The changing face of social enterprise — Ashley Community Housing

Although originating in Bristol, Ashley Community Housing, a social enterprise and housing association specialising in the resettlement and training of refugees, now has dedicated offices in Birmingham (opened in 2012) and Wolverhampton (opened in 2015).

Established as a Company Limited by Guarantee in 2008, Ashley Community Housing believes it is unique amongst UK housing associations in that its primary focus is the care, training, health, wellbeing and employability of refugees, and many of it staff, including Fuad Mahamed its CEO, have personal lived experience as former refugees.

Fuad Mahamed CEO

Fuad came to the UK as a refugee with no English and went on to obtain a first class degree in Engineering from Bath University followed by an MSc in Management from Lancaster Business School. When Bristol-based Euro Hostels collapsed and started evicting people, he stepped in, setting up Ashley Community Housing in 2008 to support the resettlement of refugees like himself.

The service now spans three cities, employs 50 people and has resettled over 2,000 people from refugee backgrounds. Fuad is also a Fellow of the Clore Social Leadership programme and has used this platform to argue for a new and more positive perspective on the settlement and integration of refugees and forced migrants.

Ashley Community Housing now supports around 800 tenants and 500 learners every year. It provides fully supported accommodation in Bristol, Birmingham and Wolverhampton, backed up with training in vocational skills, language, literacy and IT. Its employability support includes specialist coaching, classroom training and work placement programmes (including local volunteering) with multilingual support. A dedicated subsidiary called Himilo Training has been established to deliver its various training programmes.

Ultimately, ACH’s aim is to entirely redefine the narrative around refugees and skills and its #rethinkingrefugee campaign — now in its second year and recently highly commended by the UK Housing Awards 2017 — is central to this. “We want people to stop seeing refugees as a problem and begin to understand the social, civic and economic contribution they are able to make to society. And the best way we can do that,” says Marketing & Communications Officer Matthew Rogers, “is by building individuals’ resilience in the labour market, up-skilling and supporting them into sustainable, higher level employment, helping them towards independence and easing their integration into UK life.”

We want people to stop seeing refugees as a problem and begin to understand the social, civic and economic contribution they are able to make to society

Over the next ten years ACH will support a further 25,000 refugees. “But,” says Rogers, “we’ll be doing this with even more ambitious aims in mind. We want to see those we support making  economic and career progression from entry-level jobs to median-salary roles and we’ll be providing support aimed at enabling this.”

How you can help

 Ashley Community Housing is always on the look-out for possible partners who share its values of working towards system change, race equality and social justice in relation to employment outcomes for individuals from BME and refugee backgrounds.

You can get involved in ACH’s #rethinkingrefugee campaign by attending its #rethinkingrefugee conference in Sandwell on Tuesday 10th October, from 2pm-4pm in the Council Chamber of Sandwell Council House. BOOK HERE.

You can find out more about ACH’s work by contacting Matthew Rogers, Marketing & Communications Officer — send mail or ring 0117 941 5339.







Social care as a local economic solution in the West Midlands — new report from Localise WM & NEF

Click to view report

Localise West Midlands and the New Economics Foundation have just published a new report called Social Care as a Local Economic Solution in the West Midlands.

The report argues that rather than viewing social care primarily as a problem, innovative new policy perspectives should be adopted — especially at the West Midlands Combined Authority (WMCA) level — that would not only improve social care but would also enable the social care system to be harnessed as a means of generating inclusive prosperity across the region. Social care rather than grand, city-centre prestige projects should be the central plank of WMCA economic policy.

The report argues that:

» Social care is on the brink, if not already in, crisis. Provision is on a cliff edge as a result of national funding cuts, an ageing population, and a dysfunctional system dominated by ‘too big to fail’ companies. The West Midlands’ population of over-65s is expected to increase by 19% by 2025 alone.

» More funding is urgently needed, but is only part of the answer. There is an imperative to do more with less at the local and regional level: to make every pound of public money work as hard as possible for the achievement of multiple objectives.

» Care must be reframed as no longer just a ‘cost’, but a major economic sector with the potential to deliver prosperity across the region. Nurturing a diversity of community-scale providers would make the system as a whole more resilient and person-centred.

To learn more follow LWM’s conversation on Twitter: @localisewm using #socialcare and #goodlocaleconomy

We’re still on the hunt for newer, younger social enterprises with interesting stories to tell — you could be one of them

As part of our Big Lottery ‘Awards for All’ project we’re still on the hunt for interesting news stories from newer, younger social enterprises that will help illustrate new, changing and emerging trends in the sector. 

If you’re doing something new and interesting, we want to hear about it. Tell us something about yourself and your social enterprise and we’ll see how best your story can be featured: send mail or ring Alun Severn on 0121 233 0278.

The kind of things we’ll need to know about you are:

  • What you do and why you do it.
  • The community benefit / social value you deliver or intend to deliver (with specific examples if possible).
  • A bit of background — how long you have been operating, why you began, any notable successes or milestones.
  • What you want / need from people who read the story — e.g. do you need volunteers, contributors, funders, donors, referrals, partners?


