Five artists were concerned with the disappearance of local characteristics in a hidden corner of The City of Westminster. The redevelopment of the area resulted in the disappearance of these unique characteristics.
Our first Outreach was to invite former staff and patients back into the neighbourhood’s 250 year old Middlesex Hospital as it was being demolished. We created portraits in the rubble of wards, corridors and theatres, collecting oral histories and rescuing ephemera.
We built up a reputation with public galleries and educational institutions and it became necessary to find a vehicle suitable for both trading and grant-funded research. The Community Interest Company model seemed best to fit our needs.
Incorporation as a CIC coincided with us no longer being able to operate in central London due to rocketing rents. We relocated to Trinity Buoy Wharf where the River Lea meets The Thames. This proved to be a key move as we were then offered support from the Trust to establish an international residency programme. We invited artists originating from France, Denmark, Iraq, Korea, Morocco and Venezuela to create site- responsive work based around community engagement
From 2014-16 we led on the £2m Creative People and Places initiative Cultural Spring. We embedded our immersive idea of residents responding creatively to the names of the streets they live on. The initiative featured in a live BBC broadcast and the peer-reviewed Journal of Arts and Communities.
As two of our directors grew up in the northeast, we understood how best to involve local residents in participatory creative learning. We went to produce another six Outreach programmes with support from the University of Sunderland and foundations such as Esmée Fairbairn and Paul Hamlyn. Our 'Lifelines' project was chosen by The New Economics Foundation as the central installation for their Art of Recovery conference at The Hepworth.
We were invited to set up a community pub by Poplar HARCA housing association. We commissioned a mural of Tommy Flowers and a memorial window with details of Colossus - the first modern computer, which locally-born Tommy built for Bletchley Park.
The pub quickly proved a much-needed social space and is celebrated as a ‘pioneering model for creative engagement’ by the Plunkett Foundation at The House of Lords.
Community Fund, Arts Council and Heritage Fund grants allowed us to develop our core values of:
We continue our engagement with learning difficulties groups.
Our new logo abstracts elements of identities in the areas in which we work, embracing:
We’ve handed the pub over to residents to run and are establishing a creative space next door in a long, empty post office. Our CIC status demonstrates our commitment to social justice, which reassures new funders. It also allows us to mentor emerging CIC’s such as Picture Utopia and also Wild Women Collective, a support group set up during lockdown.
As we enter our second decade as a CIC, we're working towards opening up fully this summer of 2021. We hope to be offering more outdoor activities and over the next year, expanding our reach to a national level.
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]]>Provide was established as a community interest company (CIC) ten years ago. This was as a part of the Government’s initiative to separate the commissioning and provider roles of the local NHS. Today, Provide employs over 1,200 staff. Our organisation delivers a portfolio of more than 40 NHS and Social Care services to a community of more than 4.5 million including:
Provide services covers the areas across Essex and East Anglia and is committed to providing ‘Safe, Clean Care’ for all our patients.
In 2020/21, the delivery of health and social care services was tested in an unprecedented way. Almost overnight, Provide faced the challenge of adapting its delivery of care to thousands of existing patients, with a rapidly escalating responsibility to meet the needs of thousands more impacted by Covid-19. Within hours of the first restrictions, Provide pivoted its operations:
On 21 March 2020, just days after the first restrictions were announced, Provide launched a support portal to serve the people of Essex. This full-service support included:
The Essex Wellbeing Service (EWS) has been a lifeline for more than 21,000 service users. The service has delivered:
In 2021, the EWS is enabling hundreds more staff and volunteers in the rapid roll-out of the vaccination programme.
Our key achievements over the last year have included:
Provide’s core values of care, innovation and compassion have shaped the organisation to become the region’s largest partnership provider of high-quality health and social care services.
Our mission going forward is that our ambitious employee-owned social enterprise will grow in size and influence the sector. Our aim is to transform lives by treating, caring and educating people.
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]]>Following a few years of piloting ideas and generating demand, the consultancy specialising in social enterprise development, social innovation and social leadership was created. They invest their surplus resources in supporting women as a force for social change.
Despite the pandemic, the organisation has literally ‘Flourished’ over the last year as their range of programmes and support has seen increasing need and demand. Luckily, their ‘Resilient Leaders’ programme was already up and running supporting over 35 women-led social ventures across Greater Manchester. These women have:
These were in high demand prior to the pandemic and became even more relevant when COVID hit.
