ER-2021-03-The power on your doorstep.pdf

ER-2021-03-The power on your doorstep.pdf - page 1/120 - Community business: The power on your do…

Community business: The power on your doorstep

ER-2021-03-The power on your doorstep.pdf - page 2/120 - About this report

ER-2021-03-The power on your doorstep.pdf - page 3/120 - Executive summary

ER-2021-03-The power on your doorstep.pdf - page 4/120 - What difference did Power to Change make…

What difference did Power to Change make in its first five years?

ER-2021-03-The power on your doorstep.pdf - page 5/120 - For the community business market

ER-2021-03-The power on your doorstep.pdf - page 6/120 - How did Power to Change create that impa…

How did Power to Change create that impact?

ER-2021-03-The power on your doorstep.pdf - page 7/120 - The impact of Power to Change on its gra…

The impact of Power to Change on its grantees

ER-2021-03-The power on your doorstep.pdf - page 8/120 - How do community businesses help people?

ER-2021-03-The power on your doorstep.pdf - page 9/120 - What impact do community businesses have…

What impact do community businesses have on places?

ER-2021-03-The power on your doorstep.pdf - page 10/120 - How do community businesses help people?

ER-2021-03-The power on your doorstep.pdf - page 11/120 - Contents

ER-2021-03-The power on your doorstep.pdf - page 12/120 - 01

ER-2021-03-The power on your doorstep.pdf - page 13/120 - 1. Introduction

ER-2021-03-The power on your doorstep.pdf - page 14/120 - 1.1. What is a community business?

ER-2021-03-The power on your doorstep.pdf - page 15/120 - 1.2. How is place defined?

ER-2021-03-The power on your doorstep.pdf - page 16/120 - Figure 1: Register of hypotheses 2020

ER-2021-03-The power on your doorstep.pdf - page 17/120 - The impact framework

ER-2021-03-The power on your doorstep.pdf - page 18/120 - 1.4. How does Power to Change support it…

1.4. How does Power to Change support its grantees?

ER-2021-03-The power on your doorstep.pdf - page 19/120 - 1.5. Who does Power to Change support?

ER-2021-03-The power on your doorstep.pdf - page 20/120 - Chart 1: Applications to Bright Ideas � …

Chart 1: Applications to Bright Ideas � by index of multiple deprivation decile and funding status (n=1,300; Jan 2015 � Jan 2020)

ER-2021-03-The power on your doorstep.pdf - page 21/120 - This runs counter to the previous analys…

This runs counter to the previous analysis, which showed the uneven distribution of charitable resources (Corry, 2020). Even comparisons with charities and social enterprises suggest the prevalence of community businesses in deprived areas is high. Prior to partnering with Power to Change, Social Investment Business reported 53% of its portfolio was concentrated in the most deprived 30% of areas (Social Investment Business, 2020) while Social Enterprise UK report 48% of social enterprises are in the most deprived 40% of areas (SEUK 2019), and only 35% of UnLtd grantees are based in the 20% most deprived areas (UnLtd, 2019).

ER-2021-03-The power on your doorstep.pdf - page 22/120 - Figure 3: Location of Power to Change gr…

Figure 3: Location of Power to Change grantees, sized by total grants awarded and colour-coded by primary impact area (n=1,282; Jan 2015 � Aug 2020)

ER-2021-03-The power on your doorstep.pdf - page 23/120 - Who is involved in community business?

ER-2021-03-The power on your doorstep.pdf - page 24/120 - Secondary evidence suggests this is a tr…

Secondary evidence suggests this is a trend. Prior to the Covid-19 crisis, many older people were starting businesses and entering selfemployment (Institute of Directors, 2017), while many were also involved in volunteering (McGarvey et al, 2019). Yet there may be a link to skills gaps in community businesses, particularly around digital.

