grass roots to ivory tower - csr report 2012 cultiv8 solutions

GRASS ROOTS TO IVORY TOWER An independent report on the needs of local communities,

to be considered in the creation and delivery of CSR strategies,

by small to medium sized businesses in Birmingham.

Author: Joel Graham-Blake, Founder.

Company: Cultiv8 Solutions

Email: [email protected]

Website: www.cultiv8solutions.com

Twitter: @joelgrahamblake

Grass Roots to Ivory Tower – Independent CSR Report

Report produced 10th

June 2012

Author: Joel Graham-Blake, Founder www.cultiv8solutions.com


© Cultiv8 Solutions 2012

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Opportunity for feedback

This is a summary report, designed to encourage discussion and action.

Please do feel feedback your thoughts and comments using the following details:


Twitter: @joelgrahamblake

Website: www.cultiv8solutions.com



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Introduction of Commission

In May 2012, Dr Mashuq Ally, Assistant Director of Equalities & Human Resources,

Birmingham City Council with the support of Sir Albert Bore, Leader of Birmingham

City Council commissioned Joel Graham-Blake, to write an independent report for

the city.

The commission was to write a report about the challenges surrounding effective

Corporate Social Responsibility (CSR) practice by the small to medium enterprise

business community of Birmingham and the impact that this has, on meeting local

community needs.

The terms of reference for this report were set as the following.

• To produce an independent research paper on the impact of CSR activity on

the local community, by the SME community of Birmingham.

• To provide impactful research data, that will aid Birmingham City Council in

their aims of promoting positive CSR practices and sustainable impact, across

the Birmingham region.

• To offer the research data as a resource in order to help meet objectives

within the Birmingham City Council Business Support Strategy.

The report incorporates findings from:

• Interviews with 10 SME business owners from across different business

sectors of Birmingham.

• Findings derived the Midlands CSR Summit 2012 – ‘CSR: Critical for Business

or Business Critical?’ - this summit was attended by 85 delegates, consisting

of the Heads of Corporate Social Responsibility and their Chief Executives,

from across the private, public and voluntary sectors.

The vision for the Midlands CSR Summit 2012 was created by Joel Graham-Blake and

was delivered in conjunction with a number of key business partners from across all

sectors, at Aston Business School in April 2012.



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Table of contents

Executive Summary 7-9

Format of the Report 10

SECTION ONE – INEQUALITIES OF EMPLOYMENT OPPORTUNITIES 11

Question 1 - What would you describe as the most proactive ways

in which SME’s can help to reduce economic inequalities in the city?

1.1 Become Lean and Meaner

1.2 Systemise not analyse

1.3 “Inequalities, over here!” 12

1.4 Rise of Intrapreneurship

Question 2 - How can CSR help to reduce unemployment in the city? 13

2.1 Its not all about outputs

2.2 Align strategy with needs

2.3 Working together to ‘grease the chain’ 14

CASE STUDY 1 – Enterprise Diversity Alliance (EDA)

Question 3 - What type of support do SME’s need, in order to make a 15

significant input into enhancing social and economical mobility?

3.1 Nurturing growth is key

CASE STUDY 2 – Enterprise City High Growth Programme

3.2 Peer to Peer Learning

CASE STUDY 3 – The DEN

3.3 Operate Local, Think Global 16

SECTION TWO – THE POWER OF SOCIAL COHESION 17

Question 4 – Why is there a lack of social cohesion in the city?

4.1 Perception vs. Reality

4.2 He, who shouts loudest, leads

4.3 Diversity equals adversity? 18

4.4 Community responsibilities

Question 5 – How can CSR reduce the lack of social cohesion

in the region? 19

5.1 Collaboration is key

5.2 K.I.S.S – Keep It Simple, Stupid!



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Question 6 – What support do SME’s need, in order to make a significant

input in enhancing social cohesion? 20

6.1 A culture of fairness

6.2 Policy vs. Practice

6.3 Birds that flock together, fly together! 21

6.4 Impact of religion

SECTION THREE – PARTICIPATION AND EMPOWERMENT 22

Question 7 – Why is there a divide amongst the wealth of businesses owned, by different

groupings of people?

7.1 History speaks loudly

7.2 Cultural dilution 23

7.3 Aspirational Conditioning 24

Question 8 – How can CSR encourage more participation and

empowerment amongst local communities? 25

8.1 Who are you trying to empower?

8.2 Sustainable models of work

8.3 Integrate opportunities

8.4 Horizontal commonality 26

CASE STUDY 2 – Cleone Foods: Wade Lyn, Special Ambassador Award.

Question 9 – How can the public and private sector work together

to increase the level of business ownership by women? 27

9.1 Meet the ‘Three 4Cs’ of gender-led programmes

9.2 Promote and Interact 28

9.3 The ‘Atlas Effect’ – Impact of Media 29

SECTION FOUR – MEASURING THE IMPACT OF CSR PRACTICES

Question 10 – What are the core elements that are needed,

to build a robust framework which measures the impact

of CSR practice? 30

10.1 Elements for measuring the Impact on Local Communities

Question 11 – What would be the most effective way to promote CSR

in the city? 31

11.1 One size does not fit all



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Question 12 – How do we change the perception that the phrase

‘Return On Investment’ in regards to CSR, is an immoral phrase to use? 32

12.1 Measurement leads to efficiency

12.2 Need for increased dialogue

13 Recommendations 33

13.1 Recommendation 1


13.3 Recommendation 3 34










15 Thanks to Participants 39



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Executive Summary

REALITY CHECK

Within the diverse communities of Birmingham, we have people who yearn to be

citizens of a truly inclusive and equal society. We have people living in environments

that are being eroded through a lack of cohesion, concern and care. We have

children who live day by day, with no real hope or dreams, because their life

experiences have conditioned them to believe that it is easier not to have them.

This is happening in our communities, not mine, not yours, but in OUR communities.

There are many who may never experience the euphoric feeling of achievement in

gaining employment, achieving qualifications or simply to be able to look at

themselves in the mirror and say ‘I am somebody’ with total conviction and pride.

Unemployment is far too high yet we still have a culture of ‘go to school, get a job,

and you are set for life.’ We need to wake up and realise that is just not true any

more. There needs to be a more fairer and horizontal representation of all the

options available, with a clear understanding of the routes and potential

consequences of each option but with the reassurance that you will be adequately

supported no matter what you choose to do.

POWER OF ENTREPRENEURSHIP

As a city, we already have a strong and credible history of creating new ideas,

inventions and ways of working for the benefit of others, yet when it comes to

ourselves, there seems to be gaps that are widening with regards to job

opportunities and the type of enterprise support that helps the person behind the

business to grow, as well as their business idea.

As a business community, it is easy to forget that whilst we work hard to keep our

own heads above water, to put food on our tables, or to put electric and gas in the

meter, to achieve our next promotion, or to maintain our lifestyle, we also have a

social responsibility to help others and encourage your fellow man, to do the same.

