This workshop was led by experts from PwC and the School for Social Entrepreneurs (SSE) and focused on the importance and value of collaboration between corporates and social enterprises, with a particular emphasis on supply chains and the support we have given black led social enterprises in response to Black Lives Matter.
We are delighted that Claire Dove CBE, Crown Representative chaired the panel discussion and was joined by Alastair Wilson from SSE, Jerry During from Money A+E and Joel Davis from Tutors United. Jeremy Willis from PwC’s Procurement team shared insights into the corporate supply chain process and support for social enterprises.
I am David Adair, Head of Community Engagement in the PwC Foundation, and we’ve been working with social enterprises for 10 years, with the School for Social Entrepreneurs. And we are delighted to be running this session in conjunction with the School for Social Entrepreneurs who also, we run our Building Public Trust Social Enterprise award with.
We, in some way share your pain as we run our own social enterprise brigade, a restaurant that trains those at risk of homelessness into cooking, which is this triple sector partnership between Beyond Food and BaxterStorey, which has been quite a challenge through these challenging times. So, we know the pain that you’ve been going through with COVID and the effects. Brigade is still open, but they’ve been a lot of food delivery for homeless people during the time when it was closed.
We also, within the Fire Station in London, house Social Enterprise UK and the School for Social Entrepreneurs, and the School for Social Entrepreneurs also has in us our offices in Scotland. We have got a PwC Social Entrepreneurs Club, which I urge you all to take a look to join, and Maggie and George run that. And during COVID, we’ve been running a number of masterclasses which have proved very popular.
So, just to run through the agenda. I am delighted to have Jeremy Willis, our Director of Procurement with us today, who is going to do a session on PwC and how to get procurement and the issues around that to get on, how do you approach corporates. Then there will be a panel discussion, chaired by Claire Dove, who is the Crown representative for the voluntary sector, but many of you will know, Claire as she ran her own social enterprise for many years, Blackburne House in Liverpool. And we are delighted that Claire is with us virtually, as you will all know that Liverpool is on Tier 3. Claire Dove is CBE and the Deputy Lieutenant of Liverpool.
We also have Alastair Wilson the Chief Executive of School for Social Entrepreneurs, who many of you will know; Jerry During, the Chief Executive of Money A+E; and Jerry won our last Building Public Trust Award last year; and Joel Davis, who is on the Advisory Committee for the Building Public Trust Awards, but also is the Chief Executive of Tutors United.
After the panel discussion, we will have questions and answers. We thought it would be useful to share a few best practice, examples of impact for those of you who are thinking of going for the awards when they return, and then some closing remarks from Alastair Wilson. I will just take this opportunity to say, after this, we will be sending some information around with some links, also about ColourBrave charity committee fund that we have launched at PwC in response to black lives matter, where we are giving grants out for those organisations that are black led, or have a high portion of black beneficiaries. So, the closing date is obviously 30 October, so just to give that a plug and will be plugging that again at the end.
But before we start, we thought it would be useful to get a feel from you as to what challenges you have faced, and obstacles approaching corporates for procurement. So, I don't know if you are familiar with Slido, but it is easy to use, because I’ve managed to do it myself, so it must be quite easy. You can either get on through the QR code on the screen now, or if you put into your browsers, Slido.com, and then enter the password, #socialenterprise2020, you should get through to these questions. So, we’ll give you a bit of time to get onto that, ah you’re are already ahead of me. It is multiple choice, so you can’t take more than one for the first question. What obstacles have you faced when engaging with corporates as part of the procurement process? So, we’ve got access to decision makers, lack of clarity on procurement process, pricing, scale, delivery turnaround and other.
Yeah, that’s very interesting, not surprising, 94%, around about 90 percent, going down, stating access to decision makers. So, we are going to be covering that off during today's session. Lack of clarity on procurement process, Jeremy will be covering that in his presentation. Price and scale, delivery and turnaround. It is very interesting that the top two are pretty much as expected, so thank you very much for that.
The next question Julia.
Are you planning to create an impact report for this year? This is very interesting for us, because I mentioned the ColourBrave fund, but also with a Building Public Trust Awards, we ask for impact reports. Many of you, I know, will be struggling with delivery, particularly post COVID, but that’s interesting, that at the moment 60% are still recognising the importance of an impact report. Maybe after this session, it might go up. But, thank you very much that is really helpful.
Okay, thank you, Julia. So, Julia Simmons runs our Building Public Trust Awards and thank you for all your support. We are now going on to the start of the session, the webinar. I am delighted to have Jeremy Willis, who work very closely with the PwC, who is our Director of Procurement, so Jeremy over to you.
Thank you David and I’m delighted to be here. I’ve worked in procurement now for a long time. Everyone knows that social enterprise is my pet, most favourite topic and I love to talk about it.
In the next 10 minutes, I will give a sense of why partnering with social enterprise aligns to PwC’s purpose, that aligns to my personal procurement objectives and also my perception of unique value that working with social enterprise brings. We will then talk a little bit about the help, what we’ve done in terms of partnering with social enterprises. And lastly, perhaps most interestingly for this forum, a little bit about the challenges that I’ve experienced today, and I think they are mutual challenges, as well as some hints and tips for engaging with corporates. It’s light touch and I’m sure there would be some more questions later, I look forward to responding to some of those.
Firstly, let’s just talk a bit about how this social enterprises agenda aligns with PwC’s purpose. Now, we’ve just recently released our annual report, which sets out both our business performance and also our broader non-financial contribution. And you can see from this metrics, the key strands of that sustainability strategy underneath our purpose - build trust in society and solve important problems - which I always view as a really helpful North Star to everything that we do.
We are seeing this as the focus that we are placing on supporting social mobility, minimising our environmental and impact, and developing an inclusive supply chain. And also, increasingly clients are expecting us to demonstrate how are we creating social value and supporting inclusivity in operations as part of the bid process. And I point to the Titan Social Value Act which has just been recently released, which I am welcoming, because I thought previously was a shared view that was good directionally, but needed something to help commit and drive forward the agenda, so I welcome it. But increasingly, it is now becoming almost excess to some of that work we do as a firm where we need to demonstrate how we are performing against these important areas. So, I think generally social enterprise fits pretty well underneath the broader sustainability strategy.
So, now let’s explore how this maps to my procurement objectives. And you see here that we align around three pillars: enhancing reputation, creating more value and being relevant for the future. As you would expect with a supply chain like PwC’s, one of the primary objectives is to manage supply chain risk. I’ve highlighted here, modern slavery, bribing, corruption, but also some of the areas that social enterprise agenda addresses, things like minimizing our environmental footprint, creating more inclusive supply chain, and then some circular economy considerations.
