Our very own Peter featured in The Guardian

Peter Babudu, one of this year's Associates, talks to The Guardian about his attraction to social enterprise, the On Purpose programme, his background and future aspirations. Click here to see his friendly face and to read the article!

Spice is recruiting for its new England team

Spice develops credit systems for engaging people and to create active, thriving community and public services. People gain time credits for giving their time; these credits can then be used to access help from others and to access local leisure, recreational activities and services provided by communities, local authorities and private businesses.

Spice is currently seeking to fill the first two posts of its new England team:

The Time Credits, Development Manager (Community) will work in conjunction with local community workers across the UK, who are building clusters of community services, to develop a 'Time Out' redemption menu. The successful applicant will work with these local workers to identify existing community resources, budgets and activities that can be made available to local people in recognition for their participation.

The Time Credits, Development Manager (Corporate) will work with local authorities and corporate partners to develop a 'Time Out' redemption menu that complements the community redemption opportunities provided by the local clusters. The successful candidate will work with local authorities to develop this offer with in-house services and through adapting commissioning agreements. The manager will also build partnerships with local and national private sector venue operators by inviting them to contribute.

For more information and to download a job pack, click here. The deadline for applications is noon on 15 July.

The Big Society Bank - how did we get here, and where are we going now?

A lack of capital looking to invest in the sector has long been the complaint of many working in and around Social Enterprise. The Coalition Government’s ‘Big Society Bank’ proposals are designed to address this issue, and the recently created Big Society Investment Fund is the first step in these proposals becoming a reality.

It would be fair to say that the Bank has had a long gestation period. It's now approaching five years since these proposals first saw the light of day, and whilst their final emergence into the world has been widely welcomed, there remains a significant amount of uncertainty around what the Bank will actually deliver and when. This post explores the long and winding road that got the Big Society Bank to where it is today and outlines where the project stands at present.

The bank is the brainchild of Sir Ronald Cohen, private equity trailblazer turned social finance evangelist. The current proposals build on the conclusions of the 2005-2007 Commission for Unclaimed Assets that he chaired. The Commission recommended the establishment of a Social Investment Wholesale Bank in order to address the undersupply of finance to the social enterprise and third sectors. The proposals received support both from the then Labour government and from opposition parties. However in the years that followed, whilst the plumbing was put in place, including an Act of Parliament, changes to the banking code, and in 2009 a detailed Cabinet Office report, little progress was made on the wholesale bank’s establishment. The financial crisis and bank bailouts caused the issue to slip down the agenda of Gordon Brown’s administration.

In March 2010 the proposals were given new life when David Cameron announced his support for Cohen’s bank. In line with his wider ‘Big Society’ agenda, Cameron christened it the ‘Big Society Bank’. Since taking office in May 2010, the Coalition government has continued to push forward these proposals. Whilst other Big Society advisors have fallen by the wayside, Ronald Cohen has continued to be a driving force behind the Big Society Bank proposals. Despite his energy, progress has been slow. After a cabinet office report on the vision for social investment in February this year, a Cabinet Office briefing paper outlining how the Bank would work was eventually published in May.

The paper states that the Big Society Bank will:

• Expand the amount of capital available to the social investment market


• Improve social entrepreneurs' ability to access it


• Develop a market of investors who wish to support it


• Support financial innovations that allow organisations to be rewarded for delivering social outcomes [ref. Social Impact Bonds, another of Cohen’s progency]


• Support the development of community-led, social enterprise initiatives to improve opportunities for young people, and


• Act as a ‘social investment champion’ - promoting information sharing and networking, publishing research and investing in sector capacity building

All of these objectives (except the one around youth services, which presumably stems from this 2007 idea) can be found in the 2009 Cabinet Office paper - which actually explored them in far greater depth - and leave Cohen’s vision pretty much completely intact, seeing off proposals for the bank itself to become a direct investor in social enterprises.

The May 2011 proposals were welcomed by the Minister for the Cabinet Office, Sir Francis Maude, and the Bank retains the government's support. Work is ongoing with a small team in the Cabinet Office assigned to deliver the policy. The current hope is that the bank will fully open for business in Spring 2012 - half a decade after the initial proposals were published.