There is a significant advantage for Birmingham to provide opportunities where

young people can use their entrepreneurial skills and abilities, to help existing

businesses to flourish and this too must be encouraged.

We have the collective power, the resources and the tools to truly invest in the

people, the lives and the communities that we serve, no matter the challenges we

face in our own circumstances.



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LEADERSHIP

We need to create a city where our leaders are those who ‘speak the language’ of all

our citizens.

I am not suggesting that those who have been chosen as community leaders are the

wrong people for the job. That is a very subjective matter that would differ from

person to person. I am merely pointing out that the processes of their selection must

be transparent and open for continual discussion for the future, in relation to their

ability to truly meet the needs of all the communities that they are chosen to serve.

Leadership also has an impact on our youth. If they do not believe what they are

being told or are dismayed by what they see, then how are we meant to empower

and inspire them for the future?

We are not being innovative, in regards to the ways in which we must engage and

empower our youth and thus run the risk of creating future generations of frustrated

youth.

We must develop a more inclusive leadership structure that encourages our young

people to be heard more, dictated to less but focused on meeting their needs, whilst

not forgetting the current needs of our more established and elderly citizens.

COHESION

Like many citizens of Birmingham, I am proud of the fact that I have never forgotten

the humble background that I have come from. My very business was founded on

this ethos, helping organisations transform their CSR strategies, into sustainable,

commercial and social impacts that they can measure.

But like many others born and bred in Birmingham, I am just one person, trying to do

what I can with what I have. It can be so frustrating to see how a perceived lack of

cohesion or in some cases, an actual lack of cohesion can undermine what we are all

trying to achieve - a state where everyone regardless of difference, has a fair

opportunity to maximise their potential.

We have a long way to go before the utopian dream of complete community

cohesion is achieved, but we cannot allow that dream to disappear.

I believe that we can achieve that dream together, through what I call Sustainable

Collaboration – an agreed ethos of sharing responsibility as one city, business and

community working hand in hand without the brand profiling or the box ticking, but

based upon a real and true understanding of each others needs; and a frank, honest

but continual discussion with actions taking place on promoting diversity.

There is something about working together, to think globally and operate locally, to

encourage peer to peer learning and diverse leadership, which must be explored.



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True collaboration is the only way in which we can truly achieve the level of social

mobility that causes a cultural shift, in how we do things and that gives us the results

that we wish to achieve, as a city.

Working in this manner, would gives us the opportunity to naturally embed

community needs into public policy and practice. Procurement processes would then

become more relevant to the needs of smaller organisations, the creation of

bureaucratic legislation would begin to reflect the real issues that are going on and

people would feel more engaged through CSR activities.

Furthermore, we would see a rise in more collaborative and sustainable models of

work that can set a strong foundation for the future. This would inspire those who

feel that they can only ‘reach so far’ and change the way in which local communities

operate and develop.

CITY RETURN ON INVESTMENT

Good CSR is about measuring your Return On Investment (ROI)

But a city wide approach to measuring our ROI should be based upon the quality of

our collective investment and the results that are achieved when we do so. We are

all affected by CSR activity and the SME community is not different to anybody else

in that regard – however, this is not just about business.

This is about how we as a city, plan for our future – the future of all our citizens, the

future of all our public services, the future of our businesses and the impact that

they can make to the local, regional, national and global economy.

Historically, we have drawn many lines in the sand when we want to create change

but we often find ourselves debating the same old issues, in the same old places,

often with the same people!

We can not continue to do that anymore.

Recent incidents in our city, current issues that we have and an uncertain future all

mean that we have an opportunity to do things differently, do this more creatively ,

do things better – we can only achieve that if we invest in this process together as a

city with everyone’s own interests and needs at heart.

No matter your status, your experience, your organisation or your mindset, I hope

this report gives you an honest and insightful understanding of how SME’s can create

change through CSR, but also how we as a collective can provide each other with a

personal feeling of empowerment and pride, the willingness to take effective action

and a genuine love for all.



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Format of the Report

The following report is split into 4 key areas of consideration:

• SECTION ONE – INEQUALITIES OF EMPLOYMENT OPPORTUNITIES

• SECTION TWO – THE POWER OF SOCIAL COHESION

• SECTION THREE – PARTICIPATION AND EMPOWERMENT

• SECTION FOUR – MEASURING THE IMPACT OF CSR PRACTICES

Each area contained 3 questions in relation to that section, resulting in a total of 12

questions asked.

To ensure consistency and fairness, the same 12 questions were asked to 10

different SME business owners, through a series of one to one interviews.

Additional information and input was sourced from feedback that was provided from

85 delegates from the Midlands CSR Summit on Friday 20th

April 2012.



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SECTION ONE – INEQUALITY OF EMPLOYMENT OPPORTUNITIES

Question 1 – What would you describe as the most proactive ways in which SME’s

can help to reduce economic inequalities in the city?

1.1 Become lean and meaner

SME’s have the power to reduce economic inequalities more quickly and more

efficiently, because many are not restricted by the levels of structure, the need to

consult layers of management and the bureaucracy that is so often apparent within

larger organisations.

The influence of technology and in particular social media, allows SME’s to respond

more quickly to the needs of local communities. The needs of the people are

amplified using social media and more often than not, it is the key decision maker of

the business who is in control of answering, responding and supporting that need

online.

1.2 Systemise, not analyse

In the modern business world, SME’s who want to compete on a global scale can do

so with relative ease. There are countless stories of people creating multi-million and,

in some cases, multi-billion dollars business out of their bedroom – Facebook is a

classic example of how one idea can manifest itself into an industry all of its own!

However, SME's who wish to help reduce economic inequalities must understand

the need to build their business based upon the right systems. The needs of the

communities that they wish to support and serve must be woven into the DNA of

those systems, in order to maximise efficiency and impact.

Efficiency with scarce resources is fundamental to survival for many small businesses

and it is important that the systems within the business, allow the owner/s to work

ON the business, not IN it. The more costs are reduced in the business, the greater

the opportunity to phase in the right level of support for local communities.

No business will ever be in a position to help others, if it is not in a position to help

itself.



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1.3 “Inequalities, over here!”

SME’s are perfectly placed to raise the awareness of inequalities that they see, face

or experience. This is often due to the fact that they are closer to the ground and

have easier access to the people that are being affected.

Raising the awareness of inequalities will allow the city to become more informed of

the issues that are out there and the potential impacts that these issues can create.

This will help to foster interventions that provide ample opportunities to discuss

these issues and concerns of young people – the next generation will always feel the

brunt of decisions and actions that take place in the present, so the use of

interactive debates, talks, and seminars will allow young people to own their

response to the challenges that they will face.

The return is two fold. The more SME’s understand the views, experiences and

future support needs of young people and local communities, the more opportunity

that they will have to align their business strategy and potential revenue streams in

ways that make a significant impact. The results and impacts of this work will help to

feed into the development of government infrastructures promoting better

partnership working and an ease of procurement systems engagement.