I am very clear that I want PwC procurement to be the customer choice. What that means is that we’ve got fair and accessible procurement processes, that were very transparent to what we do and we’re very empathetic to the challenges that our suppliers face. And that we can jointly articulate the value they bring into our organisation through the partnership. I would too like to think that PwC procurement is associated with thought leadership, and I think the social enterprise space certainly speaks to that.
Obviously, for a procurement organisation, there is something around creating value, not just commercial value which has many possibilities but also enhancing the quality of service that we bring to our organisation value-added activities. There is clearly something in here about PwC positioning itself as being relevant for the future, aligned to our firms’ strategic directions but also embracing some of the more contemporary supply chain sustainability areas such as circular economy and social value creation.
Now let’s look at my perspective on the unique value that social enterprise brings to an organisation like ours. I think this is important, because this is the distinguishing factor that I think you should be able to rehearse when you are engaging with large corporates. My perspective is social enterprises by their nature give access to diversity, creativity and innovation that we just don’t see in other parts of the supply chain.
Typically, social enterprises are more agile, they’re smaller, more committed business partners, and I would say for the most part very cost effective, and I’ll probably make some comments on that later on. Not always, sometimes there will be premium to pay for social enterprise because of the nature of how you are supporting your own purpose, but I think for the most part partnerships with social enterprises are cost effective.
And of course, we have access to social value creation and minimising environmental footprint, which is the core of what a social enterprise is trying to achieve. I think to that, our partnership with social enterprise demonstrates our values and purpose to our customers. So, we are looking at ticking of procurement boxes of enhancing value, being relevant for the future. But also, I must say too, from a procurement organisation partnerships social enterprises actually are really engaging. When they are managing other parts of their supply chain, typically, the team will pick these up, do them well, embrace them thoughtfully, but I can say absolutely every person of my procurement organisation is really engaged and energised by social enterprise agenda.
Now, I will explore little bit about what we’ve done to work with social enterprises. First and foremost, we’ve committed to the Buy Social corporate challenge and, as David mentioned, we have the providence of working with social enterprise and have one of our own. So, it was a natural extension a few years ago that when Social Enterprise UK and the Cabinet Office developed the Buy Social corporate challenge, we should be a part of it and that we are. For those of you, who aren't familiar with it, there is a commitment across the group that we should have spent billion pounds by 2020. When we first looked at that we thought, ‘phoof, that’s a really big target,’ and we only had 9 or 10 signatory partners in the Buy Social corporate challenge. But as you can see by those excellent organisations on the right hand side of this slide, the number has increased threefold since we started. And actually, we are a long way towards achieving that £1 billion with social enterprise. And it’s fantastic that we can see how these organisations are all spending £2/3/4/5 million pounds a year. I know it is a proportion of this supply chain that could be more of this happening. One of the core aspects of committing to buy social corporate challenge, apart from spending more money with social enterprises, is that we have fair and accessible procurement processes, but then we commit to raising awareness, both in your own business, and with others in social enterprise agenda.
Now, let us talk a little bit also about how we supported it, and this has manifested itself in a number of ways. I think first and most obviously we spend more money with social enterprises, and that has been facilitated. Actually, one of the more effective ways is through these ‘Meet the Buyer’ events coordinated with Social Enterprise UK. We have hosted some ourselves, whether we call them Dragons Dens or Meet the Buyers, and they’re really effective. And with those other member partners of the Buy Social corporate challenge we have themed days where five or six social enterprises that work in the same space, whether it’s talent attraction or retention, whether it is technology, whether it’s FM services. And these businesses give an opportunity to pitch to 24 large, like-minded successful organisations and it’s a very effective way to bring social enterprises into your supply chain. And we are mindful too that if we see a social enterprise that we like, but there isn’t an immediate opportunity, but we think there might be potential in some of their other buy social corporate challenge partners, there is a great deal of transparency and interplay between our organisations to try and open the door for social enterprises into each other's businesses.
We have our own buy social microsite, which is linked to from the annual report this year. We’ve run Christmas fairs for the last four or five years, which is excellent, really engaging for our people, but also around the building, we thought, ‘what's a good way to demonstrate to our people in the UK how we are engaging with social enterprises.’ We thought it is good idea at the point of consumption to say, here’s little bit about it, did you know that this was a social enterprise goodwill service, and this is their purpose and that's proved really successful in raising awareness. Of course, we’ve been quite active in the media as well.
And then if we move forward, I would like to close by talking a little bit about some of the challenges that we’ve experienced and I think these are mutual challenges, and a few instant tips for the future.
As David said when we started, one of the key bug bears for me is, procurement is not the buyer, and that’s often misunderstood. I can have a strategic sourcing organisation and say you are not buyers. Well, I don't have a budget. My budget for me covers my team salary and training, outside of that I don’t spend any money. So, the challenge for us all is how do we jointly influence and reach the business decision makers that effect those purchase in the business, bring them onboard, and to assist with their support in spending on social enterprises.
Partnering with a Tier 1 supplier is key. Looking at the scale and nature of a lot of social enterprises, not all, but the majority of social enterprises, it is likely that with large corporates, you won't have a direct relationship as a Tier 1 supplier to those organisations, that you will come in Tiers 2 or 3 or 4 in their supply chain. So, it’s important that you develop those relationships with the other peers of the supply chain and leverage the partnerships that we have with some of our Tier 1 suppliers. We need to support you on that and I will speak to that shortly. One other challenge is, how do we actually meaningfully map the demand we have in the business with social enterprise capability and that’s not as always so straightforward as it seems. Sometimes you need to help us to position your goods or service against that demand, so that we can appropriately take it forward through right decision makers.
I would say to that, over our journey we’ve found that there are relatively few corporate-ready social enterprise supplies, and what I mean by that is not that anyone on this call couldn’t deliver goods or services to a large corporate like us. But when we think about the values, the world has changed pace. The large organisations that are social enterprise suppliers, those readily which form part of the typical sourcing activity of a large corporate. If we are really looking to move the dialogue on spend with social enterprises, having more large corporate-ready social enterprise would be helpful.
And one thing we need to jointly address is, how do we develop social enterprises, allow them the surety of demand, but not putting them under duress; to enable them to grow jointly across this community of corporates who are buying from those individuals, because we all know that you need a commitment to scale but also you need to do that in a way that enables sustainable growth and doesn't put the system under pressure. So, where have we seen the most success, and I suspect we will talk a little bit more this through the panel. Please do spend time to understand an organisation's purpose, values, and strategy because that would help you understand how that aligns with what you are trying to achieve, and to position your good or service into those corporates. You would be using the buzzwords, everything that aligns well with what we would be expecting to hear.
