​Neighbourhoods as Economic Hubs
 
In 2040, the traditional city centre is complemented by vibrant, self-sufficient neighbourhoods. Plymstock, St Budeaux, Stoke, Stonehouse, Devonport and others are still places to live and they are also economic and social hubs.
 
Inspired by social enterprises such as Nudge Community Builders, Four Greens Community Trust and Millfields Trust, each neighbourhood boasts a Community Land Trust, managing genuinely affordable housing and commercial spaces for local start-ups. These businesses are supported by The Land Exchange - a locally owned co-op - that acquires assets of community value and holds them in trust until local community groups can take over and run them.
 
Many corner shops are now worker-owned co-op groceries, stocking produce from local growers collectives, which manage vertical farms in disused industrial units and bring food in from rural Devon and Cornish food co-ops. We are a gold standard, Sustainable Food City thanks to the campaigning work of Food Plymouth.
 
This economic transformation is driven by Community Business Zones and Neighbourhood Repayable Investment Funds. Instead of relying on national and local grants, businesses contribute a small percentage of profits to a revolving fund, governed by an elected local citizens assembly. This fund provides low-interest loans to new social enterprises and co-ops. The Community Business Zones provide advice and incentives for start-ups alongside business rate reliefs. Further tax schemes aim to reduce the gender and race pay gap and promote a circular economy where sharing and repair begin to replace disposable consumption.
 
There is an important place for private initiative and personal aspiration: purposeful, family and sole trader businesses thrive in local and city wide networks and people with bright ideas are supported to put them into practice with the help of local business advice programmes.
The Social Enterprise Core
 
Several of the city’s major employers have also undergone a shift. The former high street banks are replaced by the Plymouth Social Bank which is owned by its savers and borrowers. It prioritizes local investment over international speculation.
 
Essential services, from transport to care to food to waste, are delivered by user and worker-owned mutuals. For example, Access Plymouth has developed a city bus network, ‘The Plymouth Rider', which is owned by its staff and passengers, leading to improved routes, cheaper fares, better service and accessibility and fair wages for the drivers.
 
Education has embraced this model too. Many new schools operate as multi-stakeholder co-operatives, involving teachers, parents, and community partners in governance; ensuring the curriculum reflects the needs of a social economy. Alongside a creative and broad programme, they teach financial literacy, collaborative decision-making, and responsible entrepreneurial skills for social good. 
 
All three universities in Plymouth are key partners, mentoring cultural and creative co-operative and social enterprise start-ups. They link cutting edge knowledge and research with local businesses. The universities make the social advantage a core part of the local economy's DNA as they educate the social business leaders of the future.
 
Air quality has improved thanks to shared mobility and community energy schemes. Plymouth Energy Community has developed solar, wind and tidal systems that power people’s cars and houses. The disparity between the richest and poorest neighbourhoods has significantly narrowed as profits are shared more equitably.
 
Resilience and Well-Being
 
The result of this social enterprise and co-op culture is tangible: a more resilient, more equal, greener, fairer, kinder and happier city. With local ownership, businesses are less likely to abandon Plymouth in an economic downturn and money circulates for longer in the local economy. People are paid better and feel more engaged in the decisions that affect their lives.
 
The health, social and childcare industries have been transformed. These services are now delivered via social enterprises and co-ops that reinvest their profits in the community. A structural rethink of commissioning led to legislation that ringfenced certain public sector contracts. This ensured true social value was gained from tax-payers money and removed the profit motive from these foundational services.
 
The focus has shifted from extracting wealth to creating well-being. Public spaces are better maintained because they are jointly owned and loved by the community. Life expectancy is up and is more balanced across the city thanks to economic policies that promote well-being and better joining up of business and health strategies.
 
Plymouth in 2040 proves that economics, wellbeing and the environment are not mutually exclusive. It is a city where transactions are social acts, business decisions are rooted in the community, and the people of the city are the owners of their own destiny. 
 
This is not a fantasy - every one of these ideas is already being delivered by a social enterprise, co-op or community business somewhere in Plymouth, in the wider UK or across the world.

​We have three amazing universities in Plymouth, all with their own unique strengths and specialisations. In this article I’m looking particularly at the vital role of the largest of the three - University of Plymouth - in shaping our shared destiny.
 