1.4 Rise of Intrapreneurship

In the modern business climate, SME’s across all sectors need creativity and

innovation to survive. Economic inequalities in the city are often in need of ‘outside

the box’ thinking and action to be solved. Young people have a natural tendency to

understand both of these things.

The more SME’s encourage young people to have an input into the development of

their business, the more chance the business has on helping to reduce economic

inequalities. However, many SME’s have a fear of young people in their business –

“Will they have the skills that I need in my business?” is a key question that many

SME’s find asking themselves.

The answer can be found in the provision of placements that allow young people to

showcase their value, investing in the raw talent of many young people. It seems to

be normal practice for SME’s to create a project that ‘one of the kids’ can do and

many SME’s do offer voluntary positions that help to up-skill those from local

communities.

But imagine what would happen if these placements were actually tied into areas of

the business, that can actually help to save business costs, not just offer a bit of

experience?



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Question 2 – How can CSR help to reduce unemployment in the city?

2.1 Its not all about outputs

A continual focus on outputs, figures and targets can create a detrimental impact on

the quality and service of employment opportunities available. This is clearly

evidenced with the demise of the Connexions Service, that for so many was a clear,

simple and easy to find source of employment opportunities, tailored to the needs of

the target market.

The need for results and outputs to show a return on public fund investment, also

feeds into the reduction of access to knowledge and information, as the focus

becomes on working harder not working smarter.

By switching the focus from outputs, to the development of CSR activity that

integrated involvement from those whom you wish to support, in the planning

stages of the activity, you begin to develop and nurture a state of ownership,

enhanced level of loyalty and an increased level of productivity overall.

2.2 Align strategy with needs

Effective CSR practices can enhance the development of staff within an organisation,

as well as provide employment opportunities for the unemployed, access to capacity

building knowledge and resources that can be tailored to meet the needs of the local

community.

If CSR activity is linked to staff CPD activity, then the staff member will become

motivated to do more, regardless of the size of the business – the level of

enthusiasm generated and the motivation with help to breed more creative ways of

adding value to the local community.

Furthermore, you build a staff culture of giving and personal leadership, which can

be seen in different ways i.e. an increase in the level of positive feedback on

customer service provided, enhancing the profile of the company’s brand.

Employment is a key driver to increase social mobility - the organisation would have

to choose a project that can provide specific employment opportunities, whether

short term or long term, but the ‘buy-in’ from staff is crucial to this process.



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2.3 Working together to ‘grease the chain’

The sharing of experience can help to reduce the level of bureaucracy in providing

the right opportunities to the right people at the right time, through joint working

partnerships.

Larger businesses have the knowledge, experience and understanding of systems to

help capacity build smaller businesses. This means that smaller businesses can grow

to develop ways in which they can ‘do what they do best’ i.e. provide goods and

services as part of the larger organisations supply chain, connecting people from

local communities to employment opportunities using grass roots networks and

access points, that larger organisations do not have.

It all saves time, money and promotes collaboration and results.

CASE STUDY 1 – Enterprise Diversity Alliance

EDA (Enterprise and Diversity Alliance) is a unique collaboration pioneering new

ways of promoting the development and growth of diverse SME’s, through

imaginative and productive relationships with large firms and private and public

business service and finance providers.

Led by the CREME and the University of Lancaster, EDA provides leadership in two

areas which evidence suggests are key barriers to SMEs’ survival and growth and to

maximising their contribution to the country’s economic growth. Two working

groups have been established to develop and deliver action plans, one around access

to finance and the other around access to markets.

Both working groups will be underpinned by approaches that deepen the

engagement of firms that have tended to be excluded from productive business

networks and opportunities.

Richard Roberts, SME Market Analysis Director and Chief Economist, Barclays UK

Banking and a founding Member of the EDA states: “We want to create forums

which help develop better mutual understanding between SMEs, finance providers

and larger firms, to break open the financial constraints on minority SME growth.”

The EDA has already delivered a successful 8 year initiative between the 12/8 Group

of 6 independent small businesses and A. F. Blakemore & Son Ltd, a business with a

global turnover of over £1 Billion pounds.

This programme was able to develop the capacity of SMEs to guarantee a stable

supply to large firms of quality products and services, through Peer Mentoring and a

series of Workshops that brought together small businesses with larger financial

providers, global firms and direct access to business supply chains.



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Question 3 – What type of support do SME’s need, in order to make a significant

input into enhancing social and economical mobility?

3.1 Nurturing growth is key

Stimulating high growth aspiration is an important factor for SME’s to survive and to

be able to have a strong input into enhancing social and economic mobility.

There are many initiatives in the city that help SME’s to achieve this.

CASE STUDY 2 - Enterprise High Growth City programme.

The programme provides free mentoring to selected businesses - including

businesses run by under-represented groups such as women, young people and BME

people. It gives Birmingham-based businesses which have been trading for six

months or more and have potential for long term growth, the opportunity to receive

dedicated coaching.

An example of its impact was a company that supplied SME IT systems, on-site

computer repair and networking support, websites and web blogging. They joined

the Enterprise City High Growth programme in September 2010. Since joining the

programme MAD has moved from being home based into it’s own offices, increased

it’s turnover by over 10%, hired a full-time trainee and under the young

apprenticeship scheme helps someone who works one day a week to gain skills in an

office environment.

3.2 Peer to Peer Learning

There has been a growing need for the owners of SME’s, to learn from other small

business owners via direct knowledge transfer. By focusing on developing the person

/ people behind the business, many SME’s are experiencing a renewed motivation

and focus on overcoming the issues that they face in their businesses.

CASE STUDY 3 – The DEN

An example of this type of support is The DEN (Diverse Entrepreneur Network). The

DEN is a members-only peer to peer learning club for small business owners. Their

members meet every month in groups of ten to share experiences, exchange

practical business solutions and to help each other sidestep mistakes made by others.

An example of its impact was a company that provided flood protection doors and

windows for both residential and commercial clients. Within six months of joining

the DEN, the company were able to identify a new funding source that resulted in

them winning a business grant of £130,000, moving to a larger facility in Watford

and changing the focus of their business to become a leading expert in the design of

flood protection homes for people living in both flood-risk and disadvantaged

communities.



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3.3 Operate Local, Think Global!

At the risk of being controversial, many SME’s do not think big enough!

It was evident that there are a number of people who have created ‘lifestyle

businesses’ in the city. This has enabled them to remain at the heart of local

communities and in many ways, become the social heartbeat of the communities

that they serve.

Examples of such businesses include Hairdressers, Fast Food/ Convenience Food

shops, Barbers, Local supermarkets, Local plumbers etc

Local businesses have a huge part to play – I remember every Saturday being down

the barbershop whether my hair needed cutting or not! It was a place of socialising

with your community, hearing the latest gossip, gaining information on events

happening that weekend or generally sharing a nice, positive, community vibe!

