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PEER Support

PEER Support. Enterprise Facilitation Exemplar. Rob Carder. In 2002: Senior manager at Business Link, start-up part of my role Worked through enterprise agencies and partners East Lancashire poor enterprise culture Heard Ernesto Sirolli for the first time Invited him to East Lancashire

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PEER Support

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  1. PEER Support Enterprise Facilitation Exemplar

  2. Rob Carder • In 2002: • Senior manager at Business Link, start-up part of my role • Worked through enterprise agencies and partners • East Lancashire poor enterprise culture • Heard Ernesto Sirolli for the first time • Invited him to East Lancashire • 2003 Rossendale Europe’s 1st EF project • Joined PEER Support as volunteer; Executive • No longer with Business Link, or live in Rossendale • Finding ways to spread knowledge locally • 2010 invited to Blaenau Gwent • Project underway!

  3. People Encouraging Enterprise in Rossendale Over 100 volunteers from across the borough with their local knowledge, connections, skills and imagination. Also linked in to a range of specialist services. 1 paid Enterprise Facilitator, networked into the community by the community, offering a free, open-ended, high quality, confidential coaching for anyone with an idea for a business, service or project. • Trusted • Supportive but not judgemental • Enabling & Guiding • Accessible • Personal and responsive not pre judged • Connected to agencies and community

  4. In 2002… Rossendale just before PEER ‘… the area seems to have lost direction, inspiration and soul. Opportunities have presented themselves, but have often been overlooked...... the lack of joined up thinking to bring collectives together across the Rossendale Valley, has to date created a disjointed, disenchanted and fragmented community..... There has until recently been an absence of any commitment to collective responsibility in support of economic development and local regeneration.’ (Leader of RBC in the 2003 LSP Report) • A failing borough council • Minimal business support, with low levels of usage • Moribund Local Strategic Partnership • Gap between the richer and poorer areas growing… • Potential was there, but required a new approach to free it!

  5. 2010: 7 Years Later • Importance of securing long-term sustainability • Without PEER what wouldn’t be here? 2003: PEER Support starts 2004: Rossendale Enterprise Anchor Ltd 2005: Adrenaline Gateway idea emerges, Valley of Stone 2008: Valley at Work starts, RELI 2009: Valley Business Exhibition, AgapaoCentre 2010: Rossendale Business Awards, Bacup Hub • 500+ clients, 150+ new businesses (including 30+ new social enterprises), 150+ existing businesses • Rossendale as an enterprise exemplar

  6. Questions

  7. Critical Success Factors • A large, diverse, active volunteer Board • A remarkable Enterprise Facilitator • A friendly, membership-oriented Chair • A constantly expanding local network • Core principles (Clients) • Core principles (Board) • Core principles (Partnership) • Sustainability

  8. A Large, Inclusive, Diverse, Active Board • A strong Community Enterprise Board’s active membership always reflects area demographics. • PEER Support maintains c.35 trained members: • From all walks of life • With all sorts of skills and experience • Do not underestimate potential • Active • Attending Board Meetings/in touch • Introducing their contacts to the Enterprise Facilitator • Offering help through Facilitator to clients in need

  9. A Remarkable Enterprise Facilitator Who: • Always seems to have time for everyone • Responds to the needs of Clients and Board Members quickly and appropriately • Builds and maintains a list of around 30 active Clients (receiving substantial support within the last 90 days) • Effectively utilises the skills, talents and contacts of Board Members in helping Clients • Always leaves the responsibility for action in the hands of the Client

  10. A Credible, Membership-Oriented Chair • Has a high level of credibility and trust across the community, private and public sector • Brings the whole Board together in support of: • Clients • Enterprise Facilitator • Supported by a balanced, active, enthusiastic executive team

  11. A Constantly Expanding Network • Project success is directly related to the size, scope and reach of the Facilitator’s network • The size, scope and reach of the Facilitator’s network depends on: • Each volunteer Board Member personally introducing as many local contacts as they can • Passes Board Member credibility on to Facilitator • Vital in the early days of the project and critical to ongoing sustainability

  12. Guiding Principles (Clients) • Maintain client confidentiality at all times! • We guide, not judge – respect all ideas, people • We nurture Clients, don't rush or force them • We connect with anyone (and everyone) that has the potential to help a Client • We enable personal journeys, not statistics! • We celebrate great Client stories.

  13. Guiding Principles (Board) • Maintain client confidentiality at all times! • Our 1st priority: help Andy support Clients • We are a team – Board & Facilitator together • We have an effective, balanced executive team. • With simple, decisive, inclusive decision making. • Always refreshing our membership • We have fun, avoid bureaucracy, work hard!

  14. Guiding Principles (Partnership) • We help Clients make their aspirations happen • We do not duplicate, compete or conflict with help that’s out there • We aim to work in partnership with any asset, resource or service that can help our Clients • We know that failure to do this means we are not valued by other services • Failure to do this damages sustainability

  15. Sustainability • There is no Magic Wand – communication & persistence to sustain: • Volunteer base (requires a lot of effort) • Enterprise Facilitator (requires finance) • Influential Champions (to help raise £50K pa) • It is a Long Term Commitment • It took 4 years for the difference made to be recognised by others • It remains a constant task to keep our service valued locally, sub-regionally and regionally

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