ER-2021-03-The power on your doorstep.pdf - page 25/120 - Grant size

ER-2021-03-The power on your doorstep.pdf - page 26/120 - On 13 July 2020, a consortium led by Pow…

On 13 July 2020, a consortium led by Power to Change launched a new scheme to distribute �9.55m on behalf of the National Lottery Community Fund. The scheme was designed to support all types of communityled organisation affected by the Covid-19 pandemic (i.e. not just community businesses), with a particular emphasis on BAME-led and BAME-supporting organisations given the disproportionate impact of the disease on BAME populations.

ER-2021-03-The power on your doorstep.pdf - page 27/120 - 02

ER-2021-03-The power on your doorstep.pdf - page 28/120 - 2. Power to Changes impact on its grante…

2. Power to Changes impact on its grantees

ER-2021-03-The power on your doorstep.pdf - page 29/120 - Chart 3: `How confident do you feel in t…

Chart 3: `How confident do you feel in the sustainability of your business over the next three years because of your Power to Change grant? (Jan 2015 � Jan 2020)14

ER-2021-03-The power on your doorstep.pdf - page 30/120 - When it comes to securing future grant f…

When it comes to securing future grant funding and managing external influences, community businesses are less confident. Prior to Covid-19, some expressed concerns regarding government policy and falling financial support in some sectors, especially childcare and energy (Higton et al, 2019). The pandemic has exacerbated these feelings of uneasiness. While eight in 10 community businesses received some form of financial support during the spring lockdown, nearly three-quarters of community businesses were less confident about their future financial outlook as a result of the pandemic, and their resilience to date could be dependent on the availability of further financial support (Higton et al 2020).

ER-2021-03-The power on your doorstep.pdf - page 31/120 - Bright Ideas � how Power to Change impac…

Bright Ideas � how Power to Change impacts its grantees

ER-2021-03-The power on your doorstep.pdf - page 32/120 - Strengthened capacity and skills During …

Strengthened capacity and skills During its first five and a half years, Power to Change and its delivery partners provided 2,217 days of capacity-building support to community businesses. The impact this has had on community businesses has been shown in programme evaluations, in particular for the Community Business Fund and Trade Up activities. Evaluation of the Community Business Fund by Renaisi, the Power to Change Research Associates, found that some businesses utilised peer brokerage to build their capacity. This was made possible by the flexibility of the programme, where particular needs could be addressed (Litchfield et al, 2020).

ER-2021-03-The power on your doorstep.pdf - page 33/120 - Further evidence about the impact of Pow…

Further evidence about the impact of Power to Changes support on capacity comes from the Bright Ideas and Trade Up evaluations. For instance, qualitative analysis of Bright Ideas final monitoring reports suggests that, by developing a more robust and sustainable business plan, Bright Ideas has helped some grantees progress faster than they otherwise would have (Litchfield et al, 2020).

ER-2021-03-The power on your doorstep.pdf - page 34/120 - Table 2: Median average scores for skill…

Table 2: Median average scores for skills indicators (7=highly skilled; 0=not at all skilled) (n=86)

ER-2021-03-The power on your doorstep.pdf - page 35/120 - Skills Business planning Communication s…

Skills Business planning Communication skills Financial management Income generation (trading, contracts and earned income)

ER-2021-03-The power on your doorstep.pdf - page 36/120 - Operational capacity

ER-2021-03-The power on your doorstep.pdf - page 37/120 - Table 3: How community businesses change…

Table 3: How community businesses change over a 12-month period � total values representing absolute change for each indicator (Community business fund only)

ER-2021-03-The power on your doorstep.pdf - page 38/120 - Across most indicators, the average perc…

Across most indicators, the average percentage increase was higher than the average percentage decrease (see chart below). This suggests a potentially positive expansion of community businesses in terms of the people they interact with over the course of their Power to Change grant. It is not possible at this point, however, to attribute this change to Power to Changes support alone.