We’ll work with you to develop the story and feature it here on the BSSEC blog.

So far, we have especially enjoyed working on pieces about ashebo CIC, Ballot Street Spice, and Changes Gardening — but every one of the stories we’ve covered has something instructive to say about how the sector is developing and changing.

Background to the project — PDF.

See all the new social enterprise stories we have featured so far.













The changing face of social enterprise — ashebo CIC: linking up play, equality, training & ancient woodlands

ashebo CIC, incorporated in 2013, offers another example of how the Community Interest Company form is enabling those with an interest in trading for social purpose adopt a recognised social enterprise legal structure.  Just a decade or so back these entrepreneurs and many like them would probably have been simply self-employed or sole traders. The CIC legal form has without a doubt opened up new avenues for those whose activities have a social purpose.

ashebo CIC was founded by Kemi Folarin, a youth, community and play worker with over twenty-five years’ experience. It provides projects, programmes, training and consultancy services that are all linked by a common theme — that of improving the lives of children, young people and families, whether through play, creative opportunities, outdoor activity, community events, mobile play, or training in a range of professional disciplines associated with children and young people. 

Kemi Folarin, director of ashebo CIC

From bespoke programmes of children’s play and development activities, to training and capacity-building for community organisations, to outdoor nature and environmental activities, to community engagement and consultation services, ashebo CIC is developing into a unique ‘offer’ that touches on a wide range of children’s, young people’s and family services.

Recently — and for the second year running — the enterprise delivered a free four-week ‘play works’ training course for adults wanting to improve their understanding of the role of children’s play, reflecting its commitment to enabling community organisations, parents and others involved in play to make it more rewarding for all concerned.

But what gives this small CIC such great potential is its access to a three-acre plot of pristine ancient woodlands just twenty minutes from Birmingham city centre. The site was purchased by Kemi Folarin because as well as wanting to sustain and manage these ancient woods, she also saw that they would enable the CIC to offer tailored programmes in health and wellbeing, forest schools, bio-diversity, climate change awareness, understanding eco-systems and environmental play and woodland crafts. The woodlands are classified by Natural England as a Site of Special Scientific Interest (SSSI).

Some of the inner city children we take to the woodlands have never seen anything like this. The only green they have seen is a local park — Kemi Folarin

The woodlands is the side of ashebo CIC that Kemi now most wants to develop. “Some of the inner city children we take to the woodlands,” Kemi says, “have never seen anything like this. The only green they have seen — if they are lucky — is a local park. We take women there and to adjoining meadow-land for yoga and relaxation classes.  The woodland has huge potential for community use and involvement.”

But this is where the CIC most needs help. There are significant opportunities — through English Heritage, Natural England and other funders — to raise resources to help sustain and manage the woodland, for habitat and wildlife conservation, for learning and keeping alive the old forestry skills of natural hedge-rowing and coppicing. “But we need to develop a Woodlands Management Plan,” says Kemi, “and we need people with woodlands skills and expertise who can help develop appropriate funding bids. Right now, we also need volunteers with chainsaw skills and equipment to help clear deadwood.”

If you can help ashebo CIC in any of these areas, the enterprise would love to hear from you. From little acorns, as they say… 

ashebo CIC


Contact ashebo CIC





Sustainability should be a top priority for social enterprises — what do you think?

Daniella Genas

We’re always keen to hear the lessons that young entrepreneurs have learnt at first-hand — especially where they may say something about changing attitudes in the social enterprise sector.

Well, today we have a guest piece kindly written by Daniella Genas, a serial entrepreneur and social entrepreneur.

If you are unable to generate revenue for your business then you are just social without the enterprise — Daniella Genas

While Daniella acknowledges that not all social enterprises can generate revenue at a level that enables them to become financially sustainable, she also thinks that many can — except for the fact that they don’t make achieving sustainability a big enough priority.

Read her piece and see what you think.

We thank Daniella for making this contribution.




ART Business Loans chooses sector stalwart as new chair

ART Business Loans has just chosen voluntary sector and social enterprise stalwart Dr Nick Venning as its new chair.

Nick, who retired from PwC in 2016, has used his new-found free time to devote himself to even more third sector and charitable projects. He is founder and co-chair of Birmingham’s CSR network, Thrive, has a life-long association with homelessness charity St Basil’s — whose fundraising committee he chaired for over ten years — is deputy chair of Birmingham Civic Society, a board member of CSR City and the School for Social Entrepreneurs and in 2015 became the first honorary life member of Social Enterprise UK West Midlands. He was recently appointed a Deputy Lieutenant for the West Midlands.

Dr Nick Venning (photo: ART)

“We are delighted that Nick has joined ART’s Board and is now our Chair,” says ART chief exec Dr Steve Walker. “His experience and ethos fit perfectly with ART and he is well placed to support our continued growth and development.”