University of Plymouth has just launched a digital community hub that aims to make access to the university much easier and enable better partnerships and collaborations. It was created in partnership with a number of community organizations such as Plymouth Social Enterprise Network, Plymouth Octopus Project (POP), Nudge Community Builders and others. As a director of Iridescent Ideas CIC and Plymouth Social Enterprise Network (PSEN) and as guest lecturer at the university I’ve got feet in several camps. The community hub embodies the civic mission of UK universities and will play a key role in deepening our shared work for mutual benefit.
 
Universities are places of knowledge, innovation and discovery. They are home to our brightest minds, boldest ideas and most advanced resources in our society. Universities are not just educational institutions. They are civic institutions. They not only educate students but also they serve wider society — to enrich our democracy, support our economy, and enhance the quality of life in the communities that surround them. The civic role of universities is not a nice-to-have — it is a duty, and it must be taken seriously.
 
Universities are often among the largest employers in their regions. They spend millions in their local economies. They bring in resources, people and ideas from around the world. That status comes with a responsibility to act as local and regional anchor institutions: to engage deeply within the places they are based, and to help address the social, economic, and environmental challenges that local people face.
 
That means sharing knowledge in meaningful ways. Not just through journal articles or academic conferences but also through public lectures, through research with community organizations, through student internships and placements and through collaborative problem-solving with local charities, social enterprises, businesses and public sector. In short, it means turning the university inside out. This is something University of Plymouth does well and something our city should be proud of.
 
This community hub was designed with local groups like POP and PSEN to meet genuine needs. We ran workshops with a range of community partners to explore what was needed and how people wanted the hub to work. These workshops showed that, for some community groups, the university can sometimes feel distant, a touch intimidating and a challenge to navigate. A common message was that community organizations often want to collaborate with researchers but find no obvious route to do so. They might want to hire venues but find it difficult to easily book a room. The new hub specifically helps with this. Local groups can:
 

• Browse available university assets, from academic expertise to café spaces
• Conveniently book rooms
• Connect with researchers and students
• Find out more about events
• Explore internship and placement opportunities
• Get legal, dental and eyecare advice…
• …and more!

 
Public engagement must be embedded into the DNA of our civic institutions. We need to integrate community voices into the governance of civic strategies. And we need to keep developing mechanisms to jointly produce knowledge, rather than simply disseminate it.
 
For students, community engagement offers transformational opportunities for learning and growth. It connects theory with practice, education with purpose. It fosters empathy, responsibility, and leadership.
 
The University of Plymouth has long embraced its identity as a civic institution. Indeed the university was a founding member of the partnership that saw Plymouth become the UK’s first Social Enterprise City in 2013. The university has signed the Engaged University Manifesto and as a partner in the National Civic Impact Accelerator, it aims to improve economic, cultural, social and environmental conditions in the city. This community hub is part of that story.
 
We are living in a time of deep uncertainty. From climate change to inequality, from health crises to democratic fragility, from structural racism to enduring poverty. The challenges facing our society are immense. But they are not insurmountable. Universities have a critical role to play in helping us meet these challenges — not from a distance, but by standing shoulder to shoulder with the people in their cities, towns, and neighbourhoods.
 
Now is the time for us all to show civic leadership. For our university: be bold, champion civic access and invest in locally rooted engagement and relationships. For staff, students and researchers: seek out local partners, collaborate on projects, open doors to and with the wider community. For community groups and organisations: use the Hub, partner in proposals, shape research agendas, demand a seat at governance tables. Knock on the door. Your knowledge, your voices, and your visions are needed now more than ever.
 
I hope we all make good use of the community hub and ensure that Plymouth continues to lead the way as a model for place-based university–community partnership.

​At its core, a business plan forces you to think through the key elements of your business: what you offer, who your customers are, how you’ll reach them, what your goals are, and how you’ll measure success. It acts like a roadmap, helping you stay focused and make decisions based on strategy and purpose rather than stress.
 
It’s also incredibly useful when life throws the unexpected your way (as it often does in business). With a plan in place, you’re more prepared to adapt, flex, or grow—without losing sight of your purpose or your profits.
​
A business plan can be simple. It doesn’t need to be a huge document full of jargon. A one-page plan will give you clarity and direction. It will help you set realistic goals, track progress, and help you communicate your vision to customers, partners, funders, or supporters.
 