The issue is that the ability to provide social and economic mobility was not a real

priority – it may have happened inadvertently, but it was never the business master

plan! You would often find a high labour turnover in such businesses, as lifestyle

businesses are one or two people owned, and the issues of real life, often had a

direct impact on the results of the business.

For centuries, local businesses have helped local people, but the businesses

themselves have remained local.

There are only a handful of businesses that have broken the mould and have

developed both a national and international reputation for helping others -

incidentally, they tend to be product based businesses, rather than service-based

built upon a systemised approach for high volume selling and growth - but their

values are often founded, and have stayed rooted in supporting local people.

The advantage for both service and product based businesses, is that both are in the

great position to use technology to increase efficiency and therefore increase their

chance for sustainability – however the deciding factor on how long they can

continue to enhance social and economic mobility, through the way they conduct

their business, will be the time it will take to be adequately educated and proficient

in the use of these technologies and, a willingness to be more innovative and flexible

in order to integrate them for the long term.

The secret to success will be in the way that SME’s utilise technology in areas that

have a huge impact on the running of the business.

They will need assistance in key areas including HR, Finance, Sales Management

Processes and Operations.



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SECTION TWO – THE POWER OF SOCIAL COHESION

Question 4 – Why is there a lack of social cohesion in the city?

4.1 Perception Vs Reality

There is an overwhelming perception that there is a lack of social cohesion in the city,

often fuelled by the media and a lack of awareness of community activity between

sections of the community.

This perception is also enhanced through a number of personalised factors, many of

which have an historical context that would need in depth exploration; others are

based on personal experiences which may not reflect the views of the majority.

However, it is clear that some communities feel more at a disadvantage than others,

and it seems they have felt so for a long time.

4.2 He, who shouts loudest, leads.

In some communities within the city, there has been a historical trend of the ‘leaders

of the community’ being those who have the ability to promote themselves or be

promoted as such, above and beyond all others.

This has been more prevalent within African-Caribbean and Asian communities,

where the leaders have had a strong community following and the ability to say the

right things, at the right times, but with no significant awareness of both political and

commercial structures that the role enables them to be a part of.

This approach has also failed miserably when the person in ‘power’ or with influence

does not truly understand the needs of all the community that they have been

chosen to serve and / or have focused on promoting and supporting the needs of

one section of the community. This then creates distrust, a lack of loyalty and

reduces the chance of bringing people together to all work as one people, for the

good of the community.

The more respected leaders have been those who:

• were once or are still regarded as community people i.e. have a history of

working in the community for the needs of the people in the community.

• Have the ability to engage with people at all levels, from grass roots to board

level in business and beyond.

• Are naturally humble about their efforts.

• Have others promoting them without little input from themselves as an

individual.

Interestingly enough, this also applies across genders and age.



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4.3 Diversity equals adversity?

The real ethos of diversity is about a celebration of difference, embracing others for

who they are, within a positive environment of inclusion.

However, whilst Birmingham is revered as a truly diverse city, diversity itself can

cause barriers and issues that help to undermine social cohesion. This is due to the

fact that having communities with people of different ethnicities, backgrounds,

cultures etc is great for inclusion, but there still needs to be a level of education on

those differences between those people, in order for diversity to be truly integrated.

The idea of just putting everyone together and they will make it work, does not work

- it is imperative that commonalities between people and communities are identified

and promoted as a basis for the integration of diversity.

4.4 Community responsibilities

The remedy for making the social cohesion process more effective cannot be

something that is parachuted in from outside the community. People are human and

must be treated as such, but the community itself, must choose to seek and gain

ownership of the social cohesion process and incorporate all areas of diversity.

The work that needs to take place must be come from within local communities, but

there are a number of key factors that must be considered, in order for this to

become sustainable.

These factors include:

• the community deciding upon what it is truly important to all

• nurturing of the shared values of the city, in communities

• the identification of cross cultural leaders, who can connect with all

• an understanding of the political processes of local government

• a commitment to bridge the inter-generational gap within communities

• collaborative working to reduce impacts of funding, which cause divisions

between communities

• the development of social cohesion in the workplace

• reducing the dependency culture of local communities

It is important to note that the size of the business will dictate the level of social

cohesion within the workplace – small businesses have limited resources and little

time to drive cohesion, large companies are often too systemised and processed to

operate on a personal and interactive level.

Mid-sized businesses are a happy hybrid of the two where social units can thrive,

because key hierarchy and systems are often controlled by those who have direct

contact with frontline staff so their relationships, by their very nature, have to be

cohesive, socially aware and inclusive to work effectively.



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Question 5 – How can CSR reduce the lack of social cohesion in the region?

5.1 Collaboration is the key

Businesses that develop CSR activities have the opportunity to add sustainable value

to communities. However, the development of CSR activities must be built around

the specific needs of the community, that they seek to support.

The issue is that businesses may not have the in-depth understanding that they need

in order to create CSR activities that can have the level of impact that they desire.

This is often because they have not involved their community stakeholders into the

design of their CSR activities, therefore losing the connection that is so fundamental

to develop social cohesion.

If businesses made a more concerted effort to bring in their stakeholders, at the

design stage of their CSR activities, businesses would find that their impact becomes

tied into the capacity building and sustainable needs of local communities – this in

itself, would provide a more effective return on their investment and at the same

time, ensure that the communities that they are serving are having their social

cohesion needs meet through a genuine appreciation and understanding of what is

really important to them.

5.2 K.I.S.S – Keep It Simple, Stupid!

Many CSR activities can be quite complex, elaborate and help to promote the

organisation in a wonderful light. What they fail to do, is provide an intervention

focused on the root causes of particular issues.

Painting a school wall is not effective CSR practice. Picking up rubbish in a park is not

effective CSR practice. Doing a 5k run to raise money is not effective CSR practice –

they are nice things to do that offer some value, but they are not activities that have

a long term impact.

CSR activities for the future must be:

• Simple.

• Practical.

• Grass roots based.

• Replicable.

• Founded on the ability to capacity build.

• Built to enable a diverse workforce to become cohesive.

• Easily measurable.

• Benchmarked for progress.

• Able to be promoted clearly and effectively to all stakeholders.



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Question 6 – What support do SME’s need, in order to make a significant input in

enhancing social cohesion?

6.1 A culture of fairness

There is a need for Birmingham to have a truly fairness culture for SME’s, that allows

open, fair competition and the ability to generate sustainable growth.

This would not only have a positive impact on the local economy, but it would also

motivate and empower many within local communities, to strive to add more value

to the lives of others.

Many small businesses miss out on opportunities and access to information for a

host of reasons. But the result is that Birmingham is becoming a state where the

divide between business success and failure, is based upon where you live, the type

of business that you run and the networks that you are associated with.