Nick says: “I look forward to working with my colleagues on the Board and with ART’s staff team to build on ART’s impressive record of success over the past twenty years. The immediate challenge is to explore new and sustainable funding streams to meet increasing demand for loans. I am delighted to confirm that ART has at least £7.5m to lend over the next three years – and we will be looking to grow from there.”

Since it launched in 1997 ART has injected in excess of £22m in loans of between £10,000 and £150,000 into the West Midlands economy, helping hundreds of enterprises, including social enterprises, survive, diversify and grow, protecting  or creating thousands of jobs. ART Business Loans is based at Innovation Birmingham Campus.

The changing face of social enterprise — Second Pedals CIC

Second Pedals CIC is bicycle refurbishment, rebuilding and resale enterprise based on Castle Vale, Birmingham, and is another example of how the CIC legal structure is being used to start up and grow interesting and useful trading activities that have a social purpose and offer community benefit.

Second Pedals exists to encourage healthier and more active lifestyles through cycling, to reduce the number of old unloved bikes that end up in landfill, and — most importantly — to repair, refurbish and rebuild bikes so that they become affordable new cycles for those who really want to make use of them.

Mariam Yate, one of the founders of Second Pedals, says, “We started the enterprise because we wanted to see more people using and riding bicycles. But in order to use a bike you need to have access to one, and for many people bicycles are too costly. We wanted to find a way of making bikes more affordable. When we realised how many bikes end up at tips and scrap yards, we started to put two and two together! As passionate recyclers we started collecting these bikes and giving them a makeover and a fresh lease of life. This was where the idea for Second Pedals came from — it was about recycling cycles!”

But bike ownership is not the only barrier to bike useage. Repair, maintenance, riding confidence, road skills and safety, and companions to cycle with  — all of these too play a part in how likely people are to make use of the cycles they have.

To meet these other rather different needs Second Pedals began to develop Dr. Bike repair surgeries, the sale of spare parts and accessories, and bike clubs and group rides.

When we realised how many bikes end up at tips and scrap yards, we started to put two and two together…it was about recycling cycles — Mariam Yate

After 18 months of trading the enterprise has grown into a monthly pop-up shop and is looking at options for a second. Second Pedals always needs volunteers to help out at the pop up shop and events, so there’s bound to be something you can help with if you’d like to volunteer.

What the business really needs now, however, is affordable premises that it can use as a base to develop and grow. Maybe you can help there too?

So if you’re thinking about acquiring a bike for yourself, or a family member, or a first cycle for a child, you don’t have to go to the flashy new cycling boutiques, trendy as these now are. There is another way: let Second Pedals ‘recycle’ you a cycle.

As ever, it’s what customers say that counts. — and you can read the testimonials from happy customers on Second Pedals’ Facebook page for yourself.

A happy customer (photo: Second Pedals)

Second Pedals

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New social enterprise networks and free networking events

Opportunities for social enterprise networking have become increasingly important. As funding for other more formal types of business advice and support has disappeared, there seems to be a growing appetite for peer support, networking and opportunities to meet like-minded people who are grappling with their own social enterprise problems and want to share expertise, experiences and solutions.

iSE is at the forefront of helping build new networks and forums for social enterprise — especially in localities where they haven’t previously existed — and has just announced the following free networking events.

Thursday 3rd August, 11.00am to 1.00pm, Soho House, B18 5LB  Come along to Soho House and see what’s happening in our newest place-based social enterprise network, SOHO, in west Birmingham and Smethwick!  Send mail to book

Wednesday 9th August, 8.30am to 10.00am, Eden Café, B23 6DB Enjoy great coffee and good conversation with other leading social entrepreneurs at YMCA Birmingham’s Eden Cafe and find out what’s new in north Birmingham!  Send mail to book

Tuesday 15th August, 8.30am to 10.00am, iSE, B12 0HJ Our original social enterprise network is still growing with new, innovative social enterprises starting each week, this forum constantly inspires us!  Send mail to book

PSIAMS Scoops Prestigious Healthcare Innovation Award

PSIAMS Systems has won a prestigious award celebrating the very best of innovation in healthcare around the West Midlands.

PSIAMS was given the gong in the Social Enterprise category of the West Midlands Academic Health Science Network (WMAHSN)’s second annual Celebration of Innovation Awards.

Around 300 people from across the region’s NHS, industry, academia, third sector and patient population gathered at the Hilton Metropole at Birmingham’s NEC on 20 July to see PSIAMS lift the award.

The awards were established in 2016 to recognise and celebrate the work of individuals and organisations in developing better healthcare and increasing wealth for local people, and the ceremony will provide an opportunity to celebrate achievements from across the West Midlands.

107 entries were submitted across the 12 categories, which were assessed by a panel of experts to choose the eventual winner.

PSIAMS won the Social Enterprise Award (sponsored by i-SE), for their collaborative approach to healthcare across the voluntary, community and social enterprise sector, allowing the sector to scale and present solutions to divert and reduce the pressure of health services.