Most importantly, having words on paper it something concrete - it builds confidence. It shows you believe in your business enough to invest time in thinking it through. And that confidence is contagious—it helps customers trust you, funders back you, and supporters cheer you on.
 
So whether you’re a maker, a coach, a creative, or a community champion, take the time to create your plan. It’s one of the most powerful things you can do for your small business success.
 
Want help getting started? Download our free one-page business plan template and get off to a flying start.
 
#SmallBusinessTips #BusinessPlanning #WomenInBusiness #StartSmart

Well, there is magic in bringing a committed and skilled group of people together to make something happen. The SEAS Programme is delivered by a special partnership of the following local organisations: Iridescent Ideas CIC, BCause, Cosmic, Diversity Business Incubator, Drift, Enterprise with Purpose, Plymouth Social Enterprise Network, POP and Real Ideas.
 
This partnership brings together organizations and individuals with a wide range of skills and deep experience in the social enterprise and co-op development arena. Between us we have extensive expertise in digital skills, social investment, legal structures and governance, business planning, social impact reporting, financial management, the creative sector, networking and an insightful understanding of the policy landscape in which social enterprises and co-ops operate.
 
Credit is due to the ‘partnership’ with the council too for the way that they have managed the contract. It’s been far from transactional. They have been supportive and shown trust and confidence in our ability to get on with the work – enabling us to deliver what we know is needed in the way that works for social entrepreneurs.
 
We have supported a diverse range of groups and people too. Our demographic data shows that:

• 61% of beneficiaries are women
• 14% are from global majority communities
• 28% have long-term physical or mental health conditions or illnesses
• 32% are aged over 50.

 
SEAS has supported social enterprises like Plymouth Jollof Kitchen CIC. SEAS helped them create a website to professionalise their offer and enable online sales. We’ve also supported them to develop their governance. Maryam Chaanda, director of Plymouth Jollof Kitchen, said: “SEAS has provided advice that is patient and understanding through all the stages of constructing the website. It has enabled a new look that is attracting online traffic to the business as well as showcasing our community engagement. We’ve been helped to put in place better policies and governance covering contracts, volunteering roles, conflicts of interest, safeguarding and improved financial controls.”
 
Social enterprises like Queer Out Loud CIC. SEAS helped with financial management and registering a company. Mimi Jones, director of Queer Out Loud, said: “Without the support from SEAS, we wouldn’t have made anywhere near as much progress as we have, and thus wouldn’t have been able to support the community that we do. Knowing that there are experts local to us that we can ask all the ‘silly questions’ without feeling shame is an invaluable resource.”
 
And individuals like Louise Knight. Louise has set up SENDLou to offer advice to parents and caregivers of children with special educational needs and disabilities. We supported Louise around business development and registering a social enterprise company. Louise said: “I have had the confidence to launch with a clear target audience in mind. This has helped me create a business strategy that has proven effective as I have made a profit in my first year.”
 
The programme delivers fully funded, expert, one-to-one advice that is bespoke to the needs of the client. We’ve delivered workshops on bread-and-butter business topics such as marketing and branding, financial management, networking and cybersecurity and also on innovative and creative subjects such as AI and productivity, digital fund-raising, immersive technology and content creation. All with a social and inclusive economy theme.
 
SEAS is funded through Plymouth City Council by the UK Shared Prosperity Fund. The contract is due to end in March 2025 but we know that there is significant and ongoing demand for the partnership’s services. The work also fits the central pillars of Plymouth’s new economic strategy, particularly around building an inclusive economy and supporting good growth business models.
 
We hope to be able to secure ongoing finance to continue to make a difference. Collectively we are trying to build a greener, fairer, more socially enterprising and co-operative city. We know that this type of specialist business advice, delivered by an inspiring partnership, is needed: it works and creates substantial impact for people and communities.
 
For more information about the SEAS programme visit: https://www.iridescentideas.com/seas-programme.html.

On the 26th of August 2014 Plymouth City Council awarded a contract to deliver a ‘funding advice service’ to Zebra Collective in partnership with Iridescent Ideas CIC. This contract would fund a project which quickly became known as ‘POPideas.’ Who could have forecast then, that this service would go on to be one of the most successful advice programmes the city has ever seen.
 