However, even now, large questions remain unanswered - how much money will the bank have to invest? Who will it focus on and what will be the cost of the capital it offers? And, most obviously, why has it all taken so long? A future post will explore these and other key questions that are yet to be addressed about an institution that will undoubtedly have a transformational effect on social enterprise in the UK.

Tough Stuff recruiting again - this time an intern for carbon markets

Our placement host ToughStuff is looking to bring in graduate-level carbon juniors and interns for initial project work, possibly leading to full time employment.

ToughStuff is developing ambitious carbon programs in Africa and the Indian sub-continent, 26 countries in all, and are looking for numerate and articulate graduates to help. The role is based in the London office and will encompass full immersion into the Carbon Program being developed by ToughStuff. There will be exposure to many environmental, carbon-related issues as well as international finance, and there will also be significant exposure to important counterparties involved in the space.

The key requirements for the role are numerate and articulate graduates that have a keen ability to learn and can demonstrate high problem solving skills. Key skills would be the usual Microsoft Excel, Word and Powerpoint to a high level.

The position will initially be for a 1-2 month internship, with the potential for the role to become permanent.

You have to:
1. Be hard working.
2. Like steep learning curves.
3. Be bright and numerate, with good Microsoft skills.
4. Solve problems well and have an ability to get on with things.

For more information contact On Purpose at contact@onpurpose.uk.com.

10 Top tips for funding applications from the Big Venture Challenge

UnLtd is running the Big Venture Challenge to find the next generation of large-scale social enterprises (a subject dear to On Purpose's heart).

With one week to go till the application deadline, they have published their top 10 tips on applying for funding, which not only hold for the Big Venture Challenge but are also worth keeping in mind for other applications too!

So here goes:
1) Your application form doesn’t have to be perfect – we will call you if we need more information

2) Keep your answers short, clear and concise. You can use bullet points – it doesn’t have to be polished prose

3) It’s a competition, so you do have to stand out from the crowd – tell us your vision and why we should back you

4) BVC is for startups and existing ventures who are ambitious to grow – stage is not a dealbreaker

5) Don’t be afraid to think big: but be prepared to prove that the demand / need / opportunity is there

6) If you know you have weaker areas, don’t ‘hide’ them: be honest & then say how you’re going to address them

7) The key is that you are ambitious and you want investment to scale up the social impact of your venture

8) If you apply you will get on our radar – even if you don’t win it could open doors to other opportunities / funding

9) Give it a go – you don’t have much to lose by putting in an application and you could win £175K

10) If you have any questions – pick up the phone and just ask – 02075661100

For further information on the Big Venture Challenge check out the website, email enquiries@bigventurechallenge.com or phone 02075661100.

ToughStuff is recruiting for a Madagascar-based role

ToughStuff is an award-winning social enterprise that designs and distributes solar products for sale in developing countries. Although its vision is socially motivated, its practice is enterprise focused, and it is backed by private investors and a government DFI. ToughStuff is at the forefront of a new generation of "triple-bottom-line" businesses that target social, environmental and economic benefits for its consumers, whilst seeking a return to shareholders.

ToughStuff is seeking a leader to provide overall business management of its Madagascar operation, with a specific emphasis on overseeing the sales channel performance. Initially on an interim basis starting in early July for 3 months, the role has the potential to extend. This might suit an entrepreneurial person with creativity, drive and willingness to take balanced risks. Candidates will probably have around 10 years professional experience with some experience of people management and in marketing, sales and building distribution. Experience of working in Africa is helpful. Fluent spoken and written Engish and good French is also required, as is early availability and a huge passion for the goals and objectives of ToughStuff.

For more details on the role and how to apply, please contact Roger Hattam: roger.hattam@toughstuffonline.com.

New opportunities at the Tony Blair Africa Governance Initiative

On the cusp of a big expansion, Tony Blair's Africa Governance Initiative (AGI) is recruiting in two areas.

First, they are looking for team members to join their Rwanda and Sierra Leone projects as Strategic Advisers. Successful candidates will work in the heart of the government on key issues such as affordable healthcare, electrification, raising agricultural productivity, and sustainable mining, as well as on cross-cutting issues such as ministerial performance contracts, accountability systems and strategic communications.