Dr Christopher Parker, Managing Director of the WMAHSN, said: “We are absolutely delighted that PSIAMS won the Social Enterprise Award.

“It was so challenging to pick out the winners from such a strong field. Every judge was in agreement that all the submissions showed an astonishing breadth of scope or approaches that were truly innovative and able to transform patient care, provide solutions to significant challenges or break down barriers across our region. It was truly inspiring to be involved in judging the entries.”

Mark Ellerby, Director PSIAMS Systems, said: “The Award recognises the hard work the PSIAMS team have put into developing innovative solutions and our disruptive approach in the sectors we work in.

“With the support of Dudley CCG, Dudley MBC and our growing customers base we now have over 350 system users operating across, not only in Dudley, but also Wolverhampton, Birmingham, Solihull, Warwickshire and Leeds. Our solutions now include case management, asset management, HR, outcomes measurement and web integration…to name just a few.”

The changing face of social enterprise — Ballot Street Spice

Children at Ballot St Spice (photo: Victoria Park Academy)

It is rare to see social enterprise featuring in the school curriculum and rarer still within primary schools. But this is exactly what is being done at Victoria Park Primary Academy in West Smethwick.

Victoria Park Primary Academy is part of the groundbreaking Victoria Academies Trust, a six-school primary only multi-academy trust established on 1st January 2014. The trust has seen its DfE-approved sponsor school (Victoria Park Academy) transformed from special measures to ‘outstanding’ in just 1,000 days.

In 2014, the primary academy began to explore the use of traditional culinary spice mixing as a means of bringing an exceptionally diverse community together — fifty-two languages are represented at the school. Blending spices, the school believes, creates opportunities for a thriving community. And this was the idea for the Victoria Spice Academy.

Social enterprise can be used in schools to teach enterprise skills, create richer learning opportunities, promote community engagement and illustrate how trading can have a social purpose

This grew into weekly workshops and bazaars at which pupils, staff, parents and the wider community get together to share their ‘spice stories’ and learn more about the heritage of spices and how they are used in different cultures, countries and families. It’s all part of seeking ways to connect a diverse community and further embed the school in its local neighbourhoods. These sessions have gradually been expanded to include topics for parents as much as pupils — advice sessions and guest speakers on employment or interview tips, for instance, as well as healthy eating.

But the school  believed the idea also had commercial potential and began to develop Ballot Street Spice as a social enterprise offering handmade spice blends. Its first blend was Mrs Mahal’s Massala and this has since been joined by two others, along with branded mugs, aprons and packaging. The enterprise is in the early stages of trading but now, with the help of a dedicated social enterprise lead, Mrs Shakeela Iqbal, the school plans to take the business to the next level, significantly increasing its trading activities. It hopes to incorporate Ballot Street Spice as a Community Interest Company later this year.

What is perhaps most interesting is the thought the school has given to embedding the social enterprise in the curriculum. For instance, pupils in all years are set an enterprise-related challenge. A recent Year 6 group invented a spice game; another group was set the challenge of encouraging customers to stay longer at the school and buy more (clue: start with a mug of Ballot Street Spice’s new  Spicy Hot Chocolate and work from there).

If you have been inspired by what you have read here about Ballot Street Spice there are numerous ways you can help it continue its development:

» If you’re a retailer looking to support school enterprise initiatives, consider buying spice mixes.

» Local restaurants — use Ballot Street Spice mixes and promote the fact that you do so.

» Local organisations of all kinds — consider asking Ballot Street Spices to attend your events, venues, conferences and meetings. “We can sell spice mixes and other products, give presentations, talk about the history and culture of spices — and we’ve got lots of children who love to give spice demonstrations and talk about Ballot Street Spice and what they are doing!” says Mrs Iqbal.

There are also skills and volunteering opportunities for parents and local residents.

Ballot Street Spices is a fascinating example of the way that social enterprise can be used in a school setting to teach enterprise skills, create richer learning opportunities, promote wider community engagement and explore the sometimes complex idea of how trading can have a social purpose.

Contact Ballot Street Spice: 0121 558 8701 (school switchboard); send mail to Mrs Shakeela Iqbal, Social Enterprise Lead, Victoria Park Primary Academy, Ballot Street, Smethwick, B66 3HH

Ballot Street Spice

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The changing face of social enterprise — Inside Outcomes

Inside Outcomes began life as a private consultancy, owned by Darren Wright, offering client-management software solutions along with support and training for organisations looking for ways to record and demonstrate the improved outcomes their clients achieved from the services they accessed.

We’re looking to provide civic technology for health and wellbeing in much the same way that MySociety does to support democratic empowerment — getting as close to free as possible whilst maintaining a viable business — Darren Wright

Over several years the company developed a measuring methodology based on combining all key national outcomes frameworks — including NHS, Social Care, Public Health, Social Justice, NICE Guidance and others — into a single database and then aligning these key outcomes to common issues that clients present with. This enables organisations to track the outcomes their services achieve — even if they are unaware of the relevant national service indicators. “The example I tend to use,” Darren Wright says, “is that if your organisation can get someone out of temporary housing, we can show you precisely how this relates to the Public Health Outcomes Framework.”