I remember putting the tender together with Zebra and the nervousness as we waited for the decision. Then the joy at winning the contract! Zebra and Iridescent held their first management meeting on the 12th of September 2014 and discussed the delivery of the contract. The following note was taken:
 
“It was agreed that we want to serve more people, in more depth, provide mentoring support and an element of sustainability, on start-up and funding for CICs and Charities, provide advice on fundraising and build up the social and economic outcomes of the sector.”
 
The hope and ambition was high.
 
We decided to call the service ‘POPideas.’ Why? Well at that time POP was a ‘project’ of Zebra and was yet to be an independent charity but was starting to deliver voluntary sector support and as for ‘Ideas,’ well I think you can work that out.
 
So what have we achieved in a decade?
 
It’s all about the numbers!
 
In the ten years we have:

• Helped to raise nearly £10 million in grant funding from 319 successful funding applications from over 60 different funders
• Supported 687 of Plymouth’s voluntary, community and social enterprise organizations and groups with one-to-one business and funding advice on issues such as start-up, impact, governance, income generation, marketing, policies, partnerships, conflict resolution and much, much more.
• Delivered 218 workshops with over 700 attendees on themes such as: social impact; writing better funding bids; legal structures and governance; marketing; project management; financial management; social media and more.

 
It’s not about the numbers!
 
“So what?” I hear you ask. The numbers are impressive but what’s been as powerful are the outcomes we’ve achieved. We run an annual survey and people repeatedly tell us that they feel:

• Better informed about developments in the sector
• More confident about applying for funding
• They have stronger foundations in place for their work (e.g. appropriate governance, policies and legal structures in place)
• Are better at proving the difference they make
• They have improved connections with other organizations in the city
• That their general skills have improved.

 
Our overall satisfaction rating - not an indicator necessarily of ‘impact’ but of quality delivery - has averaged 94% for the duration. It’s been as high as 98% and yes, I would love that to be 100% but there’s always one grumpy client!
 
Why has POPideas been so successful?
 
It’s clear, practical and simple. I think the concept is straightforward and it works. Pay for skilled, experienced people with a diverse range of expertise to give clear and concise advice on topics voluntary, community and social enterprise organizations want and need.
 
It’s accessible. It’s a free service. POPideas was initially subsidised by Plymouth City Council and is now funded by the Esmee Fairbairn Foundation. We receive a lot of feedback about accessibility and ease of use of the advice be it one-to-one or in workshops.
 
It’s consistent. The core team that delivers POPideas has been remarkably stable for the whole period. Imogen Potter at POP has been a brilliant manager and leader of the programme and has also delivered excellent hands-on funding support. Paul Read, now running Drift Advice, has been an expert in business planning, funding, marketing and more. Susan Moores has consistently delivered fabulous workshops to high training standards particularly on how to write great funding bids. As for me, well, I’ve concentrated on my areas of expertise - legal structures, governance and social impact.
 
It's impactful. Look at the stats above. POPideas works. It gives extremely useful advice and support that is effective and makes a difference. We’ve embraced proving the impact of the service. We’ve taken a lot of care and time to do this consistently and rigorously. We’ve trialled different ways to do this including videos, paper reports, maps, blogs, case studies, infographics and more.
 
It’s incredibly cost effective. We estimate that the return on investment averages out to £25 gained for Plymouth for every £1 our funders have invested in the service.
 
It’s been flexible, agile and innovative. We’ve brokered new partnerships and broken-down barriers with funders. We’ve embraced digital delivery where appropriate. We’ve tried all sorts of different workshop topics. We’ve brought in other experts where needed. We’ve got an online suite of workshops and resources that people can access anywhere at any time.
 
What’s the magic and spirit of POPideas?
 
I asked Paul, Imogen and Susan what they thought the secret ingredients for POPideas have been:
 
Susan said: “My personal joy is watching the lightbulb moments for people in the training/learning space and the unexpected connections and sharing that happen in every single workshop. I know that individuals receive high quality information and learning. New collaborations, joint work and friendships have begun germinating in these rooms - both in-person and on line.”
 
Paul reflected that: ”The 'magic' of POPideas is the team's ability to offer a diverse range of skills and knowledge that genuinely makes a difference to the organisations we support. I think we’ve also done a great job to evolve the service based on the feedback we receive. The impact I see from clients is implementing the advice we offer, whether that is improving the evaluation processes or writing better funding applications.”
 