Sometimes it's not immediately obvious to help us paint that picture. On more than one occasion, actually the intended goal after two or three rounds of discussion has changed into what is actually much more be able to hear than where we initially intended. Which leads to my next point which is, and I know it is frustrating, but it might take three or four conversations to gain traction within a corporate but be patient. All I would say is, if you are having those numbers of conversations, there’s typically someone like me, someone like David, someone like Maggie, and the other PwC people on this call, who is committed to try and make this work for you, they are emotionally invested in trying to make it work. So please, we are supporting you as best we can.
What I would say is, in order to help that quick exposure across the business, if you do have an accessible prepared video pack, that enables us to quickly punt that on and distribute it to a number of stakeholders to see where it lands first, and that seems to work well, and next it’s more agile and makes it more easier in terms of conceptualising your proposition to a broad number of stakeholders.
Those ‘Meet the Buyer’ events that Social Enterprise UK have convened and are enormously helpful, so please do keep in touch with SE UK, and understand when the next one is happening because we have found this a really effective avenue into large corporates. I would say, to remember on articulating your unique value, and there is value to be derived, so don't under-price yourselves. There is a fine line between being competitive and actually being unsustainable. And on a number of occasions, I have had people come to me with, ‘this is how we are expecting the price it,’ sort of conversation ‘Jeremy,’ and I said, ‘no, you know what you could double your price and you will still be competitive, and actually if you are coming in too cheap it gives me a little sense that you don't value what you are doing as much as I value it. So, rethink how you are going to the price there.’
Lastly, being really transparent with people like me about where your pain points are in the supply chain. One of the best and longest standing social enterprise relationships, who I won’t name, came to me after 12 months of what I thought was good conversation to say. ‘Jeremy, it is not working for us,’ and I asked, ‘but why,’ so he said, ‘you don't understand that there is inertia in the layers of supply chain, because people are basically reluctant to change, because they will be incentivised to pursue other forms of supply. And as much as you are saying at a higher level that you want to partner with us, and certainly you are more proactive in making that happen, i.e. engaging the different tiers of the supply chain, unblocking those blockages, then we are always going to struggle.’
But also, we appreciate that social enterprises may not have access to the working capital that others do. And if there are some specific requirements about payment terms or how you would like the shape of any deal to be structured, let us know. It is no good trying to plan your space by putting yourself under unsustainable pressure, because you’ve got cashflow consideration. But I understand that, but I can't manage it unless you tell me. And it's not a reflection on the shape of your organisation, it is just where you are in your maturity curve.
And the last point that I would make before handing over to the panellists. There are a lot of social enterprises actually, that can form synergy by coming together. I would say, if you work in a specific space, and you know about the social enterprises, where you can jointly develop a proposition, come to a large corporate, can bring more bases, I think that would be really helpful as well.
And my last slide, here is a bunch of some people who are in this call, but these were all social enterprises that I have had the pleasure of meeting, organisations that supports those social enterprises I’ve had the pleasure of meeting, each inspirational in your own way. I haven’t covered all the bases, but I genuinely felt that my interaction with each of these organisations on this page has been rewarding, and I look forward to this discussion, so, thanks David.
Jeremy, thanks so much for that, that was really insightful, and I am sure the tips that you’ve shown and the insights will go down very well, I can see people clapping even, so thank you very much, Jeremy. And I’m delighted that you can stay for questions that may arise later.
Great, now that's quite enough from us the corporate, so now it's time to hear from some social enterprises who are facing the challenges, and linking in with corporates, so I will now hand over to Claire to lead the panel discussion. Claire…
Great. Well good morning everybody, and it is a real pleasure to be here with you all this morning. As David says, I am the Crown representative for the voluntary and social enterprise sector, and also just retired after 37 years from Blackburne House. What a year to retire in, really, really sad, but it has been a privilege to be in this sector. Also, I’ve been a judge on the Public Trust Awards for a couple of years, and I have really enjoyed working with PwC. And what’s been great is to see the work of social enterprises celebrated in the same way as corporates and demonstrating the outstanding work that we have done across the UK.
So this morning, we have an esteemed panel, Alastair Wilson from the School for Social Entrepreneurs, which is a global movement, and for those of a certain age, I just started like Nicholas Parsons on ‘Just a Minute’ - that will go over some people's heads. And Jerry During also from M+A, and it as fabulous to see Jerry win the social enterprise category last year. And they are doing the most amazing work in the London area. Unfortunately, with COVID with Money A+E, I am sure that they will become all the more important as people in this pandemic face unemployment. And finally, my third panellist is Joel Davis. And Joel is from Tutors United, which gives support to our children and young people, giving them that confidence and that boost to achieve. Aside of that really liked when I was reading about Tutors United, was also using university students to be part of this important work.
So, before we enter the panel, but to start off, I have been asked to say a few words about my role as Crown rep, and what’s happening within Government on the agenda of procurement and working with the voluntary community and social enterprise sector.
So, my role as Crown rep in Government, and drive social values through our procurement processes. It’s also about changing the behaviours of all commercial teams, and also our strategic suppliers, and PwC are one of the strategic suppliers to Government. But most importantly, it’s to open contract opportunities to the VCSE sector, ensuring that Government with a diverse range of suppliers. So, what’s happened today? David talked about this before, the social value act has been strengthened. It was strengthened under David Lidington, it was as a response to Carillion, and the downfall, and to find that we needed to start to look at how we procure for the better. So, social value, it was mandated that you have to report on it. We’ve built a social value framework with a minimum of 10% being constantly revalued and what’s important about that is it points to the strength of the sector.
It’s 10% at the moment, minimum, what I have said is that a minimum, and so we have the MOJ who we’ve been working with have come out and they have put in the tariffs from their new contracts on rehabilitation, because it is about people, on 20%. We had a problem with the framework, it had to go and be signed off by Number 10. Last year we were hoping that it would come out, but then we had Brexit, an election and then COVID, and I was just waiting for the plague of locusts to happen to further jeopardise this coming out. However, it came out three weeks ago, and it is part of the COVID recovery for Government social value, and we will go live on 1 January. We are training 4000 of our procurement staff on social value, and also our strategic suppliers, who I talked about before, they are also a part of this. Because social value will be in their future contracts, but we’ve put a number of reporting mechanisms in strategic suppliers and one of those is that they have to now report on how many VCSEs are in the supply chain.