ER-2021-03-The power on your doorstep.pdf - page 39/120 - Further analysis suggests this expansion…

Further analysis suggests this expansion is likely to benefit local people. Almost always, increases in people-related indicators are larger in local indicators than their corresponding broader indicators. For instance, full-time staff (local) increased 43%, while the increase in full-time staff overall was 35%. This suggests a relatively high rate of local recruitment has taken place. However, it appears that when staff numbers decrease, local staff are more likely to leave: local staff decreased by 35% on average, compared with 23% for all staff.

ER-2021-03-The power on your doorstep.pdf - page 40/120 - Median Trading ratio

ER-2021-03-The power on your doorstep.pdf - page 41/120 - Median Trading ratio

ER-2021-03-The power on your doorstep.pdf - page 42/120 - To test whether Power to Changes grant i…

To test whether Power to Changes grant is suppressing total trading income as a percentage of total turnover, further analysis was conducted to delineate the grantee cohort by the year they were funded. The previous chart shows that for those funded in 2015 (n=5), 2016 (n=16) and 2017 (n=13), the trading ratio decreases the year following their grant.

ER-2021-03-The power on your doorstep.pdf - page 43/120 - Table 4: Performance of Community Busine…

Table 4: Performance of Community Business Trade Up recipients of �10,000 match trading grants

ER-2021-03-The power on your doorstep.pdf - page 44/120 - Table 6: Comparison of the difference in…

Table 6: Comparison of the difference in performance between community businesses in the control and match trading cohorts

ER-2021-03-The power on your doorstep.pdf - page 45/120 - This strongly indicates that the Trade U…

This strongly indicates that the Trade Up programmes does incentivise trading growth. However, the programme has also helped community businesses think about their financial sustainability and business model, and in some cases this has turned into changes in the business model (Litchfield, et al, 2020). This is illustrated in the quote below:

ER-2021-03-The power on your doorstep.pdf - page 46/120 - Similar comments were made in final moni…

Similar comments were made in final monitoring reports for Bright Ideas (Litchfield, et al, 2020). Qualitative analysis of these documents suggests the programme has helped grantees plan for additional funding, and led to and supported applications for larger grants, including capital grants from Power to Change.

ER-2021-03-The power on your doorstep.pdf - page 47/120 - How Power to Change supported Byrne Aven…

How Power to Change supported Byrne Avenue Baths

ER-2021-03-The power on your doorstep.pdf - page 48/120 - All this activity facilitates the econom…

All this activity facilitates the economic and social impact of asset-based community businesses. The estimated 6,325 assets in community ownership in England provide �216.8m worth of net additional Gross Value Added (GVA) to the economy per annum (Archer, et al, 2019). They have also created 7,000 net additional full-time equivalent (FTE) jobs, providing �15,753,000 in fiscal benefit savings per annum from reduced expenditure on benefit and health services. In addition, Power to Change estimates communityowned assets generate 151,000 net additional volunteer hours per week, the wellbeing benefit of which is equivalent to �131,926,000 in additional income for those taking up the volunteer roles (McClean, et al, 2019).

ER-2021-03-The power on your doorstep.pdf - page 49/120 - 03

ER-2021-03-The power on your doorstep.pdf - page 50/120 - This chapter explores the impact of Powe…

This chapter explores the impact of Power to Changes workstreams, alongside its grant programmes, on the community business market. It addresses two questions:

ER-2021-03-The power on your doorstep.pdf - page 51/120 - 3.1. The impact on growing the community…

3.1. The impact on growing the community business market

ER-2021-03-The power on your doorstep.pdf - page 52/120 - Figure 5: Power to Changes position in t…

Figure 5: Power to Changes position in the funding landscape23

ER-2021-03-The power on your doorstep.pdf - page 53/120 - 3.2. Approaches to supporting market dev…

3.2. Approaches to supporting market development

ER-2021-03-The power on your doorstep.pdf - page 54/120 - Examples of impact vary, and have includ…

Examples of impact vary, and have included influencing organisations � such as the Association of Directors of Adult Social Services, Liverpool Combined Authority and the Greater London Authority � integrating community businesses into their plans, expanding support for the wider market. Power to Change has also demonstrated its risk appetite, and backed a number of innovative projects using alternative models for community business, and which have the potential to expand support and opportunities for the wider market. Examples include a social prescribing pilot in Gateshead, the Kindred Social Investment fund in Liverpool, the Bristol One City fund and the MyCommunity online platform.