Client-management software was then designed that enabled a whole-person assessment of the service-users involved, so that all of the often inter-related issues a client might face could be accounted for. The method is intended to enable organisations to provide a better evidence-based account of social outcomes and to demonstrate the impact of inter-related services.

Darren Wright, Director, Inside Outcomes CIC

Initially, Inside Outcomes was seeking to commercialise this software but over the course of several years came to the conclusion that there were other — and better — ways to promote its adoption. The interest of this particular story lies in the route that Inside Outcomes has chosen to try and address the problem. It became a social enterprise, incorporating as a new Community Interest Company just a few months ago.

The enterprise says that this has enabled it to adopt a fundamentally different business model — and one it believes will be beneficial to users while also giving greater numbers of users the confidence to adopt the software.

There are significant obstacles to organisations adopting client-management and outcomes measurement software. Cost is a major disincentive. Many proprietary systems are substantially over-priced when compared with other types of software and not all organisations can meet these costs. Selection is also an issue. Many organisations struggle to understand whether they are buying into the system that is best for them and the services they provide. Confidence too is a major problem: what happens if a provider retires a proprietary system or goes bust?

Under this new social enterprise model, Inside Outcomes has made its software Open Source. Darren Wright explains why: “I believe that social enterprises, the voluntary sector and health more generally needs to embrace open source technology. Too many systems are being developed in isolation and the organisations using them suffer from a lack of resilience. Open Source software means that any developers can integrate different systems and the free availability of the software removes concerns that users of proprietary software may be left high and dry if a company goes bust.”

Inside Outcomes realised that it had two assets that were of community value. “We had a unique outcome methodology,” says Darren, “and software to deliver it. By taking on the CIC form we aimed to lock those assets for community benefit, both in providing the software under an Open License and being transparent in the way we deliver support to organisations.”

While continuing to offer the Open Source software free of charge, the enterprise plans to generate revenue from providing training, software customisation, and technical support such as cloud-based hosting.

“In essence,” Darren says, “we’re looking to provide civic technology for health and wellbeing in much the same way that MySociety provides civic technology for democratic empowerment — getting as close to free as possible whilst maintaining a viable business.”

The next stage in this transition to a social enterprise model, according to Inside Outcomes, is to get users of the system to help develop a standardised list of codes that relate to social policy. That will allow the company to help organisations aggregate data and better understand patterns of need, service demand and outcomes. The more users there are, the greater power of the aggregated data.

Using the Open Source software as a basis, Inside Outcomes reckons it can set new users up with customised software and shared server facilities for around £1500.00 a year — significantly cheaper, it believes, than options based on ‘closed’ proprietary systems and independent hosting and server arrangements. In the longer term, the company hopes it will also be able to provide system set-ups for free to some users or sectors as part of its social mission.

Inside Outcomes is keen to talk to any organisations that are interested in improving the way they gather evidence and the uses they are able to make of it. “We can provide software to do this,” says Darren Wright, “but we also bring many years of experience of commissioning and running services to the table as well.”

Inside Outcomes: Darren Wright, director, 0121 288 7487 and 07971594924
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UPDATE 07/09/17: It has just been confirmed that Inside Outcomes has just been chosen to join the Serendip Smart City Incubator programme. Operating at Innovation Birmingham Campus, the programme provides market access and expertise for digital businesses through close partnerships with major organisations such as Barclays and London Midland. Its aim is to accelerate the early growth of new businesses. The programme is a partnership with West Midlands Academic Health Science Network (WMAHSN). Inside Outcomes will receive six month’s free co-working space at the Innovation Birmingham Campus supported with one-to-one business mentoring.













The changing face of social enterprise — Miracle Laundry

The Miracle Laundry, Kings Heath (Photo: Jericho Foundation)

The Jericho Foundation in Balsall Heath is far from new. Over the past thirty years this organisation — and the group of social enterprises it operates as a means of creating employment opportunities for some of Birmingham’s most disadvantaged groups — has become a key employer in the local area.

But Jericho’s latest venture most certainly is new: it is the Miracle Laundry, Kings Heath, which opened in June 2017.

A social enterprise laundry? Yes — and this is what makes Jericho such an interesting organisation. There’s something slightly counter-intuitive about the social enterprises it develops.

Let me explain. We are used to seeing social enterprises that are immediately recognisable as such — the services they deliver are their social mission: health, or services to support families or young people, elderly care or services for other specific groups that are vulnerable for a combination of reasons.