We have got the commitment to spend one of three pounds with the sector. And we also have a consortium model, because I think before it was talked about the size of organisations, and sometimes you’re not of that size, and so we have a consortium model. Some of us in the past have been used as big candy, it’s been an unequal partnership when we partnered up, but this consortium model has that level playing field but all in it, so our lawyers have worked on that.
For more information you can follow me, and we will be doing some contract readiness programmes later this year and I’m really pleased that PwC have told us that they will come and support us with that programme.
So that’s from me and what I am doing in a very small nutshell, but now it's about our panellists. As I said, we’ve got some great panellists this morning, and I hope we really get a good chat going and that you can ask all the questions you need to.
So, firstly I’m going to turn to Alastair. Alastair, if you would like to tell us little about SSE, I am sure everybody on this call knows you, but I think it would be important to talk about the support you give to social entrepreneurs. And then a little about your work, especially with PwC and what your organisation gets out of working with corporate partners, so over to you, Alastair.
Thank you, Claire, great to see everyone, so many familiar names and faces, so lovely to see you all after so many years. I just want to say firstly, before I come around to your questions, Claire, one thanks Jeremy, and two thanks David. Everyone in the call, people really got to understand, Jeremy, David, and the championing that PwC does for our sector, is absolutely phenomenal. They are really at the forefront of pushing social enterprise in an authentic and meaningful way, so we are thrilled to have been partnering with them for 10 years.
Also, Claire, I sit on the advisory group for Claire's job as a Crown rep to push social enterprise in terms of Government spend. This is a huge win and Claire's leadership in terms of, the reason she is getting this so right is because she has run a social enterprise for so many years, but also she takes no prisoners. She is pushing the Government to ensure that meaningful, accountable frameworks come in place in order that the Government in its spending can take advantage of the brilliant services that social enterprises can provide. And so, Claire's leadership, and I have the privilege of sitting around our advisory group is phenomenal in that endeavour, and just know that you have a superb champion on pushing this agenda.
I mean, just people have got to get their heads around, the social value act has been around for a number of years, which is a fantastic thing, but now it has got teeth, so we’ve shifted it. So, people have got to account for it as opposed to considering it and there are targets in there, so 10% as a start-up. That means an enormous amount of money is coming over the hill, potentially for social enterprise. So it’s really is a point of pivot for social enterprise, where are all desperately rooting around for new business models, and whenever we are going to get our next load of money. Really, we need to consider how geared up we are to sell, and how geared up we are to sell either in as a subcontractor to one of the Tier 1 suppliers or directly into the Government through dynamic purchasing systems. Anyway, I just wanted to say all that before I kick off.
The School for Social Entrepreneurs, we initially like a lot of start-ups, we were wholly dependent and trust and foundations. We were new, we were novel, and we were interesting, so you can march around trust and foundations, and say, we are doing this exciting new stuff, give us some money’ - entirely dependent on trust and foundations. And then we started getting a bit boring, we were a bit old, we were a bit yesterday's news, so we then pivoted and started working a lot with Government, getting a lot of money out of Government, and that was years and years ago under Tony Blair and Gordon Brown. Then all of a sudden, when the coalition came in, and austerity came in, the cupboard was dry, and we went into austerity. Therefore, we had no option and to be real from a social enterprise point of view, often social enterprises have got to pursue where they see an opportunity to pay the bills, and pay the wages, and get the impact, and get the job done. And that's what led us into exploring working with corporates.
We were fortunate enough to be connected with David Adair at PwC, who give us a small grant in the first instance. So, I think in the old days, and correct me if I am wrong David, 15 years ago, corporates used to approach this the way of working with social enterprises in quite a different way. It was like they used to give grants in the same way as a foundation would, a kind of corporate social responsibility grant to do the good work.
Now, over the period of time, it has really changed and therefore we as a partner to PwC and all of the other corporates, have had to change in the way that we frame our offer. And the way I would like to characterise it for you, very briefly, is that we’ve shifted from fundraising for inputs, so budgetary items like somebody's salary or rent, heating, light. So, we have shifted from fundraising for our inputs to corporates taking David a budget, and saying ‘please pay for this person’s salary,’ and rent, heat and light, and we’ve shifted to frame it as selling our outputs, so where there is benefit for corporate.
So what we then went on to say to David is, ‘well David look, actually, we are working with 20 incredible social enterprises, we are leading change in all these communities, your staff could engage with those social enterprise leaders, and they could support the social enterprise leaders, and that has real mutual benefit. That helps senior people in PwC rub shoulders with some pretty exciting and interesting entrepreneurs. It helps inculcate an entrepreneurial spirit within a large corporate institution and that has value and therefore there is real mutuality in our relationship.’ And that's where the corporates are at, they don't want to just write cheques, as an old school CSR approach. They want to work out ways of building us social enterprises into their supply chain, where there is a mutual benefit. Now, if you get that right, and you frame that right. The great thing about it is, they are willing to spend more and more.
Just a couple of points to end on. You know, this is part of Building Public Trust Awards, so trust, relationships, and champions are absolutely key. As David mentioned we are co-located within the Fire Station, we do loads and loads on multiple fronts with Maggie and George and the whole team at PwC, and that’s built on real trust and real good relationships, and in return they advocate for us. For instance, we go around other corporates together, and we get them involved in working for School for Social Entrepreneurs, and there is no way of short circuiting that. That's really deep trusted relationships that have built up over a long period of time. But as Jeremy was saying earlier on - persevere, get to know the procurement teams, and the CSR teams, and responsible business teams, etc.
So, let me park there Claire, and pass back to you.
Thanks very much Ali and I think you make that vital point, the change from CSR over to real investment in organisations, supporting them in a totally different way than writing that cheque, which was very easy at one point.
Now our second speaker is Jerry from Money A+E. So, Jerry, you won that award last year, it was a great moment. How has that helped you? And what corporates are you working with? And just a little about, you have a relationship with Mr. Money Advice - Martin Lewis - who supports your organisation. What does that bring to the party for you?
Over to you.
Thanks a lot Claire, I want to echo what Alastair was saying about your supporting Government to really try and get the social enterprise sector into that procurement process. You’ve offered us so much support and you are continuing to support us at the moment as well, so thank you for that Claire and everything that you do.