ER-2021-03-The power on your doorstep.pdf - page 55/120 - Supporting alternative finance

ER-2021-03-The power on your doorstep.pdf - page 56/120 - Developing digital skills

ER-2021-03-The power on your doorstep.pdf - page 57/120 - Support for priority sectors

ER-2021-03-The power on your doorstep.pdf - page 58/120 - Health and social care

ER-2021-03-The power on your doorstep.pdf - page 59/120 - Making the case

ER-2021-03-The power on your doorstep.pdf - page 60/120 - 04

ER-2021-03-The power on your doorstep.pdf - page 61/120 - At the time of writing this report, it w…

At the time of writing this report, it was still too early to assess the full impact of Covid-19 on community businesses and their communities. However, it is possible to assess the impact of community businesses on the people they interact with during normal times. Using data from multiple sources, this chapter investigates the degree to which community businesses have an impact on their customers, services users, staff and volunteers, and how they interact with their members and shareholders. This in turn provides a useful discussion of the potential and limits of the community business model. But to understand the impact of community businesses, it is important to first understand the challenges they intend to tackle, why they are important, and who they are working with.

ER-2021-03-The power on your doorstep.pdf - page 62/120 - 4.1. What challenges do community busine…

4.1. What challenges do community businesses tackle?

ER-2021-03-The power on your doorstep.pdf - page 63/120 - self-reported health and wellbeing, than…

self-reported health and wellbeing, than similar areas elsewhere (Kantar, 2020). There is extensive evidence that connected and empowered communities promote good health, while more active community involvement can lead to increased life satisfaction and wellbeing (McClean et al, 2020). Feelings of control over ones life have also been found to be key determinants of wellbeing at both the individual and community levels (Marmot, 2020).

ER-2021-03-The power on your doorstep.pdf - page 64/120 - Figure 6: Community businesses intended …

Figure 6: Community businesses intended social impacts (n=312)

ER-2021-03-The power on your doorstep.pdf - page 65/120 - Promoting greater community cohesion rem…

Promoting greater community cohesion remains a high priority focus for all grantees, despite the diversity of activities, as illustrated in figure 6. In summary, community businesses support local and diverse needs, with a strong focus on impacts at both community and individual level.

ER-2021-03-The power on your doorstep.pdf - page 66/120 - 4.2. Who do community businesses work wi…

4.2. Who do community businesses work with?

ER-2021-03-The power on your doorstep.pdf - page 67/120 - Chart 8: Community business beneficiarie…

Chart 8: Community business beneficiaries (n=1,081, Jan 15 � Aug 20)27

ER-2021-03-The power on your doorstep.pdf - page 68/120 - Grantees seek to help these groups in di…

Grantees seek to help these groups in different ways, recognising their unique challenges. For the beneficiary groups highlighted, the most common challenges being addressed are:

ER-2021-03-The power on your doorstep.pdf - page 69/120 - Table 8: Intended impact within each ben…

Table 8: Intended impact within each beneficiary type (Jan 2015 � Aug 2020, n=1,081) 28 Beneficiary

ER-2021-03-The power on your doorstep.pdf - page 70/120 - 4.3. How do community businesses generat…

4.3. How do community businesses generate social impact?

ER-2021-03-The power on your doorstep.pdf - page 71/120 - Community businesses are typically small…

Community businesses are typically small or medium-sized enterprises (SMEs) and as such rarely create a huge volume of jobs individually. To put this into context, 96% of all UK businesses have fewer than 10 employees (Rhodes and Ward, 2020). Yet community businesses are more likely to create jobs than other types of third sector organisations (Chapman, 2020). Typically they also provide stable employment in areas of high deprivation and/or unemployment. In turn, their staff are central to their success and impact (Heap et al, 2019; Davies et al, 2017b).