Factors that would help to develop a fairness culture include:

• Fair access to information.

• Transparency of funding application.

• Reduction in the process/bureaucracy for contract tendering.

• Emphasis on current key skills, not just experience.

SME’s would benefit from feeling that they are part of a system that promotes

collaboration, equal opportunity and support of their own key strengths as a

business.

6.2 Policy Vs Practice

Many SME’s view policy as a stranglehold on the growth of their business –

regulatory constraints, benchmarking and bureaucracy of processes, all feed into the

desire of having less policy management and more opportunity to grow.

However, policy development and management is crucial to helping SME’s develop

the structures that they need to thrive and therefore make a more significant impact

on social cohesion.

It seems clear that community needs must be embedded into policy, at all levels of

the business. The needs of the community must be the foundation of business

strategy and business development planning; the community benefits from the right

form of product and service delivery, tailored to their needs wherever possible.



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6.3 Birds that flock together fly together!

SME’s should consider using a ‘Collective Lean’ approach that helps them to align

themselves more with other businesses, who share the same ethos and passion for

developing communities.

This is important because within the current economic climate, business survival is

enhanced through the way in which innovative and more partnership based

approaches of working are adopted by forward-thinking businesses.

This approach will also help different businesses, from across communities and from

across different sectors to build lost bridges and align common practice – this model

of working manifests itself in the local community, transcending difference and

promoting positive collaborative change.

6.4 Impact of religion

We are all aware that faith is a powerful force that has a tremendous impact on

most local communities.

Yet, faith is often seen and used as a tool for creating separation and divisions that

erode the work of those who seek to bring peace and harmony across communities –

furthermore, it is generational with many modern day issues being the

reincarnations of older issues.

However, faith has the opportunity to increase social cohesion, because of the draw

that it creates through it’s power.

Churches, Mosques, Synagogues, Gurdwaras and all other religious establishments,

consist of communities of ordinary people, who are exposed to a myriad of issues,

which both connect them to and hold them, to their community.

These issues are often solved through the ‘healing’ factor of faith and the belief that

‘all will be well’ once our time here on earth is complete. This is an important point

to consider because the psychological power of that fact can be responsible for the

choices that people make and the results that they achieve.

Religious establishments more often than not, have the trust of the people. They

have access to the communities that SME’s wish to support. They are also the hub of

many communities who often experience, first hand, the results of a lack of social

cohesion.

It may useful for religious establishments to support and advise SME’s on sharing

best community practice and even act as a conduit in some circumstances to help

bridge that social cohesion gap.



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SECTION THREE – PARTICIPATION AND EMPOWERMENT

Question 7 – Why is there a divide amongst the wealth of businesses owned, by

different groupings of people?

7.1 History speaks loudly

Before I continue, I must state that this is a controversial and sensitive subject that

will not be solved in this report.

The way in which a specific culture has developed, is often derived by the values that

have been passed on through generations, centuries and the ages.

What is never clear is whether or not the current values of today have been shaped,

tainted, tweaked or adopted over time. It is often easier to act on what you perceive,

whether good or bad, but within an inclusive environment that allows both positive

and negative dialogue to take place.

Within local communities, the division of wealth is connected to how these values

were allowed to grow or restricted through the ages, for example:

Historically, many people from a predominately Asian and African background were

merchants and middlemen in business. They were able to connect goods and

services with buyers of those goods and services, building a strong reputation of

creating value and thus increasing their wealth in that way.

This wealth was often distributed back into the local community, ensuring that

everyone was able to benefit from the work that was undertaken and the business

that was done.

Somewhere along the line, this value of community wealth distribution became lost,

within specific communities, particularly with African and Caribbean communities.

We are all aware of the impact of slavery within African and Caribbean communities

and it is an important subject and one that will continue to be debated.

What is not debated enough is the way in which Social Conditioning that slavery

created in the lives of people from African and Caribbean communities, still

manifests itself to this day, especially within young people and business owners from

those communities.

This very ethos is apparent in all cultures too; both in good and in bad ways,

however, further intelligent dialogue and debate must take place, between various

communities and cultures to create a true and empowered level of understanding.



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7.2 Cultural dilution

Identity is something that we all have and makes us who we are.

Yet, we know live in a society where retaining one’s own identity is becoming harder

and harder to achieve. Often, the definition of your identify is created and controlled

by those who have the power to influence the majority.

This increases the opportunity to generalise people from various communities and

can undermine the fact that embracing diversity, is a cross cultural agenda that

affects us all.

For example:

20 years ago, the word ‘Urban’ was not accepted as a term that encompassed all

cultures, young people, style of language and the use of specific terminology.

‘Urban’ was not accepted as a norm of the mainstream. ‘Urban’ was not the

powerhouse behind global industries and the basis of multi-billion dollar

transactions. Kids in the playground did not say “Safe” or “Yes, my brother” or pump

fists, in a typical Kingston Jamaica style.

But that all happens now, as if it has always been that way.

To our modern day young people, it always has.

Some young people would argue that ‘Urban’ is the epitome of Black Culture made

cool, in the eyes of modern society. The style of dress, the acceptable use of slang,

the popularity of more music with an edge, even to go as far as to wearing fake tan,

could be argued as taking and re-using elements of black culture.

It seems that the things that were once unacceptable are now ‘made cool’, because

people were fed up of what was being deemed as normal and the standard for all.

‘Maybe cool’ simply means diluted to fit the current needs and desires of wider

society; not a true acceptance of a culture, more a ‘compromise’ for other cultures.

I highlight the black culture in particular, because it seems to be the only culture that

has a high demographic of people belonging to it, yet has no real economic and, I

would argue, no real social standing in the eyes of wider society.

Other cultures that do tend to adopt a more insular approach of cohesion that both

grows and segregates their community from others.

There are real important lessons to be learnt from all cultures but the use and some

may say, abuse of identity, is a hot potato that some will eventually have to hold.

Deleted: controlled

Deleted: do,



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7.3 Aspirational Conditioning

Again, this is a summary report and this subject, would need deeper analysis and

exploration.

At the risk of sounding like I am generalising, it seems that different people, from

different communities tend to have varying aspirations of the types businesses and

consequent access to wealth that they can receive.

Often, people prefer to see ‘someone else doing it’ before they try themselves and

often miss out on opportunities to realise their potential. Some prefer to create

small, lifestyle businesses that give them a living or in some cases, creating their own

job.

Others build business that are structured and built to generate massive wealth,

based on building systems and process that mean other people run the systems and

the money keeps on rolling in.

So why is there this difference in what people feel that they can achieve?

It would be wrong to make assumptions on this, but feedback from the research

identified the following key factors:

• Divorce of values within ethnic groups – the notion that not everyone from

within an ethnic group share the same personal or even community values,

which results in a breakdown of ‘unity in the community’ and fosters

negative impacts and results

• Assumption that everyone understands the world of business – the battle

between earning money, doing good and just getting by is an eternal one. It

can be argued that some people are conditioned to be workers, others to be

bosses, and the rest just want to have a good time whilst getting by!