Year again that award, yeah, it has really changed a lot of what we do in Money A+E, it just meant that a lot more people are willing to speak to us and talk to us about different things. Off the back of that, we were able to run one of our mentor programmes and as you mentioned, Mr. Money himself, Martin Lewis, who runs a fantastic business – it’s all about trying to help us to save - came to one of our, well he basically presented our evaluation ceremony. He also invested in our services, which was basically providing education services to young people around money and finance in sixth form colleges as well. And that really opened a lot of doors for us; a lot of people were really kind of impressed and he was very impressed with us as well.
And the award itself, we’ve had so much support from the Social Enterprise Club. Initially, we were very a small social enterprise, we are still small, but we are growing thanks to all of the support that we are getting. And we always used to think ‘how can we talk to corporates to get that kind of support’, and we would often be knocking on the door and not really feeling that we were getting anywhere. But we’ve got so much support from the PwC Social Enterprise Club, and David and his team, through a number of different things that really helped us to really start engaging a bit more, speaking the language of corporates and talking to them in a way, kind of what Ali was saying, and as well from the School for Social Entrepreneurs – they’ve helped us with so much as well. And they’ve got a fantastic model of being able to talk to corporates and let them understand what are the things they can actually get out of supporting social enterprises and how does that help them in terms of their reputation and help them to do more in the community as well. What we were able to do essentially was, through the PwC although we had lots of support that really help that kind of engagement.
From the social enterprise world and the corporate world, there were different languages you are speaking, you feel like you are trying to do different things. Through those different levels of support, you will be able to really bring together what are the main objectives for us. When you can find a common objective, a common kind of thread that brings you together, then you are able to start making a lot of progress.
From the PwC club award, we received the award that gave us a lot of exposure. We’ve also received a number of fantastic mentors from the corporate sector as well. So, we have had people from PwC, people from a number of big organisations that were part of the buy social corporate challenge. We’ve got some senior partners, some retired partners, who have joined our board, and really given us a lot of strategic support. Not only around how to engage with corporates, but how to better our offer that. At Money A+E, I should have probably said this at the beginning, we do money advice, and we do financial and personal finance education to people in the community. They’ve really been able to help us expand and think of different ways of really reaching out to the community, reaching out to corporate, most importantly having more social impact, addressing poverty and really helping people become more financially confident, financially capable, knowing how to use their money better and deal with really challenging personal finance issues.
Through PwC club, we received the awards, we received lots of mentors, we’ve received grants as well which helped us to really improve our offer, and really make it more focused and have more impact. We’ve also been able to go to a number of networking events as well and been introduced to lots of different companies and organisations, who really helped us to see how we can work together, find that common objective, that common thread really, that you are both looking at so that, so that you can both know that you are both working on something together and it is not just one person supporting the other. It is basically you both supporting each other to actually achieve massive impact, not only for the business, but for the community and a social objective of your own social enterprise.
Evaluation was another key thing in terms of speaking about the language. We came to a number of different master classes as well on evaluation, and helped us to get a number of evaluation partners who had really helped us to define what we are doing, so it is clearer to really communicate exactly how we are supporting people, and the real benefits that’s having on a social perspective, but also in terms of costs. We are currently working with the University College London’s Institute of Global Prosperity, and they have really helped us to really talk about how we are helping some of our people in the community.
We are also a lived experience organisation, which basically means that myself and Greg also had, Greg is the other director, also had financial problems and that was one of the really major motivators for us to try and help other people in a similar situation. People who look liked us and came from the communities we came from, because a lot of those people that we used to speak to weren't getting the support they needed, and they were suffering in silence and costing society, they were just in crisis. Lots of issues have been affected because they weren't getting that help that they needed. So as a lived experience organisation, we tried to recruit most of our staff, 75% of them are people who also face debt problems, who also come from the communities that we seek to serve.
With the Institute of Global Prosperity, they recently did a report based on the impacts of COVID on a number of different people. It really helped us to see some of the massive impacts that this crisis is having on people, both in terms of their health, but also in terms of financial crisis, but also helped us to really see what we are doing. Often the perspective of social enterprises and charities is that you are just having a coffee and a chat, and you are doing something that makes people feel nice but doesn’t have a real impact. That evaluation that we were able to do, those kind of partnerships that came from going to those master classes, also going to SSE classes that made us to realise the importance of that, and really articulate the importance of what we are doing. As we are coming together, we are beginning to see the major impacts we can have together.
So, all of these different levels of support that really helped - I think the mentoring support, your worlds and the exposure, the master classes and been able to understand the different things that we can do to find that common goal, that common thread, and that common language to have a conversation with partners or people, who you want to be your customers to see what you can both do together - have all been massively, just really helpful. I can’t really thank David enough for what they are doing as champions at PwC, year in year out to really support us as social enterprises as well to get out there and do more of what we do.
Yeah hopefully, I’ve gone around the houses, Claire, but I hope I’ve answered your question, and really spoken about just the different levels of support that we have had, and the different things that can really help you to start having that engagement and communications with corporates a bit more. Finding that joint objective to help people as work better, get more funding, being more sustainable, have more impact for those people in the community that you are really trying to help. So, yeah, I think for me that has been some major benefits.
Thanks so much Jerry. You may have felt you have gone around the houses, but you have given so much useful information for everyone who is on this call today. And I think singling out what we were talking about, was about support of the PwC’s Business Club, the buyers events at SE UK, but also the same as what Jeremy was saying before, is that you are bringing something to the table also in the strength of the work that you are doing and social value. So, corporates supporting you are also getting something from this relationship and that’s what’s important.
We will move on now to Joel. So, Joel again, a little bit about your own organisation and I know particularly many of us through this pandemic have had to change how we operate, and I know you’ve had to do that. So, we’d love to know about the organisation, how that worked, so over to you.
Thank you, Claire. Yes, I will give a quick overview of Tutors United. So, what we do is hire, train, and pay university students, and provide affordable private tutoring to primary school kids. And we focus on those from low income and migrant backgrounds, so, equally lots of primary school kids who are refugees, who also have no recourse to public funds.
So, all of delivery beforehand was actually face to face, so obviously we had to go through a lot of change. Yeah, just to kind of before lockdown happened. So, we had around 500 kids, who were accessing our classes, every single week from around March, and that was across London, Cambridge, and Birmingham. Obviously, lockdown came, and before you know it we had almost felt like we had to shut shop and there’s probably lots of organisations felt like it as well. But what we actually did was, we got grouped together, we grouped, and it actually took around 24 hours for us to convert all our lessons to be in online. And moving all of those 500 kids into online lessons, finding out whether they had laptops, tablets, smartphones to make sure they can access the lessons. And then where our trustees, so people like Neil, our were really useful, helped us to reinvent our service.
