Lisbon Conference Peter R

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Information about Lisbon Conference Peter R

Published on March 13, 2009

Author: peterramsden

Source: slideshare.net

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Slides from a speech about ethnic minorities and business support in the Phoenix Development Fund . There is a paper to accompany the speech published by the Portuguese ministry

Ashes to ashes: experience from the UK’s Phoenix fund Peter Ramsden, Lisbon 3 rd November 2008 Peter Ramsden Director of Inclusion

Phoenix Development Fund The Development Fund is designed to encourage innovative ideas to promote and support enterprise in disadvantaged areas and in groups currently under-represented in terms of business ownership. Its purpose is to encourage experimentation, the evaluation of new ideas and the identification and spread of best practice 95 projects selected to last 3 years of which 25 had extra 2 years

The Development Fund is designed to encourage innovative ideas to promote and support enterprise in disadvantaged areas and in groups currently under-represented in terms of business ownership. Its purpose is to encourage experimentation, the evaluation of new ideas and the identification and spread of best practice

95 projects selected to last 3 years of which 25 had extra 2 years

Evaluation: Terms of reference and methodology Fresh thinking : to what extent has the Development Fund encouraged fresh thinking about stimulating enterprise and business support to people in disadvantaged areas and in under-represented groups;  Effectiveness: How effective have specific project type approaches been? Training, outreach, incubation, enterprise champions, etc;   Reaching target groups: To what extent have projects to help particular sections of the community been successful? (e.g. disadvantaged areas, women, Black and Ethnic Minority, people with disabilities etc);   Mainstreaming: To what extent has the Fund helped to engage mainstream providers in the support of entrepreneurs in disadvantaged groups and communities.   Capacity : To what extent has DF funding helped to build capacity within the organisations that are running projects? Methodology: 3 surveys, two questionnaires of 95 projects, telephone survey of 800 beneficiary enterprises, 24 case studies based on field visits

Fresh thinking : to what extent has the Development Fund encouraged fresh thinking about stimulating enterprise and business support to people in disadvantaged areas and in under-represented groups; 

Effectiveness: How effective have specific project type approaches been? Training, outreach, incubation, enterprise champions, etc;  

Reaching target groups: To what extent have projects to help particular sections of the community been successful? (e.g. disadvantaged areas, women, Black and Ethnic Minority, people with disabilities etc);  

Mainstreaming: To what extent has the Fund helped to engage mainstream providers in the support of entrepreneurs in disadvantaged groups and communities.  

Capacity : To what extent has DF funding helped to build capacity within the organisations that are running projects?

Methodology: 3 surveys, two questionnaires of 95 projects, telephone survey of 800 beneficiary enterprises, 24 case studies based on field visits

Key questions What have we learnt about outreach using specialist services? What are the drawbacks of the specialist model? Can it be sustained? What should the support system look like?

What have we learnt about outreach using specialist services?

What are the drawbacks of the specialist model?

Can it be sustained?

What should the support system look like?

BME and migrant facts 80% of Pakistani and Bangladeshi have incomes < 50% of national average 80% of new migrants working on hourly rates close to minimum wage 50% of all Muslims in the UK of working age are ‘inactive’ especially women (27% active)

80% of Pakistani and Bangladeshi have incomes < 50% of national average

80% of new migrants working on hourly rates close to minimum wage

50% of all Muslims in the UK of working age are ‘inactive’ especially women (27% active)

BME business characteristics 250,000 BME businesses in 2005 (out of 4.3million) £15 billion in turnover Younger - 20% of BME businesses have been trading less than 3 years (compared to 14%) More based in services (90% compared to 70%) Located in the poor inner city : 40% located in poorest 15% of electoral wards (25%) High level of aspiring and actual entrepreneurs (Other Asian and Black 3 times the Total entrepreneurship activity) High self employment for some groups 19% of Bangladeshis and Pakistanis, 18% of Chinese, 15% of Indians Low for others – african caribbeans 7% (12% white) and Asian women especially Pakistani and Bangladeshi (<1%)

250,000 BME businesses in 2005 (out of 4.3million)