But this is not Jericho’s approach. Jericho looks for gaps in the market where it can offer goods and services that have long-term commercial potential and are needed by local communities. In this way it is able to establish social enterprises that offer the greatest opportunities for creating employment and training opportunities for the groups of clients it works with, including disadvantaged young people, ex-offenders and victims of modern slavery. And because they are commercially sustainable enterprises, it is able to use the surpluses created to provide the additional training, mentoring and support its clients need.

Jericho looks for gaps in the market where it can offer goods and services that have long-term commercial potential…In this way it is able to establish social enterprises that offer the greatest employment opportunities for the clients it supports

Some of its enterprises — such as its recycling and wood recycling services and the more recent ReUsers outlets, which sell ‘upcycled’ goods that would otherwise have ended up in landfill — also deliver additional environmental benefits.

In Jericho’s model you really can see what is often referred to as social enterprise’s ‘triple bottom line’ at work — trading to deliver economic, social and environmental outcomes.

Miracle Laundry is the ninth Social Enterprise from the Jericho Foundation. Others include: Catering, Cleaning, Construction, Landscape, Print, Recycling, The ReUsers and Wood Recycling.

The Miracle Laundry, 282 Vicarage Road, Kings Heath, B14 7NH. 0121 441 5431. Collection and delivery service also available — call for a quote.

The Jericho Foundation 0121 647 1960 or send mail.

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School for Social Entrepreneurs turns its attention to community businesses


Yet more evidence that new trends and directions are emerging in the social enterprise sector.

The School for Social Entrepreneurs in the Midlands (SSE Midlands) has just announced that its new Community Business Trade Up Programme & Grant is open for applications.

SSE Midlands is looking for people leading organisations that put their local area at the very heart of what they do: the restaurants, community centres, bakeries, farms, sports clubs and pubs (to mention just a few) that are run by and for local people.

The programme supports the leaders of early-stage community businesses with:

  • A fully funded six-month learning programme (consisting of 12 learning days), and
  • A grant of up to £10,000.


The learning programme runs from January to July 2018. Its focus is to grow community businesses’ impact by increasing their sales and trading income. Participants will receive expert support and learn with other community business leaders in cohorts of 10.

It’s a great opportunity for community-focused organisations in the Midlands looking to grow. 

The deadline for applications is Wednesday 11th October 2017. Interested parties are encouraged to complete an Expression of Interest by the end of August so that  they can be advised whether they should progress to submission of a full application.

Who should apply to Community Business Trade Up?

Organisations that are run by and for a local community, for a social purpose. You should be trading or planning to trade and your profits should be reinvested for the benefit of that community.

Eligible organisations must be at an early stage and planning to grow. By this SSE Midlands means that you have already started and have plans to grow your sales and trading income by at least £10,000 in the next year.

Find out more, read the guidance, download application pack, complete an Expression of Interest.


The changing face of social enterprise — Summerfield Community Gardening Project

Summerfield Community Gardening Project is a a local project based at City Hospital greenhouses. It aims to promote well-being by connecting people and plants through gardening.

Summerfield Community Gardening Project volunteers at City Hospital (photo: SCGP)

The work the group is doing at the City Hospital Greenhouses is part of Summerfield Residents Association’s overall aim to create community involvement and a sense of pride in our area.

The project took over the City Hospital greenhouses at the hospital’s invitation  just under two years ago. Now, in addition to growing plants and vegetables — including flowers for hanging baskets and floral home-made troughs to enhance the neighbouring streets — the group has set-up a unit for creating compost from the Eye Hospital’s food waste and organic waste from local businesses.

It is also in process of establishing a vermaculture where earthworm castings can be harvested and recycled in the form of a powerful fertiliser and soil preservative.

It also plans to utilise more of the heat generated from the composting process, along with solar-powered lighting, to warm the soil and make it possible to employ one of the greenhouses throughout the winter.

The project aims to be self-sustaining within twelve months through plant, compost and fertiliser sales and possible tie-ins with local restaurants around fresh, specialised vegetables.

Other avenues the project plans to explore include connecting to the local health economy, offering a satisfying pastime to people who need to occupy themselves productively or engaging with local schools and colleges for their students to gain experience either in plant lore or in commerce and marketing.

The project will seek funding to bridge the gap between now and self-sustainability and will shortly be making applications to a number of trusts and funders.

Over thirty people attended one of its recent ‘worm workshops’ and the project has a steady stream of visitors and volunteers throughout the year. The project got top marks from judges in last year’s RHS It’s Your Neighbourhood In Bloom Competition and a special mention at the awards.

Produce at the SCGP

Now, I’m not a gardener but as someone who has unhappy memories of City Hospital (through no fault of the hospital, I hasten to add), I find this really heart-warming. It seems such a terrific opportunity and it’s great to see social entrepreneurs stepping up to take on this challenge. So come on, you keen gardeners, horticulturalists, foodies and fresh air fiends! Surely, there’s something you too can do to help this emerging social enterprise on its way?

The Summerfield Community Gardening Project opens on Mon, Wed, Fri & Sunday mornings 10 till 12 and is marked on Google maps.