So, taking in this kind of COVID-19 situation, and trying to use it as opportunity as much as possible. And what I mean by that is, the majority of our clients, so yes, we work with schools, but equally we work with housing associations and corporates. So, organisations that are literally 100 times the size of us.
As you can imagine, we have lots of 30-day and 60-day payment terms that could affect cash flow, it could create multiple problems. So, what we actually did was, restructure our service level agreements with all of our partners, the housing associations, and the corporates that we work with. Our trustees were actually crucial in helping us to structure this. Made sure we had year-long contracts, so that all we had to do was try to continue our service as much as possible online, so that we can retain our income and make sure lockdown didn't have to make us lose any money. So because of that we were lucky, we didn't have to furlough any staff, everyone was still working as usual and the opportunity in that, again which our trustees, people like Neil, and other trustees were really crucial for, was helping us to use that as an opportunity.
What we then did was think about our targeting of what types of housing associations are we looking to work with, and where going to be based, now that we have an opportunity of working online, we could actually reach multiple organisations, multiple house associations, and smaller mid-size corporates, who previously wouldn't have been able to access, simply because we were based to specific geographies, that was actually a really huge opportunity. And now we’ve actually been able to scale and grow most of our contracts and way outside like to Ava and other West Midland locations, outside of Birmingham.
So that’s the process we’ve run through during COVID, which definitely wasn't an easy process. Although I am sure any organisation that works with children would know the kind of complexities of then having to adapt to your child safeguarding policies, health and safety, and data protection, all those kind of key things, which you need to adapt to operate online. But the biggest opportunity for us was actually using that to help us refocus and retarget, in dealing with different types of organisations, which we are previously too small for, or we previously we weren’t able to offer the benefits to them simply because of where they were based, or where their office is, or where they had multiple locations, which now because of online delivery, we can actually can smash these barriers.
Thanks so much Joel. I think what you’ve demonstrated there is that with every great entrepreneur, you are faced with a challenge or something, and you look past that, and you look to change your operation to benefits. What I think you will find in this, is that you are benefiting so many more children across the UK, especially with the challenges that there has been for children being out of school this year. I think again, your service is going to be needed more than ever, so thank you for that.
I think that our time is up David, and we really want to go to questions. Just one thing before I go, what I forgot to say is that in Government we’ve ring-fenced a number of contracts for the VSCE sector. At the moment, we will be having contracts coming up from MOJ, DWP, and Digital. Now, I am going to fall on my face, if you don't come in and go for those contracts, because this is the deal, I am bringing you in to get these contracts, so I hope that you will follow me and get that information, and bid in. We are going to be there to support and help peoples had through the process.
And so now over to David. But before I go just thank all three panellists, a virtual clap to them all, thank you all for sharing so much with us, which was so much great information.
Over to you, David.
Thanks, Claire, expertly chaired the panel. Amazing to hear practical examples of some of the challenges, but also some of the positive ways that your social enterprises have engaged with corporates and delivered.
I think picking up on the Ali’s point, he is absolutely right. We at PwC feel quite passionately that charity should be acting more like social enterprises and providing services, and those services don't need to be through this supply chain in the traditional way, it could be digital upskilling disadvantaged people. But it could be something where there’s mutual benefit, which I know is one of the questions that is coming up.
Also, Claire, thank you so much. Certainly, where we have had quite a few questions, when I said to use the chat function, I obviously forgot that social enterprises really do use it, and you’ve been asking questions and answering each other, which is brilliant.
I know one thing that came through, what master classes do we offer. We are going to be working with Claire delivering a master class on contract readiness, so that you are in a position from January to go for those contracts, and we will be doing that hopefully in conjunction with others like the SSE, round about November time, so look out for that.
And also, one of the questions coming through was, does the legal structure of a social enterprise affect corporates and how they support them? You know one size does not fit all and I can only speak for PwC, but at PwC we do support social enterprises, charities, a whole host of social purpose organisations. Other corporates are becoming a lot more flexible in that, so I wouldn't let structure of your organisation put you off applying.
So to some of the questions that you put through and the first one really was - due to COVID obviously a lot of corporates are working from home, we are all working from home, how can we still keep engaged with corporates, and can access to the supply chain? Jeremy, I wondered if you had anything to say about that.
Yeah, a good one David. I must admit, when lockdown first bit, and organisations like ours were trying to manage the business appropriately, paring down discretionary spend. I did have a sinking feeling in my stomach with what the impact might be on relationship with social enterprises.
I think generally, like a lot of sectors, there’ve been certain areas that have felt the impact more than others. But I am heartened and I would reverse what I said earlier about, actually social enterprises bring such innovation, intellect, curiosity, and in this time when people are quickly transforming engagement and business delivery models, actually social enterprises are probably better placed to work through this COVID scenario than some others.
But I would say to David that, just reflecting on PwC, when we look in, we’ve got a big emphasis in our businesses, as you know, around supporting the mental health and wellbeing of people and then working from home environment, that’s more important than ever. There are opportunities that arise from there. I was talking to someone yesterday and they said, ‘oh well, this Christmas is cancelled.’ And actually, Christmas isn’t cancelled, and people are now reflecting on how will we bring that same experience and camaraderie into organisations. Of course, the answer is that you can bring gifts and other ways of building that network and sharing fun times together virtually in a way that is just as meaningful. And I think for me, tapping into that is going to be a real opportunity for the next little while.
Generally, we have all embraced digital remote based working. Keep the context going with the same folk you always have. In my experience, we are all becoming more agile with how we engage with each other, properly embrace the Zoom culture and we are very good at creating the need for upskilling, so I think we can keep the energy up and I am quite optimistic about social enterprise as well.
Thanks, Jeremy, I agree it is an opportunity. Joel you mentioned that you put all your delivery online, has that affected your income or has it been more of an opportunity or less, from the income stream?
It's actually been a much larger opportunity for us, because as I said, it meant geography and location is no longer an issue anymore. In fact, all just need to do is ensure that our kids and the people we work with just have access to technology. But actually, on that question, what we did find is that, again, given that everyone is working from home. It was a lot harder to kind of track down the main contacts that we need to be in contact wherever we are getting into signoffs service and agreements, etc. You can't no longer just call the office phone and get somebody else to chase them, because everyone is at home and probably doesn't have their mobile with the map that at each time when you call.
So, what we started to do was, we just started to get a bit brazen and just chuck ‘zoomies’ in everyone’s calendars and just say you will met us on this day, at this time and we’re going to get your attention. And just trying to keep people engaged by having meetings with them, giving them updates, and do stuff like we record some of the zoom lessons and send them to our partners, just so they can post on social media. Just trying to do as much as possible to make sure that they are engaged, because again, there is less contact because people are not at the office anymore.