• Family networks – some communities are built on the need to keep families

together no matter what. This does happen in most communities, but in

some, there is an acceptance of family breakdown and the resulting

consequences.

Both sides have strengths and weaknesses i.e. family ties can restrict

progress or taking advantage of immediate opportunities. Single parent

mothers are known for transferring their experience of tackling adversity,

into nurturing the development, strength and independence of their child.

• Limiting beliefs – what an individual says to themselves, repeatedly, often

comes true to life. Young people, in particular, are open to the negative

impacts of this. Many do not have right role models around, to challenge it.



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Question 8 – How can CSR encourage more participation and empowerment

amongst local communities?

8.1 Who are you trying to empower?

It is important to be clear on who you are trying to empower and when – is it the

council decision makers seeking to keep in touch with local communities and doing

so through structures, networks and the linchpins of the community?

Is it the local communities themselves, trying to make them more politically aware of

the way in which things work, so they are able to make more informed decisions?

Or is it the wider business community, helping them to bridge the gap so there

return on investment works both ways?

CSR activity is often shaped by the perception of the leaders or key decision makers.

Theory can only take you so far but there are also many forms of education that will

help to create more positive perceptions, and therefore increase awareness and

knowledge i.e. the interpretation of issues by young people, access to influential

networks through community ‘linchpins’ etc.

There must also be a common purpose that creates ownership within the process,

for all stakeholders matched with transparent filters – collective VISION, LEADERSHIP

and PURPOSE is essential for empowering others.

8.2 Sustainable models of work

Historically, CSR activities were built upon a ‘firework’ approach – you build up to it,

start the activity, create a very positive impact then it fizzles out.

Current CSR activities must be built with the long-term in mind; this includes the

needs of the business and all stakeholders involved or who will be impacted on by

the process, long after the activity is complete.

8.3 Integrate opportunities

Effective CSR practices can facilitate participation in local community development,

by having tangible opportunities woven into the programmes, as opposed to

possible outcomes once the activity is complete.

These opportunities must also be monitored and measured as they will evidence real

impact as part of the specific activity and add long-term value, both as a research

piece but as a practical benchmark for future CSR activity.



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8.4 Horizontal commonality

Partnerships between all stakeholders must be mutual and equal – a ‘them’ and ‘us’

approach creates tension, because there is always a leverage of power that tips the

balance in terms, of who controls what.

By finding what you all share in common, using a more co-operative model, the CSR

activity will breed transparency, trust, integrity and accountability – all important

pieces of the CSR puzzle that must all work in harmony.

This approach also offers fair recognition for work undertaken and impacts achieved

through the activity.

CASE STUDY 2 – Cleone Foods: Wade Lyn, Special Ambassador Award.

Cleone Foods Limited, and their Managing Director Wade Lyn, achieved a double

triumph at the BITC Community Awards, a prestigious event held at the Birmingham

Town Hall on Wednesday 9th

June 2010.

The makers of the nationally recognised brand “Island Delight” Jamaican patties,

were first awarded a re-accreditation for their 2009 Small Company of the Year

award, which was chosen as a national example of excellence in corporate

responsibility for small businesses.

Next, to their great surprise, Managing Director Wade Lyn was announced as the

West Midlands region’s Special Ambassador in a personal message from HRH Prince

of Wales.

He is the first ever small business owner to be selected for this award.

Wade said “I was shocked but also greatly honoured to have been given this award.

I will be giving my utmost in the next twelve months to make sure I can live up to the

privilege and responsibility I have been given today, when I am representing HRH the

Prince of Wales across the West Midlands”



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Question 9 – How can the public and private sector work together to increase the

level of business ownership by women?

9.1 Meet the ‘Three 4Cs’ of gender-led programmes

There is an argument that says that gender-led programmes leads to segregation

and widens the divide between men and women. This is because the increased level

of support needed for women, should be focused more on inclusion and therefore

provide access to the same cultural norms, service provision, and support, as men.

The other side of the coin also states that both men and women have different

needs in business up to a point – the societal responsibilities of family care,

challenging stereotypes, lack of respect in the board room etc are just examples of a

larger picture.

However, what it abundantly clear, is that the level of support available must be

based upon services and practical support, which give female business owners fair

opportunity to compete commercially.

They must also have fair opportunity to develop the skills they need, to be involved

in public processes i.e. tendering, procurement and government strategies

development at all levels.

To achieve this ideal, more emphasis may need to be placed upon creating a fair and

equal business culture, to encourage the development of:

• Confidence – being able to see and feel that there is the freedom to maximise

one’s own potential.

• Capabilities – providing fair access to inclusive-based training and

programmes that develop business skills, commercial awareness and political

awareness.

• Competencies – wider promotion of effective benchmarking processes that

can help to complete the tasks, needed for sustainable growth and success.

• Capacity – opening up of the supply chain supported by mentoring and other

forms of development programmes, which are focused on creating and

building efficient business systems that help to build capacity and

opportunities for growth.

There are an increasing number of women who are looking to enterprise as both a

main income stream or as a part-time commercial interest – attention should be

given to areas such as home based businesses and those centred around creative

activity such arts and crafts and home based food produce.



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9.2 Promote and Interact

There are many approaches that can be undertaken to help the private and public

sector, to become more collaborative and more effective on this issue – the private

sector needs to learn more about the needs of female business owners through

more innovative CSR engagement.

The public sector would benefit from thinking more commercially and creating

services, so that their businesses can grow quicker, by developing procurement and

commissioning processes, policies and procedures that meet the needs of female

business owners.

The public and private sector can work together to provide more tangible insight into

specific gender, social and economical needs by:

• creating more joint venture activity between the sectors

• creating events and seminars that empower the business community as a

whole.

The more people are brought together in business, in a more inclusive and positive

environment based on common values, the greater the opportunity to increase

productivity and make a more substantial impact on the local economy.

These opportunities can be created more easily, quickly and more importantly,

measured through the use of technology. We all have smart-phones, handheld

tablets, could get access to a PC or be communicated to through some other form of

technology based media.

There is ample opportunity for the private and public sector to increase their

investment in these and other forms of technology, to make business support more

open and inclusive for both genders and also allow communities to interact with

each other.



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9.3 The ‘Atlas Effect’ – Impact of Media

There seems to be only a handful of female business role models, who are promoted

regularly through the media.

Examples that were provided included Deborah Meaden, Lara Morgan, Oprah

Winfrey, Sarah Beeny, Rachael Elnaugh, Mary Portas to name a few.

What was interesting was that these and other female business owners are often

portrayed as ‘carrying the torch for women’ or ‘fighting for feminism’ or in some

cases, ‘sisters doing it for themselves!’

I actually believe this is totally the wrong perception being promoted by the media,

but at the same time, one has to wonder whether there is a level of burden placed

upon the shoulders of these women, by other women?