Imogen reported that: “Special moments for me have always been the joy in helping small community groups get their first funding bid and the diversity of clients that we help. I'm always taken aback when the advice that I give often turns out to mean the world to our clients and they feedback how grateful they are for the support.”
 
As for me? The work we’ve collectively done through POPideas is amongst that which I’m the proudest of in my working career. I’ve loved working as part of a team with differing experiences and areas of interest. Its been a joy and an honour to work with such committed people. We meet every month to catch up and we are all are truly passionate, excited and ambitious about what  the voluntary, community and social enterprise sector can achieve for the city. Yes we share frustrations about the pace of change and have our cranky moments but that’s the joy of working together. The bigger vision drives us all. We all believe that Plymouth is a better place because of the work of our fantastic community groups and we want to help that grow.
 
What next?
 
So we close a decade of delivery. The stats and return on investment speak for themselves. Yes, some of that could have happened anyway but I strongly believe we have significantly added capacity to the sector, helped a lot of organizations to start up and increased the funding the city’s VCSE organizations receive. So what next?
 
Well funnily enough people consistently report that they want more of the same. An often-repeated bit of feedback in what we could do better is: “nothing, keep doing what you are doing!” But, of course, we cannot sit still.
 
The top five issues organizations report needing support on are: funding, social impact, digital skills, business planning and financial management advice. On funding particularly, people say they want support gaining new funds and diversifying their income base. We need to make sure our future services respond to these needs.
 
We need to innovate delivery models. Before COVID we delivered in person and ‘in the classroom.’ We still do some of that but the switch to online delivery has been a profound change. It continues to work this way but we also need to make sure the accessibility values remain high.
 
We need to embrace digital more – exploring AI, data, tech solutions for funding, governance, organization development and more.
 
We need more diversity in the team with more experience of a wider range of needs.
 
We need to ensure we tackle the systemic, root causes of the issues people and communities face in Plymouth.
 
We need to remain true to the spirit of the original idea: ”To serve more people, in more depth and provide advice on fundraising and build up the social and economic outcomes of the sector.”
 
It’s simple really. 😊

...about impact and delivery of a capacity building service in Plymouth we co-deliver called POPideas. Then on to Birmingham for day one of the Local Motion conference on place. Great to see and be in Digbeth – one of the first social enterprise places in the UK. Wonderful evening with Memorhyme poetry group – using the power of words and art to tackle global and local issues.
 
Tuesday: Day two of the conference. Interesting talks about progressive governance – making it poetic and beautiful not dry, dusty and dull. From structuredness to structureless: it’s about how we work together to make better decisions and how conventional governance - typically seen as a ‘safe’ bet - is actually a risk because business as usual is making a mess of people and planet. Long old train trip back to Plymouth but got to read a good chunk of a book.
 
Wednesday: Board meeting with the fantastic Memory Matters and the magical Moments Cafe (hey don’t go to Costa go here!) Loads of great plans and ambitions and fabulous impact constantly being delivered and improved. Quirky tax convo about what to do with profit – nice position to be in. Then on to a panel discussion with Arts University Plymouth and the Devon Create Growth all about social investment and how to make it more accessible. Great to meet University of Cambridge/Dyme Consulting lead Anna Wozniak and catch up with Anna Peachey from Plymouth City Council’s Inclusive Economy Team. Rounded off the day meeting the Rank Foundation’s director of finance and new Sunderland lead. Loads of sharing of good practice and inspiring ideas.
 
Thursday: Up early to speak at the Plymouth and Devon Chamber of Commerce breakfast meeting on the third sector. No gluten free croissants harumph. I was on a great panel with Hayley Everett of Trevi; Matthew Keane from Westcotts Accountants; Stuart Jones at POP and Liz Harding from Hearts Together. Lots of encouraging talk of buying social – i.e. making our money go further and getting more voluntary, community and social enterprise businesses into supply chains.
 
Friday: Took it easy, walking the dog around beautiful Mount Edgcumbe in the morning stillness. Then writing blogs and quotes for new work and wrapping up with developing ideas for a marketing strategy for SHE UK – a new service we are launching to support women around their social enterprise dreams.

​During the year, we have had face-to-face meetings with nearly 70 of the 120 women who have signed up for personal and bespoke business support through the programme.
 
