk or balls or bits of string. Then, given the freedom of the street, the children do the rest. Meanwhile, everyone apart from the two supervisors gets free babysitting. Some neighbours like the chalk to be cleaned away afterwards, but it’s not generally a divisive event. It can be quite convivial, in fact. Perhaps more than anything else in the book, it’s something you could quite easily start tomorrow.

Tune back into nature

It’s easy not to hear the birdsong that surrounds us, even in cities; but Hopkins believes that with a little practice you can learn to notice it again and enjoy life a little more as a result. From the fanzine Caught by the River, he found out about people who seek out the experience and decided to join them for Dawn Chorus Day in May last year. It wasn’t the easiest decision, because it meant getting out of bed at 4am.

Dawn Chorus Day began in Birmingham at some mistily remembered moment in the 1980s, and has since been held on the first Sunday in May each year. “I thought: “Well, I’m going to get up early and listen to some birds,” Hopkins says. It wasn’t the easiest decision, because it meant getting out of bed at 4am. “But actually it was magical. It was like going to the Royal Philharmonic.” For a long time afterwards, he noticed birdsong more keenly, wherever he was. “It really brought me back into the world so much more than I was before … I do it once a year now and it kind of lasts me through.”

Play!

When a Transition group wants to imagine the future of its community, Hopkins recommends not holding a meeting, exactly, but playing a game. Called Transition Town Anywhere, it was devised for the Transition network conference, and involves building a model of the town you want from spare boxes and other odds and ends.

“Our cardboard-and-string shops, banks, doctors’ surgeries and bike repair workshops took on a reality,” Hopkins says in the book, “and that reality assumed a deep significance. People were proud of what they had created.” Today, some of them have reason to be even prouder. When they first played Transition Town Anywhere, Hopkins and his group devised the Yeast Collective, a combined bakery and brewery. “As I write this,” he says, “the brewery has been up and running for five years, and is shortly to move into a shared space with an amazing sourdough bakery.”

Give prisoners something meaningful to do

One of the biggest problems for people in prison, or at risk of going to prison, is finding something – besides crime – to do. Hopkins visited LandWorks, another Devon charity, which operates a market garden for offenders and potential offenders on a two-acre patch of land in a former quarry. The project’s “trainees”, as they are called, spend six-months developing skills in growing, landscaping, pottery, woodwork, construction and design, and cook and eat together.

The project gives prisoners a sense of purpose and belonging. LandWorks claims its reoffending rate is just 4%, far lower than the UK national average of 29.3%. The charity’s approach could easily be copied just about anywhere. When Hopkins visited, one of the staff told him that a few days previously he had seen a couple parked in a car outside the site. The staff member asked if he could help them. “The guy said: ‘I came here four years ago. I was just showing my girlfriend.’ It had been such a profound shift for him.”

Turn your city into a park

 “It’s one of the most beautiful ‘what if’ questions,” Hopkins says. “What if London was a national park?” And as you may have heard, this actually happened in July, when the mayor of London, Sadiq Khan, signed the charter to declare it the world’s first “National Park City”. To some extent, this is just a branding exercise, intended to encourage people to protect and enjoy the capital’s green spaces. In another sense, the way people see the city is the most important thing of all.

The vision came from Daniel Raven-Ellison, a geography teacher and devoted walker, who calculated that 49.5% of London was already green and blue space. Besides organising a free National Park City festival, it is now “the mayor’s ambition” to reach at least 50% and to “increase tree canopy cover by 10%” by 2050. If it becomes normal to see this giant city as a natural environment as much as a built one, that will be the biggest change of all. “It’s an overarching narrative that opens up so many possibilities,” Hopkins says. “I love it. It’s beautiful.”

Make your own museum

The old silk mill in Derby, built by the Lombe brothers in the 1720s, was arguably the first factory in the world. In 1974, it became the Derby Industrial Museum, but by the 2010s it needed a fresh start. The project was entrusted to Hannah Fox, whose brief, says Hopkins, was: “Here’s the keys and a very small budget. See what you can do.” Next summer the silk mill will be relaunched as the Museum of Making, designed and made by the residents of Derby.

Fox began by building a workshop on the site and inviting local people, with some expert help, to create a prototype museum, right down to the cafe furniture, exhibition cases and displays. With this design, they were able to secure funding for the project. Once the main renovations are complete, the plan is for local people to finish the fit-out. In the meantime, a mobile “Makory” tours the area, offering a preview of the attractions in the new museum, and Derby hosts an annual Maker Faire, gathering people who enjoy making things to display and share their skills.

This community-led approach has been so well received in Derby that it is now a normal way for the city’s other museums and galleries to begin new projects. Hopkins dreams of seeing it spread further still, perhaps even into hospitals and schools.

Be like Liège

“I’ve spent 12 or 13 years working with different Transition groups all across Europe with this vision of the future in my head,” Hopkins says. “Normally, I’m the one who’s saying: ‘It could be like this. What would it be like if it was like this?’” About five years ago, however, he visited Liège in Belgium, where a small group of people had formed a plan to create a “food belt” around the city. The aim was, within a generation, for most of the food eaten in Liège to come from less than 9km away. Naturally, Hopkins loved the plan. Then he went home.

Four years later they asked him back and he could hardly believe what he saw. “They had started 21 cooperatives and raised €5m. They had two farms and two vineyards and a brewery, and three shops in the centre of the city, and pedal-powered business collecting it all together, and a local currency they all use. Their waste gets taken off by somebody who grows mushrooms on it … 70% of all the food for the schools comes from an organic market garden. It was really emotional for me.” It had clearly been hard work for the Liègeois as well – “some were quite frazzled by it” – but it seemed to Hopkins that the change is now permanent. If you want to know how ambitious your town can be, look at Liège.

Enjoy boredom

“There is something about the lure of a smartphone that I find unable to resist,” Hopkins says and he is far from alone. In the book, he suggests a range of techniques to deal with the problem, from deleting apps to making the screen black and white, or even consciously uncoupling from the device on a meditation retreat. There is a more direct approach, however: just embrace being bored.

Hopkins quotes the American academic Sherry Turkle’s remark: “Boredom can be recognised as your imagination calling you.” On this basis, he believes it’s an important part of being happy and generating good ideas. It is, he writes, “a moment when our brain might start composing a song or a poem, coming up with a really interesting idea for supper or a new approach to a problem”. Hopkins went to art school, and finds being away from his phone gives him more chances to draw. He now has an old Nokia, which has required him to relearn the habits of predictive text – a nuisance, he admits. “It hasn’t even got Snake on it.”

 

Create a Ministry of Imagination

“I appreciate that this might sound like something out of a Harry Potter book,” Hopkins writes. Indeed it does. Still, he believes that both local and national government would benefit from a department that would evaluate the effect of policies on the public imagination and try to make other departments more imaginative themselves. On looking into it, Hopkins even found an example already in existence. In Bologna, Italy, an Office of Civic Imagination helps community groups work with local government to improve the city. The idea emerged when several people volunteered to repaint a park bench but became entangled in a bureaucratic nightmare and eventually required the separate authorisation of five different departments. The office now runs six regular city labs, where they try to understand how citizens and government can work together.

From What Is to What If: Unleashing the Power of Imagination to Create the Future We Want by Rob Hopkins is published by Chelsea Green (£19.99).