These show the expected outcomes from successful implementation of the model over the short, medium and long term.

The outcomes are a combination of factors shown by the research to either have occurred previously, or are currently happening in some of the Empowering Places catalyst areas.

5a. Short term:

Evolution of a community of practice around social purpose business support which becomes self-organising and enables better flow of information and referrals.

Knowledge transfer clusters start to form at the community level around ways of working and supporting specific themes such as creative, environmental or social care businesses.

As a result, local support organisations become more connected and sustainable.

5b. Medium term:

Local businesses become more sustainable, providing greater opportunities and a sense of belonging for local people

Quality jobs and work are created which enable a good quality of life

Income is retained and recycled in the local economy

5c. Long term:

Social business sector begins to scale both in size and reach – it becomes more mainstream with a greater potential to do good (ie. school leavers see it as a route to a career and building a life)

‘Good business’ – generative, green, responsible, is seen as the normal way of working at all scales and across sectors. (Larger, authentic Corporate Social Responsibility which addresses local needs, Local Authority, Educational Institutions and Social Housing procurement, VCSE, SME’s)

Impacts – click here to see what the Outcomes lead to

Checklist

Assertions/Assumptions

Social innovation benefits all SME’s and anchor organisations, not just social purpose businesses

Innovation does not have to mean completely new – combining the best elements of what has worked previously, in the context of each place, can lead to effective new ways of supporting businesses

Foundation (Outcome catalysts)

Aligning support with thematic social issues, such as the environment, social care or cultural/creative concerns, can create ecosystems ‘insulated’ from external factors

Looking sideways at examples of good practice in other areas of support, such as micro-SME’s and procurement support in Adult Social Care, can reveal ways of working that bring different sectors together

Local anchor institutions exhibit a good level of self-awareness with regards their ‘organisational privilege’, and regularly seek to engage with community actors to gain insight and improve services