£15 billion in turnover

Younger - 20% of BME businesses have been trading less than 3 years (compared to 14%)

More based in services (90% compared to 70%)

Located in the poor inner city : 40% located in poorest 15% of electoral wards (25%)

High level of aspiring and actual entrepreneurs (Other Asian and Black 3 times the Total entrepreneurship activity)

High self employment for some groups 19% of Bangladeshis and Pakistanis, 18% of Chinese, 15% of Indians

Low for others – african caribbeans 7% (12% white) and Asian women especially Pakistani and Bangladeshi (<1%)

Reasons for low take up of business support by BME groups Cultural and language differences Lack of trust and confidence Lack of awareness of services (and these services do not exist back home) Inexperience in engaging support Not linked to other advice needs (e.g. on immigration, welfare rights) (David Smallbone)

Cultural and language differences

Lack of trust and confidence

Lack of awareness of services (and these services do not exist back home)

Inexperience in engaging support

Not linked to other advice needs (e.g. on immigration, welfare rights)

(David Smallbone)

Faith in business: Piggy backing An outreach technique using pastors in Baptist churches Focusing on raising levels of enterprise among African caribbeans Developing faith based business clubs and a loan fund Uses church congregations and pastors as the route into the community Potential to link to 3000 black majority churches and 300,000 adherents in the UK

An outreach technique using pastors in Baptist churches

Focusing on raising levels of enterprise among African caribbeans

Developing faith based business clubs and a loan fund

Uses church congregations and pastors as the route into the community

Potential to link to 3000 black majority churches and 300,000 adherents in the UK

East end micro credit consortium: Hub and spoke outreach Micro finance delivered through a hub and spoke model Finance hub - Environment trust homeless families unit - outreach - Account 3 - outreach - Quaker social action (streetcred) outreach Peer group methodology (groups of 5 like Grameen bank) High deal flow after 18 months – 150 loans with Very hard to reach target groups - Bangladeshi and Somali women in London’s East End High social but low economic impact Now continuing through Fair Finance and EERT

Micro finance delivered through a hub and spoke model

Finance hub - Environment trust

homeless families unit - outreach

- Account 3 - outreach

- Quaker social action (streetcred) outreach

Peer group methodology (groups of 5 like Grameen bank)

High deal flow after 18 months – 150 loans with Very hard to reach target groups - Bangladeshi and Somali women in London’s East End

High social but low economic impact

Now continuing through Fair Finance and EERT

IMRC working with refugees and ethnic minorities Refugees are, in general, determined and enterprising individuals, often with professional and commercial skills. Even those with business backgrounds need help adapting to the culture of British business and finding their feet   clients need confidence building and emotional support. advisors should show sensitivity. Ideally they should also use counselling and listening techniques. Refugees are often dealing with other major life challenges - such as personal and family life disruption - related to their immigration. IMRC   builds a listening and learning relationship, and understanding their unique set of difficulties and dilemmas. Standard support packages are inappropriate. advisers need to be culturally appropriate and sensitive - particularly to norms of politeness, respect and hospitality.

Refugees are, in general, determined and enterprising individuals, often with professional and commercial skills.

Even those with business backgrounds need help adapting to the culture of British business and finding their feet

  clients need confidence building and emotional support. advisors should show sensitivity. Ideally they should also use counselling and listening techniques.

Refugees are often dealing with other major life challenges - such as personal and family life disruption - related to their immigration.

IMRC   builds a listening and learning relationship, and understanding their unique set of difficulties and dilemmas.

Standard support packages are inappropriate.

advisers need to be culturally appropriate and sensitive - particularly to norms of politeness, respect and hospitality.