That doesn’t include the attendees of our workshops, networking events, or working groups. Our engagement rate is high, and we thought we’d look at what it is we’re doing that connects with so many women – and what we’ve learnt from our remarkable bunch of women we call our ‘SHE-las’.
 
What makes the SHE project attractive to the women entrepreneurs of Plymouth?
 
Reassuringly, it has been easy to spread the news about the SHE-Plymouth project.  Our work is being shared through word-of-mouth, via other organisations, and by local social connections. SHE is gaining a reputation for providing an alternative approach to business advice. Rather than a prescriptive service, (i.e. telling people what we think they should learn) we are offering a more bespoke approach.
 
First and foremost, we listen! Without judgement, we allow our women to tell us their goals and what challenges hinder them from achieving these aspirations. Every woman has different circumstances. They may have to juggle a family and can only connect on social media after bedtimes. Networking in the evening might be a complete no-go due to other commitments, and therefore they thrive at early afternoon events. Sometimes our women are juggling more than one part time job to ensure that they have the financial resources to embark on a new enterprise.
 
What is getting in the way of our SHE-las achieving their dreams?
 
It is rare to find a woman who doesn’t have other priorities. This complex work-life balance can go against traditional viewpoints on what makes a successful entrepreneur. Our job is to find a way to help them achieve their dreams, despite those challenges. Reduce their social isolation, boost their productivity, and increase their economic activity without detriment to their overall well-being.
 
Despite having the tools and talent to succeed, there are invisible barriers to taking that first, or next, step. Of course, economic challenges are one factor. But a harder barrier to overcome is confidence. Which feels like an institutionally gender specific problem.
 
One of the primary factors contributing to the confidence gap between genders is societal conditioning. Every woman will have a story of when everyday sexism was first introduced into their lives. It is often astonishingly early. Be it in the home, at school, or through media and society. We’ve all heard that girls are supposed to be “sugar and spice and all things nice”. As a result, women entering the business world may bring a hesitancy to assert themselves, negotiate, or pursue ambitious goals.
 
At the very heart of doubt, is the fear of failure. To do business, there is always an element of risk. But what are we risking? Financial investment? Our time? Our mental well-being? Upsetting our loved ones? It is a case of balancing these to see realistically, what is the worst that could happen. How do we spread the risk, embrace uncertainty, and protect ourselves should we fail? Women must be allowed to accept that failure is not shameful, but rather a testament to their courage to try in the first place.
 
In our sessions the question I ask most often, is: ‘You have the skills, the talents, and the means…so why aren’t you doing it yet?’ And the answer is usually that they needed someone to tell them they could. To ease the fear and doubt, and that it is ok to want something more for themselves.
   
Well behaved women seldom make history
 
As women, we have an inbuilt fear of being judged. Our appearance. Our behaviour. Our intelligence and parenting skills. SHE-Plymouth strives to give a platform for women to explore creative (and socially enterprising) ideas, with space to see how to effectively change the business landscape and make it more accommodating to all, equally.
 
So, what else can SHE do?
 
We provide practical and knowledgeable training and resources. Through online courses and workshops, we share our experience and skills. But we also help women let go of the fear. Their business may mean making a substantial change to family life. Our women must give themselves permission to put their hopes and career above their partners, sometimes for the first time in their lives. In most cases, women are responsible for the mental load of running a home, alongside the lion’s share of household chores. Men, however, are regularly facilitated to follow their professional dreams. 
 
For a woman to make that change, means that the rest of the family may have to do more. Can society learn to support this shift within a household? The knowledge and confidence we give to our SHE-las help them to take the leap.
 
We also offer workshops that provide a space for childcare. We schedule relaxed friendly advice sessions over coffee, where you can bring along your toddler. Our networking focusses on connecting like-minded women who lift one another up. We host casual social events (no suits!) where we chat through ideas and share experiences. We are building a new framework within which our businesses can thrive.
 
In the workplace specifically, a significant contributor to the confidence gap is the lack of representation at leadership levels. When women don't see others who look like them, they may struggle to envision themselves in similar roles. Society can play a crucial role in fostering diversity by promoting gender equality in leadership positions and in business start-ups. Which is exactly why Iridescent Ideas identified the necessity for a gender-specific business advice programme. We have business minded women - Mel and Jo - leading the SHE project by example, as well as an extraordinary ally in Gareth who understands that equity among the genders benefits society as a whole.
 