You can find out more about what the project is doing on its Facebook page and you can send mail to Christopher Vaughan, the project co-ordinator.

Read all ‘Changing face of social enterprise‘ posts.






The changing face of social enterprise — Birmingham Impact Football Club CIC

Birmingham Impact Football Club CIC is one of Birmingham’s newest community interest companies. With support from iSE’s FUSE enterprise skills programme and incorporated just last month, the enterprise is the brainchild of Zehir Kadra, a professional football scout, qualified coach and passionate advocate for grassroots sport.

Zehir Kadra (Photo: iSE)

The club exists to provide grassroots football opportunities for all children of all abilities who wish to play for fun or competitively in a team. It offers professional football coaching, as well as opportunities to play competitively and attend trials with the PFSA. Its coaches are all UEFA and FA qualified and one is also qualified to coach children with disabilities.

Zehir was inspired to set up his own coaching club as a means of raising the standards of grassroots coaching. “As a football scout,” he explained, “I travelled to many local grassroots clubs to watch my local kids. After seeing the poor standard of coaching and hearing and reading about the limited opportunities available to local kids — an issue being raised repeatedly by both kids and parents — I decided to create my club.”

Since April 2017, Zehir has established two bases — the first at the Birmingham Moseley Rugby Club, and the second at the Recreation Park, St Margarets Road, Hodge Hill B8. “We now have over 50 kids registered in total at both bases and the numbers are growing gradually every week,” Zehir says.

“Our social mission,” Zehir says, “is that all children, their parents and the community should benefit. The kids with our help will be provided with life changing opportunities in sport. We’ll also create employment/apprenticeship opportunities for local residents who wish to get in to sport. A number of enquiries by mothers of our students who wish to coach our girls have already been expressed.” 

In these early stages, collaboration and the support of other willing organisations can be vital. Perhaps you have skills, resources or assets that you can make available to the Club? Or maybe your organisation is looking for local partnerships that can help support grassroots sport? Or perhaps you simply have youngsters who are looking for grassroots football opportunities. Whatever the case, keep Birmingham Impact Football Club CIC in mind.

In Zehir Kadra you’ll find a man who is determined to make this idea work. “Just eighteen months ago,” Zehir says, “I was in hospital having stem cell treatment for cancer. Believe me, that was a wake-up call — but it also made me more determined to succeed at what I feel most passionate about: grassroots football opportunities in local communities. Do get in touch if Birmingham Impact Football Club CIC can help you, your kids or those you work with.”

Just eighteen months ago I was in hospital being treated for cancer… It made me more determined to succeed at what I feel most passionate about: grassroots football opportunities in local communities — Zehir Kadra

Zehir is now in the process of applying for the Football Association Charter Standard. Launched in 2001, The FA Charter Standard Programme supported by McDonald’s is The FA’s accreditation scheme for grassroots clubs and leagues. Its goal is to raise standards in grassroots football, support the development of clubs and leagues, and recognise and reward them for their commitment and achievements. Accreditation is awarded to clubs and leagues rigorously adjudged to be well-run and sustainable – and which prioritise child protection, quality coaching and implementation of the Respect programme. We wish him every success.

Mohamed Zehir Kadra, Birmingham Impact Football Club CIC
Send mail
07932 357478

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The changing face of social enterprise — Changes Gardening

We’ve written about Changes UK, the Digbeth-based recovery charity before on this blog. Since moving into Birmingham just a few years ago, the organisation is well on the way to realising its ambition of making this city the capital of recovery services.

But what does a drug and alcohol recovery charity have to do with social enterprise, you ask yourselves. A lot, in fact.

Founder Steve Dixon realised some years ago that one of the most important things those embarking on recovery need is employment — and the purpose, pride and self-respect that come along with this.

Changes Gardening is part of an increasingly significant movement of user-led social enterprises that are helping people take control of their economic lives and their employment

And so he began to plan ways that the charity could create employment opportunities for those in recovery — and hit on the idea of helping service-users of the charity create and grow their own social enterprises.

The newest venture is Changes Gardening — a complete social enterprise gardening service. Now, if you have ever tried to find a gardening service — whether to look after a modest plot of grass, take over a garden that the owner can no longer manage, or reclaim a neglected jungle — you’ll know that quality and dependability vary enormously. Finding a decent, dependable service at a good price is hard.

Changes UK has gone about things the right way — looked for a gap in the market where quality, dependability and top-flight customer service can be turned to real account…and then developed a social enterprise to fill that niche. 

Changes Gardening provides a full range of high-quality garden maintenance services and through this creates employment and training opportunities  for people who are determined to turn their lives around. But it’s what customers say that counts — and the testimonials on the enterprise’s website and Facebook page speak  for themselves.

Changes Gardening can be seen as part of an increasingly significant movement in what are being called user-led social enterprises. We are starting to see these emerge in recovery services, mental health and disability (see here and here for discussion of the latter). These user-led social enterprises mark a new phase of growth in the sector — but in a sense they are also helping to return social enterprise to its roots: trading for social purpose and helping those who might otherwise be marginalised in the conventional labour market take control of their economic lives and their employment. 