Additionally, Flourish Together launched their ‘Time to Grow’ programme in the last year which:
Throughout the pandemic, the CIC had to quickly adapt the format to combine physical, remote and online support. They have been able to support over 100 highly diverse women to develop personally, professionally and set up social ventures.
They have developed and expanded this work through investment and partnerships from:
They have seen their turnover more than double in the last year, resulting in 2020 becoming their most successful year to date.
The CIC didn’t need to apply for any of the COVID response funding available. Due to their mixed income model and repeat clients spanning the public, private and charity sectors they were able to survive. At the end of 2020 the team received a small amount of funding from UnLtd, The National Lottery and DCMS. This was to support their core business model in preparation to expand further in 2021.
Overall, the future looks bright for Flourish Together and its network of over 750 women led social ventures in the North West, and by instilling a culture of positivity, focus, strong skills and business acumen in our networks the results are paying off.
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]]>Social enterprises need to be right at the heart of new ideas and transformation that comes out of this crisis. We need a radical shift in the way we think about business and we need to move to a fairer economy. An economy where businesses create decent work and where the dividends of growth and prosperity are more equally shared. An economy that creates wellbeing and that enhances, not degrades the environment and creates inclusive prosperity
The Heart of the South West Enhance Social Enterprise Programme project is receiving up to £986,503 of funding from the England European Regional Development Fund as part of the European Structural and Investment Funds Growth Programme 2014-2020. The Ministry of Housing, Communities and Local Government (and in London the intermediate body Greater London Authority) is the Managing Authority for European Regional Development Fund. Established by the European Union, the European Regional Development Fund helps local areas stimulate their economic development by investing in projects which will support innovation, businesses, create jobs and local community regenerations. For more information visit the guidance on England 2014 to 2020 European Structural and Investment Funds - GOV.UK (www.gov.uk)
We operate in underserved communities and have intervention programmes within schools. We have recently been awarded an SE100 award. This means we were awarded as one of the top 100 social enterprises within the United Kingdom. This is a great accomplishment and a true testament to our team and others that have supported us along the way.
The journey has been one of self-discovery with trials and triumphs. Let us share the InPower story with you all.
I decided in early 2016 that I wanted to do more in the community I was in. An area affected by crime comes with various difficulties. I had always been a practitioner of martial arts since aged 11. It gave me an escape and introduced me to others with different mindsets. It showed me that with hard work you can achieve amazing feats and with that mindset allows you to accomplish great things. What needed addressing was more positive activity that would keep young people in the area not just engaged but would also challenge and expand their mindset.
That is why InPower was born from a passion for helping others in my community.
When deciding on a legal structure we chose the CIC model because I wanted to run a business whereby the social mission was the most important aspect. What was equally important was sustainability and the parameters of being able to trade as a CIC matched what we wanted. We believed it would allow us to be sustainable combining grant funding with trading.
The first step was the hardest. We were fortunate enough to receive a small grant from UNLTD which allowed us to develop our idea. Without the grant it would have been difficult to start up and without being a CIC we would not have received that grant funding. This funding was used to introduce martial arts programmes to young people that wouldn't be able to access gyms or clubs. So, we brought martial arts to them free of charge and attached personal development to it.
The next phase was to target schools. We always wanted to target schools from the beginning as it allowed us to reach a wider audience. A major goal was set, and we got into our first school 18 months after we launched. It is important that we mention this as when you know you have a target to achieve it does not necessarily fall into place right away do.
If you do what you need to do in the present time and work towards it the goal can be achieved.
Our business has changed so much since launching in 2016 and I believe in change as you have to adapt with times around you. COVID-19 has hit social businesses hard. The closure of the schools has affected us, yet we stayed true to our principles. Our first conversation as a team was about keeping the young people engaged that we already touched base with and having an open platform for those new to our organisation. So, we introduced online martial arts classes and live streams for engagement. We also have gaming tournaments and are still mentoring young people online.
Our recent slogan, 'The method might change, but the outcome remains' reinforced this.
These have been challenging times, but nothing distracts us from our vision. This has led us to being part of the top 100 social enterprises in the U.K and for winning the FSB young entrepreneur of the year. This is all as a result of staying true to our vision and mission.