ER-2021-03-The power on your doorstep.pdf - page 72/120 - Mobilising communities

ER-2021-03-The power on your doorstep.pdf - page 73/120 - Most volunteers (83%) live in the area l…

Most volunteers (83%) live in the area local to their community business (Dunn et al, 2016). This is typical as it helps to ensure the businesses are rooted in and engage with the local community (Swersky and Plunkett, 2015; Gilbert, 2016; Richards et al, 2018a; Scott and Probert, 2018). For some businesses, former beneficiaries of the service go on to become volunteers (Richards et al, 2018b). In exchange for an individuals time, volunteering opportunities can provide an increase in confidence, skills and expertise which can help increase employability (Bailey et al, 2018). In addition, some community businesses specifically recruit volunteers who may be distanced from the labour market (Bailey et al, 2018). This may be to support the local area by increasing skills.

ER-2021-03-The power on your doorstep.pdf - page 74/120 - Putting communities in charge

ER-2021-03-The power on your doorstep.pdf - page 75/120 - While the concept is long-established, i…

While the concept is long-established, its importance is gaining recognition among policymakers. Andy Haldane, Chief Economist at the Bank of England, argues that our ability to nurture and develop our individual and collective social capital will be key to recovery from the Covid-19 pandemic (Haldane, 2020). Social capital was already `recognised as a driver for economic growth and as a facilitator for a variety of improvements for individual and wider community wellbeing (ONS, 2017). As this paper demonstrates, it can therefore play a key role in individual-level improvements, such as improving health outcomes and reducing isolation. The next chapter explores its role in improving outcomes at community level.

ER-2021-03-The power on your doorstep.pdf - page 76/120 - The average community business has more …

The average community business has more than 200 members (Higton et al, 2019). An overview of the distribution of members and shareholders indicates that community businesses tend to engage members more often in their activities (71%) than they do shareholders (28%), and involve more of the former than the latter on average (203 versus 49). The incorporation of more members than shareholders in business models could be an indicator of the value they place on achieving social objectives rather than a return on investment for shareholders (Higton et al, 2019). The State of Social Enterprise Survey 2019 shows a fifth (21%) of social enterprises generate income through their members, and this could be an effective approach for community businesses to adopt in order to grow if they are not doing so already (SEUK, 2020).

ER-2021-03-The power on your doorstep.pdf - page 77/120 - 05

ER-2021-03-The power on your doorstep.pdf - page 78/120 - 5. The impact of community businesses on…

5. The impact of community businesses on places

ER-2021-03-The power on your doorstep.pdf - page 79/120 - Figure 7: Decline in social infrastructu…

Figure 7: Decline in social infrastructure (Gregory, 2018)

ER-2021-03-The power on your doorstep.pdf - page 80/120 - 5.2. What is the impact of community bus…

5.2. What is the impact of community business on the places in which they operate?

ER-2021-03-The power on your doorstep.pdf - page 81/120 - Figure 8: Percentage of sales by driving…

Figure 8: Percentage of sales by driving distance of customers (for all transactions between August 2019 and August 2020)

ER-2021-03-The power on your doorstep.pdf - page 82/120 - This is pertinent given the earlier find…

This is pertinent given the earlier finding about customer concentration within areas of deprivation, where disposable income to buy non-essentials is typically lower. As such, many community businesses also need customers from outside their immediate neighbourhood. This is evident when looking at where customers travel for both a rural and urban pub in Figure 5. This figure illustrates the demographic breakdown of customers for both pubs. The rural pub draws in a more diverse range of customers, many of whom are classified as being affluent with disposable income. Conversely the urban pub, which draws almost all its customers from the local area, has a comparatively less affluent customer base, more likely to be aligned with the profile of its service users and beneficiaries.

