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As Big Society becomes the new black, Michael Burton talks to the head of an organisation whose brief is to help launch social enterprises and who believes local government has a major role to play in nurturing them. One of the largest sources of funding for social entrepreneurs is an organisation called UnLtd, whose chief executive, Cliff Prior, has strong views about both Big Society and local government. "Councils have had anti-bodies to social entrepreneurs. Social entrepreneurs are awkward, cut across boundaries and departments. They're the awkward squad. That will change. If councils haven't got the money, they'll have to be more open to creative ideas." Of the former, he says, the name is a misnomer, since at the heart of Big Society are individuals or small groups launching enterprises for their own reasons. He explainas: ‘As a social entrepreneur, be selfish. Do the things you're good at. If you're interested in tackling gang culture and love sport, then organise a sports venture. The majority of businesses are small and are lifestyle decisions. People want to be their own boss – and that's even more the case in social ventures.' Of the latter, he adds: ‘Councils have had anti-bodies to social entrepreneurs. Social entrepreneurs are awkward, cut across boundaries and departments. They're the awkward squad. That will change. If councils haven't got the money, they'll have to be more open to creative ideas.' Mr Prior himself has a background in the social sector. A biochemist by training, he became a crisis-intervention counsellor, worked in housing, community care and mental health, and began launching social enterprises. His first was a student voluntary service centre, his proudest achievement helping to deliver disabled access flats for AIDS victims in the 1980s. Later, he also ran a major mental health charity. The origins of UnLtd, whose mission is ‘to reach out and unleash the energies of people who can transform the world' was from a group of third sector agencies discovering a lack of support for social entrepreneurs. With a £100m endowment from the Millennium Fund, UnLtd was launched. Mr Prior, who was brought in later as chief, explains: ‘Social entrepreneurs need an eco-system of support. Help is there for new business but not for social ventures. ‘Banks rarely understand social ventures as investment opportunities. Some 1.7 million people run some sort of social or community organisation, but only a dozen have as much as a £100m turnover.' He adds: ‘I was brought in to expand UnLtd. We've now pulled in as much income externally as from endowment, a mix of corporate foundations and expert support. ‘We've had £1m of pro-bono legal support and a small amount of government money.' He takes a hard-nosed view of support. UnLtd is not a charity. ‘In social enterprises, profit is locked into the social side. We back people who make a profit provided they have a strong social mission. We don't take a stake. ‘We give seed corn money, development support and networking.' One example is Fixmystreet. UnLtd gave the founder his first backing and he is now an adviser to the Government. An example of a small venture is the Voice of Aston, for sport and cultural activities and mediation, ‘turning runners for gangs into runners for peace.' Annually, the organisation works with about 100 people a year. Interest from the Government has certainly increased since the election and the growth of the Big Society concept. Says Mr Prior: ‘In the pre-election period, it was quite difficult to get government agencies involved. Now I'm talking to the CLG and Cabinet Office. It's no longer viable to think the Government has the best ideas. ‘ He argues that the system is too often stacked against social entrepreneurs. ‘One of the issues we've been telling the Government is what holds Big Society back. It's easier for a teenager to start up a youth gang than a youth club. A person has to go through Criminal Records Bureau tests and health and safety rules if they start a youth club. Why do we put barriers in the way of people doing good, but not when they do bad?' Social entrepreneurs will certainly need to fill gaps in services as councils cut back but, ‘if local authorities withdraw from lower-level preventative services, it'll cost them more money in the long run. ‘My hope is that local authorities are wise enough to know that the way to reduce costs is not to abdicate responsibility but support those who do it best. A major part of local government's role is to spot talent and energy, and give it permission. If councils abdicate, then only the rich areas will fill the gaps. But any community with a problem has someone within it who can provide the solution.'

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WHITEHALL

'Why is it easier to start a youth gang than a youth club?'

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