Targeting works 80% of BME and migrant clients were reached by 15% of the projects (similar findings on women entrepreneurs) Most of these projects were specifically focused on BME communities Generalist projects, even when working in inner city areas did not achieve high proportions of BME clients although some achieved high numbers (e.g. Prince’s Trust)

80% of BME and migrant clients were reached by 15% of the projects (similar findings on women entrepreneurs)

Most of these projects were specifically focused on BME communities

Generalist projects, even when working in inner city areas did not achieve high proportions of BME clients although some achieved high numbers (e.g. Prince’s Trust)

Fresh thinking in outreach Piggy backing locally based community organisations to access hard to reach communities- using the capacity of a locally based community organisation to reach the group (faith in business) Hub and spoke approaches (East End Micro Credit Consortium, Ideaspark) Building community capacity to deliver business support (Ideaspark but also Equal project Reflex/ ACBBA)

Piggy backing locally based community organisations to access hard to reach communities- using the capacity of a locally based community organisation to reach the group (faith in business)

Hub and spoke approaches (East End Micro Credit Consortium, Ideaspark)

Building community capacity to deliver business support (Ideaspark but also Equal project Reflex/ ACBBA)

New ways of working with clients Working in the clients community, culture and language (Nazir associates, Ideaspark, IMRC) Working with them from inside their community Providing support to the client to sort out non business problems (most projects) Finding new ways of supporting clients – e.g. mutual support through peer, EEMC), mentors (Business enterprise centre)

Working in the clients community, culture and language (Nazir associates, Ideaspark, IMRC)

Working with them from inside their community

Providing support to the client to sort out non business problems (most projects)

Finding new ways of supporting clients – e.g. mutual support through peer, EEMC), mentors (Business enterprise centre)

What does Phoenix tell us about business support for migrants? Specialist approaches are needed to reach significant numbers of particular groups There are trade offs between economic and social impact Mainstream business support services are not used by disadvantaged groups and often ignore disadvantaged areas People often need intense help that goes beyond the business plan and includes confidence building, coaching, childcare etc Self employment is very important for groups that are most discriminated against in the labour market For many people it is a stepping stone to employment Diversity is very diverse (along group lines and gender lines)

Specialist approaches are needed to reach significant numbers of particular groups

There are trade offs between economic and social impact

Mainstream business support services are not used by disadvantaged groups and often ignore disadvantaged areas

People often need intense help that goes beyond the business plan and includes confidence building, coaching, childcare etc

Self employment is very important for groups that are most discriminated against in the labour market

For many people it is a stepping stone to employment

Diversity is very diverse (along group lines and gender lines)

The problem of specialist support Specialist business support for BME and migrants has developed as a separate system few linkages to the mainstream Not financially sustainable Dependent on alternative funding streams that are threatened (Equal, Phoenix ) or hard to access (ESF/FSE, ERDF/FEDER) Patchwork of provision – geographically and for groups Confusing to the customer

Specialist business support for BME and migrants has developed as a separate system

few linkages to the mainstream

Not financially sustainable

Dependent on alternative funding streams that are threatened (Equal, Phoenix ) or hard to access (ESF/FSE, ERDF/FEDER)

Patchwork of provision – geographically and for groups

Confusing to the customer

Key questions What have we learnt about outreach using specialist services? What are the drawbacks of the specialist model? Can it be sustained? What should the support system look like?

What have we learnt about outreach using specialist services?

What are the drawbacks of the specialist model?

Can it be sustained?

What should the support system look like?

 

Some lessons Groups are useful for analysis but bad for planning policy delivery Diversity is itself very diverse

Groups are useful for analysis but bad for planning policy delivery

Diversity is itself very diverse

Resources [email_address] Case studies on http://wikipreneurship.eu and Leading lights 2 Major evaluation reports by Peter Ramsden on the BERR website Key learning points: Investing in success reports

[email_address]

Case studies on http://wikipreneurship.eu and Leading lights

2 Major evaluation reports by Peter Ramsden on the BERR website

Key learning points: Investing in success reports

Some common characteristics of community based business support Empathetic Client focused Reaches out Tranformational and developmental of the person and the business Empowering Intensive (and often intense) Open ended not rationed Safe and trusted (not an arm of the state) Free at the point of delivery Recognises the diversity of diversity Accessible and usually located in the community Not just a business plan or a referral

Empathetic

Client focused

Reaches out

Tranformational and developmental of the person and the business

Empowering

Intensive (and often intense)

Open ended not rationed

Safe and trusted (not an arm of the state)

Free at the point of delivery

Recognises the diversity of diversity

Accessible and usually located in the community

Not just a business plan or a referral

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