Brilliant, I feel a bit miffed that I don’t get asked to a Zoom call with you Joel, but any way. Alastair, you have put obviously a lot of your courses online, have you got anything to add?
You are going to chuck a zoom meeting in my calendar?
Yeah, we’ve put all our courses online and we obviously like everyone on the call we had to do it overnight. And what it’s meant is we have had to reframe quite a lot of our training and learning session, so we have more frequent breaks, shorter sessions, we did learn to break our room stuff. But there’s some really cool facilities on Zoom and various other platforms as has been demonstrated this morning, which keep it lively and interesting for people.
It has really worked for us, we are tracking very closely on a daily basis, satisfaction levels were way up in the mid-90s, which is what we get for our face to face stuff. I mean, let’s not pretend, it is not different and there’s not horrible bits of that, because of the isolation and they loneliness, social entrepreneurs are going through absolutely terrible times right now, they need their mates, and they need to be part of the family. They know in this weird virtual world, so there is huge impact on them. We are with you and we are conscious it is extremely difficult for people, but as best we can, we will try and work with substitute options. And they’re not too bad actually. It is the same vein as what Joel is saying, it does open up the world as market for us all really, and it allows the little guys to compete with the big guys. There’s kind of ups and downs with the whole thing.
Thanks Alastair. Jerry, have you got anything to add?
Yeah, I mean for us similarly, the same as what Ali and Joel have just said, because we do a lot of our education programmes, it's meant that we have had to be agile and really try to change that approach.
We work with really hard to reach groups. In one sense, where we’ve got our education side or advice side, we’ve seen numbers shoot up of people coming in and wanting advice and we have had to transition over to telephone advice to support people. But there has also been a slight challenge in the fact that because we work with hard to reach groups, these often people don't trust traditional sources of support, and often there were issues with technology as well, and some trust issues around that as well. So, we’ve had to really find some different ways of engaging with other partners to reach them. But ultimately, yeah COVID although it is been a terrible thing in terms of the health crisis that it has caused, and the financial crisis that it has caused, it has meant that for us our services have kind of shot up. Going back to what Jeremy was saying about Second Tier suppliers, we’ve been as a result of that being developing more work with some housing associations and also with some gas and energy suppliers, as well as a result of that, because they are all seeing the issues that it’s causing.
So, massive demand and a real change to our services, but also for our hard to reach groups, there have been some tricky things, and we’ve had to find new partnerships and new agile ways of reaching people, because we were really focused on face-to-face interaction with people, and interactions through people who look like them and come from their communities. We’ve had to find more imaginative ways of doing that, but it has meant that we have been able to expand our offer and help more people as well, and just think a little bit more creatively about how we are supporting people.
That was really encouraging to hear Jerry. Claire, have you got anything to add?
Yeah, I think, people have had to change how they operate and we in Government have done the same. However, my concern at the moment, and it borders on what Jerry was just talking about with the groups, I don't like the word ‘hard to reach’ I always feel it really is knowing where these people are and obviously we are having services there. But I think that digital inclusion is one of the biggest issues through this also, besides all the other roles is that people are having to go online, use mobiles in another way. We have people who don't have that sort of access, and so that’s why we have got these digital inclusion contracts coming up from Government to try and support communities up and down the country to help.
And the same with Joel, young people there don't have access to the tablets and computers, etc. they are the ones that really do need Joel and the service he provides. We have got to think more creatively on the people that we are leaving behind at the moment and what we can do to support them.
Brilliant, well gosh time is flying by. One more question that came through strongly, is what are the mutual benefits of working with corporates or social enterprises and corporates working together?
I will kick off by saying, no, we have targets be the environmental or social, and you can help us deliver those targets. Jeremy touched on that through the procurement as well. We have targets on our buy social campaign, but I think the other thing for us is really, we are the people organisation. We don’t make anything at PwC, and people get a lot of technical training, but not so much of the softer skills, by working with social enterprises we bring that energy back into the firm, and that is what I’ve got at. Claire, have you got anything to add to that?
I think what we’ve got this morning is as social enterprises what do you bring to that relationship, and what do the corporates get from that. And as David just said, it’s the learning that happens from corporates, who are then able to relook at themselves. And I look now at M&S and all these organisations and they are using the language that we’ve been using for a long time. Last week I was on the Good Business Festival, which was held from Liverpool across the world, and to hear some corporate saying, ‘we are trading for people on planet,’ and I went you’ve nabbed that from SE UK. But it was fantastic because there is a new language, there is new relationships. Not to say that corporates are not there to make money, they are, but I think we are starting to now look at that ethical side and that's what just around this conference now looking at all the people here and bringing that, and working together for communities. Because when we work together for communities, it benefits everybody. If people get jobs from the work that we do, they will spend in the local economy and that helps businesses, social enterprises, etc.
So I think there is a win-win situation, about how we come together on work and PwC, not to blow your trumpet, but I did your annual review last year for Government, I was with the officials coming in to talk to your Chair. And I have to say is that you were on social enterprises you are streets ahead of many of our supplies, and to Government. That’s good because, you need to lead the way, and hopefully, others will follow where you are. As I said this year, I have never seen so many impact reports from our corporates, as I have seen this year. Absolutely, step change. I hope that answered the question a little bit.
No, it is great segue into our social impact section, but just before about Jerry or Joel, have you got anything, because Alastair you are summing up, so I am assuming you will get some comments on that. Jerry, anything to add on the mutual benefits.
Yeah, I mean, like you mentioned David, it’s targets. For us what we’ve had to do is really try and investigate who are the corporates that are working in that area with those similar goals and something that we’ve been focused in on or directed to, are the UN sustainability development goals around things like poverty, social mobility, and the areas that we are focused in as well. And I think also, just having connects, you talked about having champions as well within organisations to really help you understand and point you to the people who know what are the main areas of focus that you can identify, who are those people you can really get a shared objective with on work and more likely to work together with. So, that's all I wanted to add to that really.
It is a very good point Jerry, and that did come up in the questions as to who do we approach in corporates? And I don’t think there’s a one size fits all, if you're doing project for the wellbeing contact, if you are going for an HR or training, go for that department, that is great. Joel?
Yea, on a bit more of a practical side for us, what we’ve done is, we’ve again started to focus on midsize organisations and thinking about, where can we have really good coverage of those organisation, to make sure there is a dual benefit between us and that corporate. For example, do we have mutual stakeholders? Are there offices located in of areas where our kids lived? Just to make sure that we then solidly hit on key targets as well.