After all, addressing the confidence gap in business requires a comprehensive and versatile approach from everyone. By dismantling gender stereotypes, promoting diversity in leadership and entrepreneurship, and implementing supportive workplace policies, we can create an environment that empowers women to contribute meaningfully to the business world.
 
As we strive for equality, it is crucial to recognize that building confidence is not just an individual endeavour but a societal responsibility that requires collective action and commitment. If you have a business minded woman in your life who is exploring the possibility of going out on her own, lift her up, encourage her – be her cheerleader! In doing so we will all benefit.
 
So what have we learnt from our SHE-las?
 
Plymouth is full of super-heroes. The number of talented, kind, and compassionate women in one small corner of the UK is astonishing. They all have the ability to achieve great things. All they need is a nudge in the right direction and someone to tell them they can.

So what have I been doing for the last six months?
If I’m honest and tell you what I’ve been up to, you may think I’ve spent the last six months living the Life of Riley. Drinking coffee and having a chat with a host of remarkable, interesting, and determined women. And you would be right. It has been an utter joy getting to grips with the SHE project and finding the best way to deliver our support, experience, and knowledge to our SHE-las. Sometimes I have to pinch myself after a meeting, where I have been left so uplifted by the sheer grit and commitment of our women. They are a genuine, kind, and delightful bunch.

I have had over 30 in person 1-1 support sessions, and even more than that online. Thanks to the tireless efforts of Mel, our Iridescent Ideas superhuman and facilitator, we have hosted a successful social event, and presented our first workshop ‘The ‘M’ Word – an Introduction to Marketing’. We arranged an exclusive workshop with Laura Walker to address the dangers of burn out to small business owners and have offered access to a host of external learning opportunities. Not to mention the resources available to the project through Iridescent Ideas.

I have also attended a number of networking events within the Plymouth Social Enterprise Network to spread the good work of SHE and our women. For example, Chelsea Batt, our Marketing Lead, and I had a successful and positive time attending the Plymouth University’s  ‘Showcasing the Solutions to Social Isolation & Loneliness.’
​
How is the SHE project developing?
In my 1-1 sessions I learn all about the hopes and dreams of each entrepreneur, what challenges they face; where they would like to see their business get to in the short, medium and long term; and what their vision is to make the world a better place through their work. Together, we go through how best to achieve those next steps.

The most satisfying part of the job so far has been seeing how every one of our clients has flourished. In a short period of time we have witnessed the mere glimmers of ideas turn into a fully fledged concepts delivering products and services. We have had funding granted, licenses approved, and premises secured. What were just whispers in the wind at the beginning of May are now concrete plans put in to place. Everyone is moving at their own pace, but each journey is developing into something truly beneficial to Plymouth, and our community.

By tailoring the SHE project to respond to the needs of our members, rather than presenting them with a pre-prepared structure, we have been able to offer bespoke advice. Each SHE-la is individual, and our guidance has reflected that by taking into consideration specific needs. The flexibility within the programme is one of its greatest strengths.

But beyond the individual successes (check out some of our women: S.O.S., Pets and Picasso, Well Image CIC…) we’re seeing our concept bloom. SHE is becoming its own entity, with its own identity. Our women are interacting, sharing content, and using the collective pool of knowledge and experience within the group. SHE is developing into a support network, a hub of information, and a sounding board for creativity and progress.

What challenges have you faced while trying to deliver comprehensive support to the businesswomen of SHE?
Time! Due to the nature of our services, we allocate a lot of time to individuals rather than groups. It’s essential, as it’s where we make the most progress. But I’m definitely coming around to the idea of cloning the team so that we can roll out more opportunities within the project!

What are the most common challenges facing your SHE-las?
Over the course of the last few months, it has become clear that the greatest challenges facing our SHE-las are gender specific. The societal pressures on women are so ingrained in our society that it affects us in more ways than we realise, until we start to explore it in our 1-1 sessions. One of the greatest indicators of this is confidence. Every woman on our programme is capable of greatness. The desire to make the world a better place for their community, families, and society is their motivation. But when I ask them why, when they have all the tools in place already, they haven’t just done it yet? It comes down to confidence. Not wanting to be judged. Letting down their family if it fails. Feeling that they have to have everything perfectly planned before they start. Having to devote time to their passion that could mean changes to the lives of their loved ones. We need to give women permission to fail. We must raise a generation of young women who are less risk-averse and who feel empowered to just give it a go! It is a remarkable thing, to begin the journey of enterprise. That alone should be enough to spark admiration and pride within oneself, and from others.

