The Angus Social Economy Partnership (ASEP) is the lead strategic group for Social Enterprise in Angus which will report into the Angus Community Planning Partnership Board. The Partnership was formed in August 2019 following the initial work of the Social Enterprise Working Group and will be responsible and report on this Action Plan.
Angus Social Enterprise Priorities
The Angus Social Economy Partnership (ASEP) have agreed the following priorities for the next three years:
1. Developing a higher profile sector.
2. Growing market share
3. Improving sustainability
4. Demonstrating impact
Measuring Impact
It is suggested that the work of ASEP and its impact will be measured consistently with community planning approaches used in delivering on key outcomes. These will reflect the above priorities and discussed by community planning partners and local implementation groups as well as HSCI strategic groups. More specifically impact will be demonstrated by the following:
- Feedback from emerging and existing Social Enterprises
- Progress reports on the action plan
- An annual survey
- An annual Social and Economic impact assessment
- The Scottish Government bi-annual Social Enterprise Census
| STRATEGIC ACTIONS | LEAD | MEASURE | PROGRESS AS AT (Insert date) |
|---|---|---|---|
1. Developing a Higher Profile Sector SG priority - Stimulating Social Enterprise | |||
| Priority one: Develop the Angus Social Economy Partnership and engage with the key agencies. Engage and promote the SE model to these organisations | ASEP | Terms of reference Number of individuals and agencies on the partnership Shared Communication Plan | |
| Priority two: Developing effective local signposting from all partners for support from new starts to growing social enterprises | ASEP | Shared information through the Angus Support Route Map and National map No of referrals | |
| Raise the profile of social enterprise in Angus through the Communication Plan | ASEP | No of posts, media hits etc Events attended | |
| Work with communities, including equalities groups and communities of interest, to recognise and develop new social enterprise opportunities | ASEP | No of new social enterprises or aspiring groups | |
| Enhancing the contribution in rural areas | ABC | No of new groups | |
| Supporting social entrepreneurship learning in schools | ASEP | No of schools engaged | |
2. Growing Market Share SG priority - Realising Market Opportunity | |||
| Priority one: Identify ongoing market opportunities - linking to local economy, Community Empowerment, Health and Social Care Integration, Tay Cities Deal, Employability, Childcare provision, Tourism Grow Angus. | ASEP | CAT enquiries New services Progress on bids No of engagements New services No of SEs engaged No of SEs in the group | |
| Priority two: Helping to win public sector business through supporting commissioners and buyers, especially in Health and Social Care, Self-directed Support and Education. | ASEP Just Enterprise Business Angus P4P | No of new bids No of those attending training | |
| Priority three: Building the social enterprise market place by promoting local goods and services e.g. through events/online to general public and private sector. | ASEP | Use of communication plan | |
| Developing the ability to respond to new opportunities - training and create links. | ASEP | SE annual survey responses on new opportunities acted upon | |
| Building trading relationships across the third, public and private sector. | ASEP | ||
3. Improving Sustainability SG Priority - Developing Stronger Organisations | |||
| Priority one: Supporting the development of a local network for social enterprises to learn from each other, share and provide representation. | Senscot ASEP | Creation of a network | |
| Priority two: Facilitating access to finance and support to develop capacity in financial management. Investigate the creation of a local start up fund. | ASEP Just Enterprise | No of orgs accessing finance Training in social finance Create a fund | |
| Encourage the use of Community Benefits in Public Sector procurement or more flexible partnerships to encourage contract development. | ASEP VAA Tayside Community Benefit Group | No of Community Benefits made No of PSPs or Innovation partnerships. | |
| Providing business skills development for leaders | ASEP Just Enterprise Business Angus | No of courses run No of attendees on courses | |
| Supporting social enterprises to build careers for their staff and provide training courses. | ASEP Just Enterprise | No of courses Retention and progression of staff | |
| Encourage co-working spaces. Support the provision of business premises. | ASEP ACPP | No of SEs involved | |
| Develop mentoring approaches through Angus SEN | ASEP Angus SEN | No of mentoring opportunities arranged and carried out | |
4. Demonstrating Impact Links Local Community Plan Outcomes | |||
| Priority one: Create a baseline | ASEP | Attractive employment opportunities A skilled and adaptable workforce An inclusive and sustainable economy Combat poverty | |
| Priority two: Engage all delivery partners in agreeing a shared reporting system for training and one to one support | ASEP | System created | |
| Priority three: Create case studies on the social and environmental impact of Angus Social Enterprises through different media forms. | ASEP | 4 Case studies Social Enterprises using a journal to record progress/successes | |
| Undertake an annual survey of social enterprises - face to face interviews | ASEP | Questions based on measures in the plan | |
| Undertake an annual Social and Economic impact assessment, incorporating a measure for income reinvested/spent in Angus. | ASEP | Impact on local economy | |
| Encourage participation in the Bi- annual national Census | ASEP | Promoted through individual organisations and the Communication Plan | |