Again, I think, a big round of applause for the panel for answering those questions so well. I am now going to hand over to Maggie. We are in a very lucky position at PwC, that we get to see a lot of impact reports, particularly when we are hosting awards like the BPTA. We thought it would be useful to feed back some of the things that stood out for the judges that were positives. So, Maggie over to you.
Thanks very much, David and hi everyone. So, looking at our impact in social enterprise award now, reflecting on the 2019 award process.
Last year we opened up applications to all UK-based social enterprises for the first time, so not just our club members. We asked for an impact report to be submitted as part of the application, it is great to know that so many of you going forward are going to be preparing one for this year. Across the board, the judges were really impressed with the standard of applications and particularly with our 10 shortlisted entries and the three finalists. So, as examples of best practice, I have drawn out one highlights from each of the three finalists’ applications.
Firstly, looking at Brewgooder. Their application showed strong collaboration with others to ensure capture impact, and also had emphasis on transparency, which involved working with and investing in impact partners, with evidence from really high standards of monitoring and evaluation.
Secondly, Money A+E who are our overall winners. Really excelled at telling their stories through their impact report. There was a lot of clarity throughout about their purpose and impacts, alongside a really good mix of both quantitative and case study evidence.
Thirdly, looking at Noise Solution. What really stood out to most of the judges with their application was the stakeholder engagement they had and using technology to communicate impact directly with beneficiary groups, and their wider stakeholders.
So, looking now at the next slide, I thought it would be helpful just to gather some of the judge’s suggestions from the 2019 process to help give guidance on those considering applying in the future.
So, firstly be sure to include information on your mission, target customers, and beneficiaries. With beneficiaries you care about how they find out about you, state exactly who they are, and the numbers impact it directly and indirectly - don't make any assumptions about what the judges will know about any of that.
It is also important to have robust measurement methods and evaluation of impact as well as transparency around the process that you use. Having that group of mix of quantitative and qualitative with evidence is really strong, and a few good case studies can really bring things to life and be a fantastic addition to your application.
Once you have got your impact report, look at how it is shared with key stakeholders so that communication piece, the clarity on the process is also key with evidence that you understand what those key stakeholders need, and when they need it.
Having a clear proposition around the benefits and impact of winning the award, and how it might help you achieve even greater impact over the year ahead. I think also having that professional well-presented impact report were rated really highly from the judges as well.
So, looking forward now. George and I will be communicating our plans to any awards in 2021 as soon as the decisions are made on this and that will be announced in our newsletter. We are also going to be running a social impact measurement masterclass on the 25 February. So, please do sign up to receive the newsletter if you don't already receive it, because again in our next issue, we will be promoting that and starting to register people over impact measurement session. And what we will do is, we will ask the experts that are presenting that, we will also share more examples of best practice with you.
So, thanks very much. I think that's it from me, I will hand over now to Alastair to wrap up the session.
Thanks Maggie. So, guys many thanks for staying with us. It was a long session without breaks, so we hope you got some value out of it, I certainly learned a fair amount.
It was so interesting hearing from Jeremy at the beginning, in terms of the opportunity of procurement and supply chain and I think we have really got to get our heads around this. It is the future, and the price is huge and is particularly huge because of the work that Claire has achieved in terms of this breakthrough of social value not being considered anymore by Government, but being reported on, which gives you a head start. 10% minimum on central Government contracts, this is coming in from January so it’s really worth you strategising and getting your head around how you can frame and what you do in terms of social impact. Even if you're tiny, you can group in and you can find corporates to bid with and you can find your way forward or you can have a loop. Please if you're very small, don't be put off. Claire is making clear that there’s dynamic purchasing frameworks, and there are contracts coming out of all sorts of departments, we are looking for exactly the type of work you do and reach into the communities you are reach into.
So, then turning to what we were learning from David and Jeremy, and others in terms of find your champion and persevere. And Jerry was telling us a little bit about, you know really having to do the work and the research in order to frame your offer in a way that they are going to understand, and that is going to make sense to them.
Jerry made the point, which I think which is critical for us all really of, in that conversation with your champion and building that relationship what we are looking to do is find the mutuality. So, this is not the old CSR game as Claire pointed out, it is really what’s the common objective here, what’s your joint goal. And both Jerry and Joel brought to the fore the opportunity for social enterprises during COVID, particularly of moving digital and online. For instance, for Jerry, gas and electricity suppliers are well aware that people are falling into debt, and therefore Jerry's business, there is real corporate partnerships, that he can move into there and benefit from there.
And Joel, obviously, you know the old geographical boundaries are a thing of the past now, and some of those face to face stuff will come back, but some won’t. And of course, it is giving us tiny operators a big chance to compete. So, every cloud has a silver lining really.
Yeah, Claire also picked up on the whole thing here is that mutuality, and about win-win and not the old paternalistic, you know some large corporates well saying ‘oh poor you little social enterprise, let’s have a partnership with you. So, a real partnership of equals.
And then Maggie brought the proceedings to close with really taking us through the importance of an impact report. I mean, I know from the early days of School for Social Enterprise, I thought we are really busy creating impact we don't have time to write an impact report, what a waste our time. Of course, it is absolutely essential, so stop putting it off, get on with it and do it. And think of it, if you really can't stand it and think it’s a waste of time, think of it as a business development opportunity. Because nowadays, whether it’s corporates you are working with or trusted foundations or Government, it’s pretty much a prerequisite for people to work with you that you have an element of independence to the impact you are creating and that can be proven. So, it’s a really important thing to prioritise.
Yeah, it’s a personal joy for me to see so many SSE fellows. Please sign up to ‘Have I got more Social Enterprise News for you’ and get all our news and views and the fellowship events coming up as well. All the PwC Social Entrepreneurs Club events as well and master classes, and really wonderful to see everyone.
Thanks Ali. We are delighted to be running the Building Public Trust and Social Enterprise Award in conjunction with the School for Social Entrepreneurs. I’d just like to thank all of you for giving the time like Alastair said, it is quite a mammoth session and I did wonder if an hour and half was too long, but it seems to have really flown by for me.
Thanks Claire, for doing a great job chairing. Jeremy for a really insightful tips which we will be circulating along with some other links. And we also mentioned the contract readiness session which we will let you know when we have that planned.
I would like to thank Joel and Jerry for some real practical examples of how you can link with corporates. I would like to thank the team Maggie, George and Julia. But mostly, Alastair of course, for what a great insightful wrap up there.
Thank you everyone so much and have a great day all.