Leadership dictates a level of responsibility that you must uphold.

Whether these women and others actually see themselves as societal leaders or just

in business, is something that would need more discussion. But the fact remains that

the spotlight of a nation, controlled by the desires, needs and fantasises of the

general public, puts them in the position.

Therefore, they do become more scrutinised and challenged by both genders, not

just to succeed, but to succeed on different terms, in different ways on different

days!

The public and private sector have a responsibility to control this perception by

ensuring the stories of these women and the triumph over adversity is promoted to

young women and girls, through schools, social media and all other available

channels – the manner and perception of how these stories is are promoted is key.

The line between a sob story that creates pity and sympathy versus a strong story of

truth, justice and empowerment for women is a very, very fine one – far too often,

the media favours the former, whereas the next generation need the latter.



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SECTION FOUR – MEASURING THE IMPACT OF CSR PRACTICES

Question 10 – What are the core elements that are needed, to build a robust

framework which measures the impact of CSR practice?

Through both the research taken place and the evaluation of the Midlands CSR

Summit 2012, it was clear that there was not a defined framework that truly

measured the impact of CSR practice, which was tailored, to meeting local

community and social needs.

However, there were a number of independent tools that have been created by

organisations that help them to deliver their work. It was also clear the SME market

would find such a framework useful, but it needed to be something that was

supported at the highest level in both business and in the public sector, together.

It was found that there are various elements that would need evidencing, within a

CSR framework for SME’s, that have a core focus on Local Community Impact:

10.1 Elements for measuring the Impact on Local Communities

The elements suggested for inclusion included:

• Knowledge of Community Networks.

• Identified needs of the local communities.

• Monitoring process of CSR activity including Benchmarking Milestones, Best

Practice and Testimonial Feedback.

• Communication process of monitoring results.

• Financial return on investment – Private, Public and Voluntary spend.

• Impact to Job Ratio.

• Comparison of activity against competitors in the market.

• Skills Assessment of the CSR Lead, within the organisation.

• Mental Wellbeing of the SME business owner.

• Strategic Integration of CSR Activity.

• Measurement of Physical, Social and Sustainable Impact.

These were suggestions that were made in the research undertaken for this report,

but it is clear that the measurement of activity, the monitoring of impact and the

way in which that impact is communicated, was crucial to any future frameworks

created.

Deleted: has



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Question 11 – What would be the most effective way to promote CSR in the city?

11.1 One size does not fit all

The feedback received was the most effective way to promote CSR, would be heavily

dependant upon the type of activity undertaken and the impact desired by the

various stakeholders involved.

A more ‘size fits all approach’ would not meet the needs of all concerned and that a

more tailored approach based on a consultation of possible consequences and

measured milestones of promotion and impact would be useful.

A good starting point would be to raise the awareness of the activity, before the

activity commences. The results of the recent Birmingham Mayor campaign was a

stark reminder that assuming that people know what something is about and more

importantly, the benefits or challenges that they would gain, is a grave mistake.

Local communities, businesses and public sector alike are all in agreement, that the

real stories are what matter.

The impact felt by your neighbour, a family member, a friend or someone you know

has a greater impact on you than someone who you don’t know and that is what all

communities crave for – to know that they feel connected, even if it is a problem

that they do not want to have for themselves.

The sharing of real life practical stories of how CSR has changed lives, communities

and the way in which people integrate for the better, should be the foundation for

promoting good CSR practice.

Having a picture in the local paper with a big fat cheque is not good enough and is

not accepted by local communities as great awareness of CSR activity, anymore.

The sharing of authentic and emotionally-charged impacts that help to solve the

issues of the many is what is required – this would help raise the brand profile of the

business and empower the community, together.



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Question 12 – How do we change the perception that the phrase ‘Return On

Investment’ in regards to CSR, is an immoral phrase to use?

The overwhelming response to this question was that:

Business is Business – measuring the activity of investment in any area of a

business is normal practice, including CSR.

However, the debate on Return on Investment is one that must be explored in a little

more detail because diverse opinion on this has a very sound base.

12.1 Measurement leads to efficiency

In the current economic climate, every penny does literally count. You only have to

see what is happening in the Eurozone crisis, to tick that one of your list.

Every single business needs a strong form of corporate governance and

accountability in order to operate at its optimum best. This leads to greater

efficiency and greater productivity.

The better a business operates, is the more it can find ways and more opportunities

to help others – for example, creating CSR activities that help to both reduce waste

in facilities and protect the local community is a clear win/win; the business saves

money and the community has a more cleaner environment.

12.2 Need for increased dialogue

As we move forward, there is a need for more dialogue on the perception of the

return of investment from the views of different stakeholders.

Effective CSR practice has the ability to offer very clear returns for all, but it must be

articulated in the right language and in tailored to the needs of the specific group

that you are engaged with.

Such examples include:

• Commercial and Strategic returns for Board Level Directors.

• Social Impact and returns for local communities.

• Capacity building opportunities for voluntary sector organisations.

• Public Services Strategy research for local authorities.

It was also highlighted in the research that it would be useful to explore financial

incentives for good CSR practice based on performance vs. impact and also separate

tangible vs. intangible results, to drive inclusion from larger companies and

organisations – this could help to increase the level of collaborative working

between SME’s and larger firms.



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13 Recommendations:

This section of the report highlights a number of recommendations that are based

upon the interactions with those involved in the making of this report.

They are primarily focused on actions that may help to bridge the gap between

businesses and local community, so that commercial CSR strategy from the private

sector and public services and support from the public sector, becomes more aligned

with community needs, in order to make a more significant and sustainable impact:

Recommendation Overviews (in no particular order):


• Create a cross sector consultative network of selected leaders, with the

freedom to advise decision-makers on business, public service and local

community activity that that affect the city.

A cultural shift is needed to encourage more diverse leadership at the top – more

diversity of thought, approach and execution of service, not just the general but

equally important issues surrounding gender, race, age etc.

The diversity of the city provides a foundation for innovative and global growth, but

future interactions must be built upon a true understanding, integration and input at

the highest level possible.


• Develop a CSR Kite mark that can be used across sector to measure the

impact of CSR activity.

Many organisations are doing great work with regards to CSR.

Many organisations are being perceived to be doing great work with regards to CSR.

There is no real way of distinguishing between the two unless you have access to

information about their respective CSR activity and the impact felt by their

stakeholders.

Different organisations use different methods to measure impact at present, which is

generating the results that an organisation and their stakeholders may need, but a

uniform and recognised CSR Standard would enable all to have a benchmark of

which to measure progress and impact against competitors, sectors and for use as

part of their own business development strategies.



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• Develop an Entrepreneurial Exchange programme, which has tangible

actions and outcomes attached.

Many SME business owners would benefit from a more intimate and direct

understanding of the needs of other business owners.