If you’re in the market for gardening services — whether domestic, business or institutional — you could do a lot worse than investigate Changes Gardening.

Changes Gardening: contact James Coote on M. 07945 078723; office 0121 796 4080 or send mail.

Changes Gardening on Facebook.


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ART adds to its lending power with new Birmingham Small Business Loan Fund

ART Business Loans continues to innovate in the local finance it is able to make available.

Now, in partnership with Birmingham City Council, Unity Trust Bank and peer-to-peer lender Thin Cats, ART is offering  the new Birmingham Small Business Loan Fund.

If you are a Birmingham-based business or social enterprise looking for finance and unable to access any or all of it from a bank, this is a fund for you.

The new fund will have a total of £3m to lend over the next three years from 2017 to 2020.

The aim of the Fund is to enable local businesses and social enterprises to access the finance they need to survive and thrive, protecting or creating jobs and boosting the local economy in Birmingham in the process.

“ART’s mission is to support enterprise and local jobs,” says Steve Walker, Chief Executive of ART. “Our average loan size is £35,000, a sum which it is particularly challenging for some businesses to access elsewhere, but which can be vital to support cashflow, replace or repair equipment, renovate premises and enable growth.”

Businesses, charities and social enterprises operating in Birmingham can borrow between £10,000 and £100,000 from the new BSBLF via ART. Loans can be used for any legitimate purpose and are available to all market sectors, including retail. Repayment terms are from six months to four years and there is no penalty for early repayment.

Read the full details and apply on the ART website.


Awards for All grant helps BSSEC promote the work of a new generation of social enterprises




We can now help more social enterprises — and especially new-starts and younger enterprises — promote their work and social impact

We’re delighted to announce that BSSEC has just received an Awards for All grant to help us publicise and promote the work of even more social enterprises — and especially newer social enterprises that may be struggling to get their message out there.

The face of social enterprise is changing rapidly in Birmingham and Solihull. Over recent years we have seen a more grassroots approach to the formation of new social enterprises — a new generation of budding social entrepreneurs is emerging and they are doing things differently. 

But many of these new enterprises are small and have limited resources to promote themselves and the impact they achieve. We’ll work with you to develop an attention-grabbing blog post that will help you get your key messages across in the best possible way, and we’ll promote this to the huge audience for social enterprise news and information that we have built up over the past seventeen years. And if we can offer any other useful advice about your PR and the key things you could be promoting, we’ll do that too.

So if you are a new social enterprise with a good story to tell, or an established social enterprise with  a new service or product to promote, we want to hear about it..

We’re especially interested in stories that will help people understand:

  • Community benefit, social impact and social value — something we know some enterprises find difficult to explain. Again, this is something we can help with. 
  • Social enterprises that are entering new markets, winning new contracts or finding new ways to reach customers.
  • Social enterprises that are exploring new partnerships or collaborations.
  • Social enterprises working as part of bigger supply-chains, especially with the private sector.
  • New models or types of social enterprise.
  • Involvement in new and emerging sectors, such as retailing.


We may even want to feature you in a social enterprise case study to illustrate new ‘breeds’ of social entrepreneur and new types of social enterprise.

 To be featured in posts and news items promoting a new generation of social entrepreneurs and social enterprises send mail or ring Alun Severn on 0121 233 0278.

View as PDF.









Opt in, opt out or shake it all about — a free briefing on the new data protection laws

Charities have had a bumpy ride recently, with some big-name organisations under severe scrutiny because of their fundraising practices and others fined for data protection breaches.

Our old friend Simon Lee, now of Hempsons Solicitors in London, has kindly sent us a new factsheet he has written with his colleague Philippa Doyle.

In it they consider the implications for charities, social enterprises and the wider third sector of the new General Data Protection Regulations (GDPR), which will be law from May 2018.

How will the GDPR change our lives? Should we opt in or opt out? What about the personal data we already hold? Do people have to consent to everything we do with their data? And what could happen if we get it wrong?

These are the questions their paper considers.

You can read it in full here: Opt in, opt out, shake it all about?

Digital Technology Supplement

PSIAMS Systems have created a special Digital Technology Supplement for this month’s BVCS Update Magazine. The feature concentrates on the work the PSIAMS team have been doing in the West Midlands to support better use of digital technology to improve service delivery, efficiencies and outcomes across the charitable and Social Enterprise Sector.

A recent Lloyds Bank Survey found that “49% of charities lack basic digital skills” and that makes a difference to their impact: “charities that are more digitally mature are 28% more likely to report an increase in turnover or funding than those who are not”.

Inside the feature there are a a number of wide ranging case studies, tips on technology and thoughts on developing a digital strategy.

To get a PDF copy visit BVCS Update’s page here.

To find out more about PSIAMS Systems list their webpage here.