Second, AGI is looking for the next generation of Country Heads to manage their governance programmes in Rwanda, Liberia, and Sierra Leone, and to establish new projects in Africa. Country Heads are responsible for setting and achieving the capacity development programme agreed with each partner government, for the security and well-being of project teams, and for managing budgets. As part of this second recruitment drive AGI is also seeking a new Director of Strategy and Development to be part of its London-based leadership team. The Director will develop and drive forwards AGI's organisational strategy, take responsibility for doubling AGI's income to support its ambitious growth plans, and lead AGI's communications strategy.

For more details on all opportunities and for information on how to apply, please visit AGI's recruitment page.

ToughStuff at the Ashden Awards

The Ashden Awards are the world's leading green energy prize, and I'm hugely proud that ToughStuff is one of their 2011 international finalists.

The Ashden Awards honour projects and organisations that demonstrate excellence in the field of sustainable energy. Eight energy pioneers from the African continent, India and Pakistan make up Ashden's final international list for 2011 - you can read about them here (and check out the chat on twitter via the hashtag #ash2011).

ToughStuff, where I've been lucky enough to work via On Purpose for the past five months, produces solar energy solutions for the developing world. The company is commerically run, but mission driven: its purpose is to serve the energy needs of those 1.4 billion people - around a quarter of the world's population - who live without access to electricity. It manufactures and markets a range of low-cost and robust solar products, bringing the benefits of light, mobile phone charging and radio to off-grid communities. So far sales have benefitted around 740,000 people. But ToughStuff's ambition goes much further - to reach over 6.5 million households by 2015.

As an Ashden international finalist, ToughStuff is certainly keeping good company. The organisations on this year's list alone have saved over half a million tonnes of CO2, equivalent to the emissions of 90,000 UK homes. As Ashden says, they "prove that it is possible to meet the energey needs of the poor in a way that radically improves lives, drives economic growth [and] cuts CO2 emissions".

Awards are wonderful, and as far as I'm concerned great companies like ToughStuff deserve all the recognition they can get! But probably the most significant part of their value lies in the connections that well-established names such as Ashden can facilitate. Because, as Andrew Tanswell, ToughStuff's CEO said in his speech at the Ashden conference yesterday, 'You can have the very best product in the world, but if people don't know about it, and can't access it, then you haven't succeeded'. The Ashden conference and tonight's awards ceremony are 'part of a broader process that's designed to last' - one that I'm sure will support ToughStuff as it builds the momentum and partnerships necessary to achieve its inspiring target for 2015.

@AListMonkey: "My fans at @OnPurposeUk: helpful, clever and reasonably good looking">> Always a pleasure, Monkey!

Breakfast with Muhammad Yunus

Recently a number of On Purpose Associates attended a breakfast talk by Muhammad Yunus, popularly known as the father of microcredit. It was an inspiring talk (available here), and he offered a wealth of insightful perspectives. Yunus spoke of his moral indignation at the unnecessary plight of the Bangladeshi poor, whom he saw as a lecturer in the 1970s, and how an entire family of Grameen (or village) organisations has emerged to give poor people the tools and opportunity to tackle their own situation. Beyond Grameen Bank, the Grameen approach has been applied to a number of situations with partnerships, including organisations as diverse as Intel and Danone.

Show me the money?

Yunus implored all of those attending to “revolutionise the system,” to find more and more new ways to apply the social business principle to all manner of the world’s problems, from youth unemployment in Glasgow to malnutrition in Bangladesh. But he added a warning that I found peculiar: social business should not make a profit. Why? Because that would be to profit from the poor. Yunus does think it’s ok for companies to make a surplus, as long as it’s reinvested into the business, or distributed exclusively to the poor. Whilst I agree with Yunus’ broad sentiment, I’m convinced that social businesses should actually make a profit. Taking Yunus’ acceptable distribution of surplus one step further, if surpluses can be made whilst doing business socially, then extending the possibility for some return to investors and shareholders could attract new investment and encourage more businesses to tackle similar social problems.

Profit you can believe in…

Today, many social businesses are actually registered as charities. It’s hard for these social businesses to get loans because of their charitable status, and many charities don’t even want loans because it’s ‘risky,’ and any loans would mean profit for the lenders. Such businesses can struggle to get the strategic input from investors who demand at least some level of financial return. This can impact social businesses' ability to scale and deter others from launching social businesses. So perhaps Yunus might accept a bit of profit for people who aren’t poor, provided it’s just one part of revolutionising the system, helping to motivate people to tackle social problems over the long term?