An entrepreneur exchange programme would allow business owners to truly

embrace and ‘walk in the shoes’ of all sections of the community, enabling each

other to genuinely understand the origins of the social, economical and cultural

needs that they face and identify the commonalities that they share.


• Provide a programme that fosters creativity and innovation between the

public and private sector specifically on ways in which communities can

help themselves to overcome challenges and grow cohesively.

The private and public sector need to listen more to each other and dictate less, on

what they believe are the right type of CSR activities that communities would benefit

from.

Communities know what they need in order to overcome their challenges, but may

not have the access to the right networks or the resources that they need to help

themselves.

The private sector have the tools to help build this understanding and help to

capacity build within local communities and they themselves, would benefit from

allowing the community to tell them how to develop CSR activities that have a

greater impact.


• Create an online and visual resource that offers a friendly introduction into

the importance of political awareness.

The leaders of tomorrow must be nurtured today, by helping them understand the

political progress.

Political education is an integral part of support for young people and it must be

made readily available in various and flexible forms to all young people, regardless of

background, culture, community environment or level of understanding.



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• Prepare the case for an Intrapreneur Programme for Young People i.e. a

three month project where a young person is recruited, for the sole

purpose of finding a solution to a direct business issue within an

organisation.

The rise of unemployment in the city is creating a pool of young people who cannot

find work and therefore failing to engage their skills, talent and abilities into the local

economy

The more that this continues, the more likely that we will see an increase in the level

of negative impact on the city i.e. rise in anti-social behaviour, more demand on

public services etc.

Private sector organisations can provide the answer.

Rather than just provide work experience opportunities or placements that give a

taste of employment, business should begin to look at how they can use the raw

entrepreneurial skills of young people, to help grow their businesses.

A great example of this in practice – an article on the Unipreneur Challenge

http://www.wlv.ac.uk/default.aspx?page=29493


• Pilot the use of a cross sector peer to peer development model for

businesses.

People learn best from other people, especially those are experiencing or who have

already gone through the issues that you are going through.

Peer to Peer learning provides a safe, confidential and trusting environment to focus

on developing the confidence and skills needed to achieve success. This approach

would add tremendous value to organisations across sectors that share similar issues,

but have very different methods and approaches of solving them.

The sharing of best practice is crucial to growth, as it can serve to reduce the time

and money spent on rectifying activity that had a negative result or impact.

This is an important factor to consider, when looking at how CSR can help both local

communities and local businesses to thrive.

Deleted: ¶



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• Create a regular regional event for all business associations and their

members, to attend and network with each others

In the modern day business climate, businesses must be created to operate in a

global market – technology has reduced the level of barriers for business and has

created an open customer attraction model that transcends countries and markets.

Many small businesses link themselves to business associations for support and

guidance. But, these business associations can be a hindrance if they do not

adequately prepare their members for operating with a global mindset – this can

happen inadvertently, because the business association has been created to serve

needs in a particular way.

All business associations need to dissolve their immediate disposition to segregate

themselves from others whether it is by ethnic origin, size of business, sector or any

other factor of difference and overcome their fear of some other organisation

‘taking their members’.

Achieving this would create greater collaboration and opportunities for growth for

all, across all sectors and communities, encouraging more cohesion and enhancing

our understanding of diversity in practice.


• Create more social-media based ways of gaining transparent, honest and

direct regional opinion on issues that affect the community.

All too often, the leader of a community is not one that is readily accepted by the

people that they are meant to serve. In fact, the leader is often the person who ‘fits

the mould’ or has made themselves heard the loudest through artful negotiation,

networking and being ‘at the right place, at the right time’.

Young people in Birmingham, in particular, look to lead themselves because they are

not tied to the conditioning of the past and have grown up in a more naturally

diverse and digital age, so they have a more creative and innovative approach to life

rather than one dogged in historical rhetoric and favour.

Future leaders across all sectors need to understand this more than ever, the recent

riots should have taught us that lesson.

The leaders of the future will be selected by the people, if the people are given full

opportunity to let their views be heard, accepted and acted upon.



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• Agree on, develop and communicate a Public and Private Sector Joint

Working Charter, that sets out the values and work that will take place

between the sectors, in support of local communities issues – include times

of review and methods of monitoring and feedback.

Communities are easily confused by what the public sector and what the private

sector both say that they can do to help them. Furthermore, this confusion creates a

feeling of distrust, anger, disappointment and frustration that manifests itself in a

number of ways.

A clear approach on how the public and private sector are working together on the

specific issues that affect local communities would spark interest and start the

dialogue needed to build more trusting relationships and understanding.

It would also offer the public transparency that is so often missing from such

conversations and which undermines the basis principle of supportive

communication.


• Consult with leading female entrepreneurs and senior female executives on

the development of a framework, for developing female owned businesses,

that begins with working with young girls within local communities and

local schools.

Women have a crucial part to play in both the development of communities and the

development of business but the provision of support for women is so often under

scrutiny because of its lack of impact.

More specifically, practical support of women in business is often seen as a ‘second

rate’ initiative that is not robust or sustainable.

There is great opportunity and merit in inspiring the next generation of female

entrepreneurs and female business leaders, as the female population often have to

carry the burden and responsibility of creating positive change for themselves.

However, they also create strong results and are increasing become more successful

when given the fair and equal opportunity to do so – this must be encouraged and

not ignored for the benefit of all.

That being said, it is just as important for women not to adopt a victim mentality

where possible – this simply dilutes their strength and reduces their own drive and

commitment.



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38


• Promotion of an Online CSR portal, where all these resources are held and

where others can add their own information.

There is nothing more powerful than an emotional story, based upon facts or truths

that we can all relate too.

The level of CSR activity in Birmingham is generating these types of stories every day,

yet the citizens of Birmingham are the last to hear of them.

This becomes a counterproductive practice, because both business and people alike

are always looking to learn from the best practice and impacts created by others to

help inform their own work and ideas and thus they need to see, hear and feel what

is going on around them.

A free deposit of all these CSR activities by SME’s and the impacts of these activities

via case studies, videos and articles would provide a powerful resource that shows us

all and others, on a global scale, just what Birmingham is achieving.



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39

15.0 Thanks to Participants

At the request of some of the participants involved in the research of this report, I

have refrained from mentioning the names of all people involved in the research or

their individual organisation.

However, this report is not based on the individual ways in which those involved go

about their business. It is about the issues that were presented and the feedback

that was provided and detailed in this report.

What I can say is that the research came from across the private, public and

voluntary sector and I wish to thank the total of 95 people who were involved in the

findings and interviews, a sincere thank you for your time, honesty and input into

this report.

I hope I was able to capture a true reflection of all your thoughts and experiences.

grass roots to ivory tower - csr report 2012 cultiv8 solutions

Documents

independent report forthe

impact of csr activity

midlands csr summit

summary report

positive csr practices

delivery of csr strategies

grass roots

business critical