ER-2021-03-The power on your doorstep.pdf - page 83/120 - Figure 9: Percentage of sales by geodemo…

Figure 9: Percentage of sales by geodemographic classification33 of customers (for all transactions between August 2019 and August 2020)

ER-2021-03-The power on your doorstep.pdf - page 84/120 - The relevance of this is that it highlig…

The relevance of this is that it highlights both the challenges and opportunities of the community business model in terms of supporting local economies. While operating in deprived areas with little disposable income can make trading conditions challenging, others have been able to bring money into their local area from outside. Regardless of source, the key point is that this money is then reinvested and retained locally, rather than leaving the area as happens with many larger private sector businesses.

ER-2021-03-The power on your doorstep.pdf - page 85/120 - Stimulating community cohesion

ER-2021-03-The power on your doorstep.pdf - page 86/120 - Most community businesses believe they h…

Most community businesses believe they have a positive impact on community cohesion, as the previous table suggests. To triangulate these findings, Power to Change has commissioned Kantar consulting group to run a longitudinal survey of residents in the neighbourhoods directly surrounding 13 community businesses (six of which are aligned to the Empowering Places programme)35. The aim is to track how these communities change over time. This includes whether resident perceptions of community cohesion improve or worsen. The survey draws on questions from the Community Life Survey (CLS), the standard national survey used by the government to track the health of communities. As such, the results can be compared with national averages.

ER-2021-03-The power on your doorstep.pdf - page 87/120 - Table 9: Perceptions of community cohesi…

Table 9: Perceptions of community cohesion (%)36

ER-2021-03-The power on your doorstep.pdf - page 88/120 - There were also some differences between…

There were also some differences between priority places and their matched comparison samples in the ethnic and religious diversity of friendship groups:

ER-2021-03-The power on your doorstep.pdf - page 89/120 - Case study: social capital in South Live…

Case study: social capital in South Liverpool

ER-2021-03-The power on your doorstep.pdf - page 90/120 - Figure 10: Social capital measures in So…

Figure 10: Social capital measures in South Liverpool � community business staff and users37

ER-2021-03-The power on your doorstep.pdf - page 91/120 - Figure 11: South Liverpool community bus…

Figure 11: South Liverpool community business staff

ER-2021-03-The power on your doorstep.pdf - page 92/120 - Providing better access to services

ER-2021-03-The power on your doorstep.pdf - page 93/120 - Improving health and wellbeing

ER-2021-03-The power on your doorstep.pdf - page 94/120 - In addition to supporting individuals, c…

In addition to supporting individuals, community businesses also improve community wellbeing. They do this in three ways:

ER-2021-03-The power on your doorstep.pdf - page 95/120 - Reducing social isolation

ER-2021-03-The power on your doorstep.pdf - page 96/120 - These positive benefits can be experienc…

These positive benefits can be experienced by volunteers as well as beneficiaries. For example, one volunteer revealed that she had recently experienced a relationship breakdown and was suffering from alcoholism. Consequently, she had lost her family and friends and felt very lonely. Volunteering at the community business gave her somewhere to go where she felt welcome (Litchfield et al, 2020).

ER-2021-03-The power on your doorstep.pdf - page 97/120 - Chart 9: Levels of `social action in Bra…

Chart 9: Levels of `social action in Bramley, Leeds (difference-in-difference analysis)

ER-2021-03-The power on your doorstep.pdf - page 98/120 - When Bramley was surveyed again in 2019,…

When Bramley was surveyed again in 2019, positive responses to this question had increased by 5.5 percentage points, to 40.2%. By contrast, positive responses in the comparison sample had fallen to 33.8%. If Bramley had fallen by the same extent (the `parallel trend assumption used by differencein-difference models) just 25.3% of the population would have been involved in some sort of civic participation. Hence the real, likefor-like change in Bramley between 2017 and 2019 was a significant 14.8 percentage point improvement.