Exciting opportunity for a Development Manager at Student Hubs

Student Hubs, a leading youth charity working to transform student social action, is seeking a Development Manager. The successful candidate will be proactive and entrepreneurial and will work to develop an integrated, long-term and sustainable range of revenue streams to fund the charity's fast growth. The role, based in Oxford or Cambridge, is full time for 6 months with the possibility of extension. For more details about the role, check out the job description here (see second opportunity down). The closing date for applications is 15 June 2011.

100 social enterprise truths courtesy of POPse

Here are the much quoted, much tweeted, much translated 100 social enterprise truths from our friends at POPse:

1. Measuring social impact is about improving what you do, not just proving how well it works
2. Choose legal structure after getting clarity on mission, activities, financing, governance

3. It’s not the size of the profit, it’s what you do with it that counts

4. More-than-profit is better than not-for-profit (profit’s not a dirty word)

5. Successful social entrepreneurs build trusted, authentic relationships

6. Social entrepreneurs aren’t individual heroes; they build teams, create networks, mobilise movements

7. Social entrepreneurs can work at community, local, national and international levels

8. If a pound was donated each time a social entrepreneur quoted Gandhi, no-one would need to fundraise

9. Teach too many men to fish and you screw up the entire marine ecosystem and deplete the fish stocks

10. Scale of impact is more important than scale of organisation (or scale of ego)

11. A particular legal structure doesn’t guarantee an organisation won’t be rubbish (or that it will be brilliant)

12. You don’t need an MBA to be a social entrepreneur; you need a JFDI

13. Successful social enterprises have a ‘network mindset’ not an organisational one: focus on the mission

14. All money comes with strings attached; that’s fine as long as you know what they are

15. Social enterprise isn’t a panacea; but it can provide a treatment for some social ills, and help prevent others

16. Social entrepreneurs’ work has a ripple effect: mobilising and inspiring others to get involved

17. There is nothing more tedious than a social enterprise definition debate (apart from two of them…)

18. Not everyone is a changemaker (FAO Bill Drayton)

19. The thing that connects most organisations that have successfully scaled is length of time

20. Social enterprises overestimate what they can achieve in the short-term, and underestimate it in the long-term

21. Organisations are powered by people, and they should be trained, supported and invested in

22. Networking is important for social entrepreneurs: be generous and genuine, and it will be reciprocated

23. Even if you call them a client, an end-user or beneficiary, the customer is still king

24. Social enterprise leaders need to look after themselves; if they burn out, often so does the organisation

25. Populate the organisation with radiators not drains

26. Before you get the right people in the right seats, be sure you’re driving the right bus

27. Enjoy it: it’s not called “earnest-and-worthy-and-dull” enterprise; humour is allowed (& often necessary)

28. All organisations live or die by the quality of what they deliver (at the price they do it)

29. Buy from other social enterprises, and get them in your supply chain: but only if they deliver

30. Underpromise and overdeliver: all too rare in social enterprise

31. A crisis might be a terrible thing to waste; it’s also a terrible thing to cause (#bigsociety)

32. There are more holy grails in social enterprise than in Indiana Jones and the Last Crusade

33. When talking about asset transfer and finite resources, don’t forget the most important assets + resources are human

34. For ‘niche in the market’, read ‘need in the community’ (and vice versa)

35. Addressing market failure probably won’t have a commercial rate of return

36. Learn by doing, learn from others, learn from failures, keep learning

37. A 3-year government contract is no more sustainable than a 3-year grant

38. Sustainable financing comes through not being over-reliant on any one source of money

39. Optimistic pragmatists and realistic opportunists flourish

40. There a lot of good social enterprise business plans, not many good businesses

41. If the motivation isn’t really there at the start, it certainly won’t be when times get hard

42. Charm and ‘being nice to people’ are enormously underrated

43. Edison was right (1% inspiration, 99% perspiration)

44. The “Facebook for social entrepreneurs” is Facebook

45. Newsflash: your social network for a niche community won’t fund itself by advertising

46. Honesty builds trust builds credibility builds support: ‘calculated candour’ is the way forward

47. Diversifying too early usually means doing lots of things averagely rather than one thing well

