Voluntary Sector and Social Enterprise

Baroness Randerson Excerpts

Thursday 21st June 2012 Lords Chamber

[Baroness Randerson]

My Lords, I will take a very different tone from the noble Lord, Lord Prescott, because I want to talk about the advantages of volunteering and social enterprise, rather than complaining about them. I have spent most of my working life with young people, many from very poor homes, and I can tell you that the impact of volunteering on their lives has been empowering. It has enabled them to develop their CVs, get jobs and gain confidence, which is so much needed.

I thank my noble friend for initiating this debate. It is a hugely important topic, as she has outlined. Charities, voluntary organisations, third sector organisations, social enterprises, mutuals, co-operatives—there is a virtual continuum of organisations that undertake some trading but operate for social benefit rather than private profit. I want to concentrate on the social enterprise element of this debate.

The lack of precision in definition is only one of the hurdles that this sector has to overcome. It is true that in many cases social entrepreneurs are able to operate successfully in situations where the private sector would not be viable. That is their huge advantage. They operate overwhelmingly in poorer areas—another advantage. They attract back into work—often by volunteering, sometimes by paid work—those who have for a variety of reasons been out of work. They are job-rich in an age where technology dominates, and by that I mean that social enterprises create more jobs relative to turnover than standard SMEs. At a time of high unemployment, that is a big advantage. They tend to reinvest their profits locally—another advantage.

The major problem social enterprises face is funding finance. Because of the advantages I have listed, plus the lack of a clear definition, they are regarded by most lenders as little more than charities. Banks seem to believe that lending to social enterprises is akin to bailing out a lame-duck business at best. The attitude is that because it is a social enterprise, it therefore cannot be profitable. The financial sector has not yet developed a robust model for investment in the social enterprise sector. Despite the very welcome recent legislation in the Public Services (Social Value) Act, the Government have not yet provided adequate tax relief for those who invest in social enterprise, in the view of Social Enterprise UK.

The enterprise investment scheme and venture capital trusts are aimed at standard SMEs that issue equity, which most social enterprises do not do. Community investment tax relief is the only form of tax incentive that social enterprises can access and it has a lower rate of tax relief than mainstream schemes. It does not allow direct investment; you have to invest via an accredited community development finance institution. This is more than technical jargon; it is an issue of life or death for social enterprises to be able to get the funding they need. Both the problems that I refer to could easily be removed. The eligibility criteria for the funds concerned also need to be widened.

Another way in which the Government can do a great deal to encourage social enterprises is through their procurement policy. As my noble friend said, the procurement process favours large companies, because the contracts let are often much too large for a social enterprise to tackle and the process is so complex. Public sector procurement needs to take account of social value. The Act that I referred to earlier should enable this to happen because the legal structure is now in place, but the key thing is that attitudes on the part of those letting the contracts in the first place have to change.

It is still a common view that social enterprises are likely to be soft on efficiency and that public sector contracts should go to proper businesses. Social Enterprise UK wants the Financial Services Bill to include a clause to ensure that the two new financial regulators support the development of social investment.

The Government have made a good start. Their announcement last week of additional funding is hugely welcome. They have gone well beyond mere rhetoric and are beginning to examine a comprehensive range of policies across government and to ask every time, “Will this encourage social enterprise?”. Social investment should be at the very heart of the Government’s being. It boosts the economy, reduces unemployment, reinforces localism and increases social mobility.

Social Enterprise

Baroness Randerson Excerpts

Thursday 6th October 2011 Lords Chamber

[Baroness Randerson]

My Lords, as the noble Lord has just said, social enterprise is a very broad umbrella term and we could spend the whole of this debate just defining it. We could mean charities that do some trading or we could be talking about large commercial enterprises that redistribute their surpluses to their employees. Taking the generally accepted definitions, however, social enterprises contribute greatly to our economy. They contribute an estimated £24 billion annually and a consistent 1.5 per cent of our GDP, employing about 800,000 people. That is significant, but it could be much more significant still, so I thank the noble Baroness, Lady Andrews, for initiating this important debate.

As many noble Lords will know, I come from Wales, and I want to bring to your Lordships’ attention one notable example of a social enterprise that flies in the face of the general trend that my noble friend Lord Newby referred to earlier: for social enterprises to be, on the whole, small scale. That pattern is indeed the same in Wales as in the rest of the UK, but we have one notable exception in Wales. That is Glas Cymru, better known to its customers as Dwr Cymru, or Welsh Water.

Glas Cymru is the only one of the privatised water and sewerage companies in England and Wales to adopt a social enterprise model and is a single-purpose company formed to own, finance and manage Welsh water. It provides services for some 3 million people throughout Wales and in the borderlands with England. It is a company limited by guarantee under the Companies Act and was established in 2001, when it was bought from Hyder plc, a traditional for-profit company. As a company limited by guarantee, of course, it has no shareholders, and its assets and capital investment are financed by bonds and retained surpluses. It is run by a board of members who have no financial interest in the company and receive no dividend. The customers do not own Glas Cymru; it is not a mutual. In other respects it has the same framework as other water companies, but customers receive a rebate on their water bills in times of surplus—and I declare an interest as a Glas Cymru customer. Customers get a good deal with lower bills, and profits are reinvested in capital development for the company.

When the company gave evidence to the enterprise committee of the Welsh Assembly, it stressed that in its view the model could be replicated elsewhere, and that is my point in raising this today. In its view, the energy market was a prime area for that model; its not-for-profit status has greater legitimacy and greater community involvement than a normal for-profit company. Glas Cymru believes that it is better equipped to make the long-term decisions and investments that are needed in the energy sector than a normal shareholder-owned short-term competitive company. I urge the Government to look at this model with an eye to the energy market as a whole and the renewable energy market in particular.

It is worth pointing out here that the political support of the Welsh Assembly Government was crucial when Glas Cymru was set up. It could not have been done without that support. The UK Government need to provide that political support if that model is to be replicated.

That is an example of a large-scale social enterprise, and there are of course others. However, as has been said, the general problem with social enterprises in the UK is the lack of suitable financial models to allow them to grow. There are a number of potential solutions to this problem, and several noble Lords have referred to that. The important thing is that the Government have a crucial role in developing the levers to ensure that suitable finance options are much more broadly available to allow social enterprises to grow and develop. The signs are good and a number of useful options were flagged in the government report on growing the social investment market, which was produced in February this year.

I shall touch briefly on an interesting option included in that paper: the idea of piloting a social stock exchange or providing incentives for existing stock exchanges to develop an exchange of stocks in social ventures. I believe that there is a largely untapped wealth of interest in investment in social enterprises. Many people would prefer to have a stake in their local community-based business. They are not necessarily interested only in getting the maximum possible profit and, despite being in very hard times now, many people would be prepared to give some of their money to invest in that kind of enterprise, with at least part of their investments going in that direction. I have long had an interest in local stock exchanges generally, and the model suggested in this Cabinet Office report is worthy of further investigation. I urge the Government to pursue it.

It is important that we move on from supportive rhetoric. We had such rhetoric from the Labour Government prior to the current coalition and it is important that the new Government, who have provided so much leadership on this, now provide some concrete support in the months to come.