ER-2021-03-The power on your doorstep.pdf - page 99/120 - Community businesses also support local …

Community businesses also support local people to gain qualifications through their support services. There is a mutual benefit for the employees, who often feel good about their impact, and beneficiaries, who report improved self-esteem or can progress to their desired employment and/or education. This is illustrated in the case of a member of staff who supported a young woman looking for work who lacked advanced level qualifications and had unfortunately lost her certificates from school. She also lacked confidence, which stopped her from applying for jobs. The staff member called the school on her behalf to retrieve her list of qualifications, and since then the young woman has attended college and is looking to go to university (Litchfield et al, 2020).

ER-2021-03-The power on your doorstep.pdf - page 100/120 - Improving the local environment

ER-2021-03-The power on your doorstep.pdf - page 101/120 - 06

ER-2021-03-The power on your doorstep.pdf - page 102/120 - 6. Next steps

ER-2021-03-The power on your doorstep.pdf - page 103/120 - While this reorientation will have profo…

While this reorientation will have profound implications for Power to Change itself, the framework set out in this report and its predecessor (Harries and Miller, 2018) remains valid. Power to Change will continue to influence its grantees and the wider marketplace supporting all community businesses. Those businesses will continue to make a difference to the people they work with and to the places in which they are located. However, the balance of impact will shift to reflect the new reality.

ER-2021-03-The power on your doorstep.pdf - page 104/120 - 07

ER-2021-03-The power on your doorstep.pdf - page 105/120 - Amin, M., Kane, D., Miller, S. and Morcr…

Amin, M., Kane, D., Miller, S. and Morcrette, A. (2020), Connecting the Dots: The Funding Landscape for Community Businesses, [online]. Accessed 01/10/20.

ER-2021-03-The power on your doorstep.pdf - page 106/120 - Gregory, D. (2018), Skittled Out? The Co…

Gregory, D. (2018), Skittled Out? The Collapse and Revival of Englands Social Infrastructure, [online]. Accessed 01/10/20.

ER-2021-03-The power on your doorstep.pdf - page 107/120 - Miller, S. (2020), Time for Change? Oppo…

Miller, S. (2020), Time for Change? Opportunities and Challenges for Community Volunteering, [online]. Accessed 01/10/20.

ER-2021-03-The power on your doorstep.pdf - page 108/120 - 08

ER-2021-03-The power on your doorstep.pdf - page 109/120 - Community business hypotheses � supporti…

Community business hypotheses � supporting evidence

ER-2021-03-The power on your doorstep.pdf - page 110/120 - Community business-level hypotheses

ER-2021-03-The power on your doorstep.pdf - page 111/120 - HYPOTHESIS 2

ER-2021-03-The power on your doorstep.pdf - page 112/120 - HYPOTHESIS 3

ER-2021-03-The power on your doorstep.pdf - page 113/120 - HYPOTHESIS 4

ER-2021-03-The power on your doorstep.pdf - page 114/120 - HYPOTHESIS 5

ER-2021-03-The power on your doorstep.pdf - page 115/120 - Sector-level hypotheses

ER-2021-03-The power on your doorstep.pdf - page 116/120 - HYPOTHESIS 7

ER-2021-03-The power on your doorstep.pdf - page 117/120 - Place-level hypotheses

ER-2021-03-The power on your doorstep.pdf - page 118/120 - Co-operatives may provide a structure th…

Co-operatives may provide a structure through which collaboration can be organised, helping each to become more resilient. This model is being explored by several of the community energy businesses in the Next Generation programme (Anderson and Kirkup, 2020).

ER-2021-03-The power on your doorstep.pdf - page 119/120 - Social capital measures - % of people wh…

Social capital measures - % of people who...

ER-2021-03-The power on your doorstep.pdf - page 120/120 - Power to Change The Clarence Centre 6 St…

Power to Change The Clarence Centre 6 St Georges Circus London SE1 6FE 020 3857 7270 info@powertochange.org.uk powertochange.org.uk @peoplesbiz Registered charity no. 1159982 Authors: Richard Harries and Stephen Miller ISBN: 978-1-911324-33-1