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]]>HR Sports Academy CIC is dedicated to building a brighter future for disadvantaged youths by enhancing the quality of their sporting, educational and work experiences. We provide fun, safe and engaging opportunities to empower children and young people with valuable life skills and the belief that they have what it takes to succeed.
Our provisions include sport in:
We use sport directly and indirectly to create an inspiring space for young people to be around positive role models and develop to their full capacity. Our activities unite individuals from different backgrounds, helping to break down barriers and provide a sense of belonging.
Sport played a massive part in keeping me safe, developing my confidence and social skills. However, it was the sudden death of my sister who was born with down's syndrome, the rise in youth crime and cuts to youth services which lead to the formation of HR Sports Academy.
Becoming a CIC made perfect sense 10 years ago and the model still fits today. I wanted to form a company which benefited my community and pursued a social purpose rather than profits. With the cause being close to my heart, full involvement in running and delivering the business services was essential. Being a CIC has allowed me to be the company director and a paid full-time employee. The structure has also allowed me to access various forms of finance from the Mayor of London, Tottenham Grammar School Foundation, Sports England, BBC Children in Need and Laureus Sport for Good. These grants have enabled us to provide free or heavily subsidised services. But it is the flexibility of the limited company structure that has provided us freedom to generate money and develop a sustainable business.
Since our creation we have touched the lives of over 40,000 participants and won many prestigious awards including:
Our greatest success stories come from the youth we serve. I started off as the only employee and have employed over 60 people. 70% of our current employees have come through our programmes.
These young people have first-hand knowledge of the benefits of the company and play a key role in developing the younger generation.
We want to continue to ensure young people live healthy and active lives and be the best they can be by providing them with the best resources possible.
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]]>I am absolutely delighted to have been appointed as the interim Regulator of Community Interest Companies (CICs).
In September 2020 I took-over from Ceri Witchard. Ceri was the Regulator for 5 years and successfully contributed to the growth and vibrancy of today’s CIC sector. I am looking forward to taking the CIC sector forward, building on Ceri’s excellent work.
I will initially undertake this appointment alongside my existing role as the Registrar of Companies for England & Wales and Chief Executive of Companies House.
I have been aware of CICs for a long time but have been particularly struck by the innovation and diversity within the sector and the essential contribution of many CICs, throughout the UK, to support communities. In particular those struggling in the current Covid-19 pandemic.
As the interim Regulator I want to continue to support and progress the CIC sector, especially at this exceptional time.
My main goals are:
Although CICs must operate as a business, they must deliver real community benefit. This is what is special about being a CIC. I want to make sure the CIC brand stays strong and that there is confidence that if a company is a CIC it has social purpose at its heart.
I am taking over the Regulator position at an unprecedented time. However, CICs have proven their ability to adapt, at speed, to meet the needs of their communities. They are providing help and assistance to the elderly, those with special needs and young people. They are delivering health, transport, education and environmental services to communities across Britain. Crucially, they do it all with purpose – to benefit the communities they are set up to serve.
Despite, and perhaps because of, the pandemic, the number of applications we are receiving continues to exceed all expectations. CICs are incorporating with a wide range of services and activities which reflect the diversity of social and community purpose and the flexibility of the form.
I am sure this will prove to be a very exciting and challenging 6 months. Never has the need for businesses that ‘do good’ been more pertinent than at the current time.
I am delighted to be supported by such experienced CIC office staff. Their enthusiasm and commitment to the community interest company idea is second to none, and the hard work and effort they consistently display has been above all expectations.
I believe passionately community interest companies are a force for good in this country. I believe they will continue to make a difference where it matters most, and by so doing, the communities they serve will benefit likewise.
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]]>When I took up the role, I was struck by the innovation and diversity within the sector. Since then I have met many CIC businesses doing a wide variety of activities to support communities through out the UK.
At the start of my time as Regulator I set out some priorities where I wanted to make improvements to support the sector.
I had three goals:
Thanks to the efforts of my fantastic team, today I can see that we achieved all of these goals.
Working in partnership with Companies House, my team has delivered services that allow CICs to incorporate and file their accounts online. This is a much better service for CICs, especially in recent months where the challenges of the Covid 19 pandemic has made online access essential for many businesses.
Over the last five years my team has held countless online webinars, published regular blogs and built up a following on twitter. This allows the Regulator’s office to engage with the sector and show case the great work CICs do every day.
This year also saw the office reach cost recovery for the first time. This was down to the tireless efforts of the team to run the most efficient service possible.