48. Don’t scale up before the model’s proven, however much noise & encouragement there is

49. There’s more truth spoken over drinks and meals at a conference than on the stage

50. BigSociety, Social Enterprise, Civil Society, Third Sector: it’s more important what we do than what we call it

51. Believing your own hype is the start of the downward spiral

52. The biggest challenge for spin-outs is not technical but cultural

53. The UK is a pioneer in the field; but first mover advantage also means first mover mistakes

54. If the government created an investment fund for construction, it would be called BuilderBuilders

55. Measuring social impact is where financial reporting was 200 years ago (so don’t beat yourself up)

56. Too many people confuse innovation with novelty; an idea is easier than continuous improvement

57. It is possible to go to a social enterprise conference or seminar every working day of the year

58. There is a difference between having great contacts and actually making use of them

59. Work is needed on better exit strategies for social entrepreneurs (no more ‘life president’ stuff)

60. More than 146,000 new species have been discovered since the first Social Investment Task Force began

61. UK social enterprise debate is too internally-focused: huge amount to learn from international models

62. Mission isn’t about a nice statement: it’s for decision-making, communication & planning

63. Beware the ‘self-styled’ social entrepreneur; normally means it’s more about ‘self’ and ‘style’ [see Melody on the Apprentice]

64. Empowerment means giving power to and equipping with skills, not ‘asking a few questions’

65. You can’t really solve or change much from your desktop #slacktivism

66. Entrepreneurship is a mindset, an attitude, a set of behaviours (so is social entrepreneurship)

67. You can’t teach entrepreneurship, but you can learn it; learn it by doing and from others

68. Look back after you leap, and work out how you might leap differently next time

69. There are many social impact measurement tools, with more in common than they care to admit

70. Social entrepreneurs are often ‘biographical’: powered by a personal injustice or experience

71. The word ‘synergy’ should be outlawed from daily use

72. Risk literacy and risk awareness are where we need to get to (not just risk vs risk aversion)

73. The best CaféDirect coffee is the Machu Picchu: not too strong, but smooth + robust

74. (Social) entrepreneurs are a little bit born and a lot made

75. A group of social entrepreneurs always ultimately revert to gossip

76. Bad partnerships mean muddied thinking, a multitude of meetings, & compromised delivery

77. There are a spectrum of replication options: it’s not ‘open source’ vs ‘command and control’

78. Social enterprise blends outlooks and approaches; so a blended return makes sense

79. Understanding the problem is part of the solution (tackle the causes, not the symptoms)

80. Imperfect action is almost always better than perfect inaction

81. BigSociety is a riddle, wrapped in a mystery, inside an enigma (apols to Churchill)

82. Financial management matters; you need to know your way round a P&L and cashflow

83. Investors and social entrepreneurs don’t speak different languages, they speak different dialects

84. There are as many social enterprise support agencies & networks as actual social enterprises

85. “Build it + they will come” only works if you build it right (& listen to the people you’re building it for)

86. Social enterprise isn’t an easy option; starting a business never is

87. Finding a good social enterprise web designer is like finding a needle in a haystack

88. ‘Be the change you want to see in the world’: with fewer ‘deep’ quotes and more doing

89. If London-Edinburgh trainline was a social enterprise, it would stop outside Newcastle when it ran out of funding

90. Most investors, funders, policymakers to do with this space are in London (it’s not an anti-Northern conspiracy)

91. The dark Divine Chocolate is a bit full on: go for the (lovely) milk / mint / orange / hot chocolate

92. Sectors are diverse + contain multitudes; don’t talk about the public or private sectors (or social enterprise sector) as if they are uniform

93. Survival rate is meant to refer to the business, not the social entrepreneur

94. There is an over-supply of loan finance already, with not enough organisations fit, able or willing to take it

95. Social entrepreneurship isn’t a career, it’s a calling (do something before you take the label)

96. Secretly, most social enterprises are still pursuing the “hope for a sugar daddy or mommy” business model

97. The first social entrepreneur was a Sumerian who started the first library / tax system in 1500 BC

98. Enterprise support agencies are often amongst the most un-enterprising organisations around

99. Despite the cynicism + in-fighting, there are great orgs, great people, real change happening

100. Don’t believe anyone spouting supposed social enterprise truths at you; they clearly don’t know what they’re talking about ;0)