My last few months as Regulator have been some of the most extraordinary times we have seen. The pandemic has entirely changed the way we work, both in my office and in the CICs themselves. The entire sector has stepped up to respond to the challenges of covid. I have seen CICs adapt to offer services supporting vulnerable communities, to provide food to individuals in difficulty and to bring hope and positivity to people in these changing times.
It is with a degree of sadness that I say goodbye, but I know the sector will continue to thrive and the CIC Regulator’s office will continue to support that. All that is left is for me to thank my team for their commitment and hard work and to say farewell.
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]]>The report is always a team effort, where we detail the work of the CIC Regulator from April 2019 to March 2020. This year we were again skilfully supported by Gareth Price, Graphic Designer at Companies House.
Whilst this report covers the financial year ending March 2020, it would not be right to ignore the devastating impact that the Covid 19 virus has had across the UK this year. CICs are in a world that, especially now, is changing rapidly around them. However, CICs have always been adaptable and at the ‘front-line’ of change, meeting public need and adapting to that need as required - indeed proving the true value of the CIC model in delivering community benefits in difficult times.
In light of the impact of Covid 19, this is a more streamlined report than previous years. The Regulator has chosen to focus on the key facts, and the CIC statistics over the last year are all incredibly positive, together with a few case studies from CICs working in key areas which now, more than ever, are providing vital benefit to communities across the length and breadth of the UK.
Sadly, this is also the last Foreword of the current CIC Regulator, Ceri Witchard, who’s 5-year tenure will end mid-September.
Ceri Witchard, CIC Regulator said:
It’s going to be hard to leave…but the ongoing growth of the (CIC) sector is hugely exciting and will create many opportunities, and possibly some challenges….My parting wish is that CICs continue to grow and thrive…and continue to surpass all our expectations.
Key highlights of this year’s report include:
We would also like to thank the following CICs for providing case studies for the report:
These are just a few of the highlights. We do hope you enjoy reading this year’s report.
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How did this unlikely festival flourish in such a sparsely populated rural area? In 2003, the wonderful Rural Media Company decided to put on a rural film festival, to a chorus of many doomsayers (What? In Herefordshire? Are you mad?). But there were a number of factors that made it work:
Later the team was joined by Jo Comino as Marketing Officer, Naomi Vera-Sanso became Festival Director and the Independent Cinema Office took over programming. But a festival of this size could not happen without an army of around 300 volunteers and a strong unpaid board of directors not averse to getting their hands dirty.
It’s important to create a festival feel so that it’s not limited to watching films. There are festival desks, previews, pop-up events, local film makers participating in an open screen event, a B2 event for a younger audience, visiting speakers, audience voting, heated post-film discussions, analogue tweets on post-it notes and social media engagement. Venues buzz with activity.
In the final weeks of February, Herefordshire, home of many of our venues, was under water. Despite this, our opening gala took place on 28th February and 17 days later the festival ended.
Two days after that, all our venues were closed down, after record breaking attendances of over 23,000. Good planning? No, just incredibly good luck.
Why did we decide to become a community interest company (CIC)? Originally a Limited Company, we did apply for charitable status early on. The Charity Commission declined to accept us - informal feedback informing us ‘It’s just people enjoying themselves’, (which would never do). A CIC was an obvious fit and the process was painless with the Regulator’s office always available to help. We’ve been a CIC for over ten years and as the CICs have become more common, the label has been increasingly a symbol of our commitment to our audience and community.
If I could suggest one thing that would improve the lot of CICs it is in the area of taxation. The biggest advantage of charitable status is that a surplus is not subject to tax, enabling charities to build up reserves. Conversely, the biggest disadvantage of being a CIC is that they are subject to corporation tax in exactly the same way as a commercial company. Building up essential reserves is penalised and, withstanding the shock of events such as the present one, is made that much more difficult. A modest tax-free band for CICs would have a tiny effect on tax revenue but would be a major boost for the viability of smaller CICs.
We are all in uncharted territory at present. I hope it will be business as usual in 2021, but there is no guarantee. But I’m confident that there will be a Borderlines Film Festival and that our loyal audience will cheer us on. The drama will unfold, both on screen and off. It's one of the strengths of film that we can recognise ourselves in the lives of others, and one of the joys of Borderlines that we are given so many opportunities to do so.
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