And those that have been brave and just taken the leap? They are exceling! And it is a joy to witness.

Along the same vein, a lot of our SHE-las struggle with assessing their financial value. Talking about money is a difficult thing. Especially when the premise of social enterprise is to better the community, not just to make heaps of personal profit. Encouraging them that in order to facilitate the good, they must recompense themselves for their worth first and foremost, is a challenge. Paying themselves can almost seem like a betrayal to their cause, which is a hard barrier to overcome. But if you do not feel valued, or if your quality of life cannot be maintained, the good that you want to achieve will not happen. The more profit you make, the more good things you can do. And social enterprise or not, this country is built on the backs of small business. It is not an evil thing to want to earn a living. Whatever enterprise you are running you are doing so with a benefit to the economy and to the country – so pride should be a natural feeling when setting up your own business.!

What does the next six months have in store for SHE?
We will continue to offer support for our clients and strive to improve our services, while hopefully welcoming new women onto the project. The fact that we can guide our members through the business process over a period of time, means that they have uninterrupted support for a big chunk of their journey.

We will provide more workshops and hope to collaborate with local social enterprises to reach a wider audience.
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But as a team we have already started talking about legacy. What will become of the SHE Project? We are funded for up to two years (dependent on outcomes) by The Rank Foundation and Livewell Southwest. And we are beyond grateful to them for this opportunity. But it would be a travesty for the SHE-beast to dwindle if and when the funding runs out. So, we are looking at our possibilities to keep the momentum of SHE running for as long as possible. I am whole-heartedly invested in every one of our members and want to support them through their entire enterprise adventure.
Our team at Iridescent Ideas are already wondering – could we facilitate a SHE-Exeter? A SHE-Bristol? Personally…I’m happy to take the lead on SHE-Bali if the opportunity arises….

​Identity is important, particularly for the many nascent social entrepreneurs we support. I wondered whether they would see themselves as ‘social entrepreneurs’ and whether that term is too loaded, too jaded, and maybe even stands in the way of people developing business ideas.
 
In a world fascinated with innovation, startups and ‘purpose’ the term ‘social entrepreneur’ has gained a certain appeal. It has become a badge of honour; a symbol of creativity; a mark of autonomy; a signifier of doing good. Firstly, let us clarify what a social entrepreneur truly is. According to the Oxford English Dictionary a ‘social entrepreneur’ is: “A person who undertakes or establishes an enterprise with the aim of solving social problems or effecting social change.” I’m broadly happy with that definition.
 
The OED defines a plain old standard entrepreneur as: “A person who owns and manages a business, bearing the financial risks of the enterprise; specifically, a person who sets up a business.” Various online sources mention the origin of the word entrepreneur coming from the French word ‘entreprendre’ meaning to undertake, to begin or to launch. Add the word social to this and we are back to the OED. All seems reasonable.
 
So, social entrepreneurs are individuals who take calculated risks to create and set up and manage businesses with the goal of making a profit and solving social problems. They are often seen as visionaries, risk-takers, and problem solvers. Being a social entrepreneur is not just about having a business idea; it is about delivering that idea, navigating the complexities of the both the market and delivering social impact and bearing the responsibilities of running a venture.
 
With these definitions in mind, you could argue that people who freelance are not truly entrepreneurs. They are often hired hands and are usually working for others. And, while it is admirable to pursue personal ventures and financial independence, not all such endeavours can be considered entrepreneurial. That said you could also argue that they are still 'undertaking' enterprising activity. These distinctions matter because they carry different expectations, risks, and responsibilities. I think this is where some of my nervousness comes from – I started Iridescent Ideas as pretty much a glorified freelancey business adviser. Now, with five staff, various long-term contracts and projects it feels more like a ‘proper business’!
 
Iridescent was never a side hustle though. And despite dabbling with other jobs and roles – cricket coaching, writing, mentoring, composing and playing music, lecturing, being a removal and bin man to name a few – for the last twelve years running our business has been, and remains, my main profession.
 
A concern arises when people hastily adopt the social entrepreneur label without fully grasping the rigors involved. Entrepreneurship, social or otherwise is far from a glamorous lifestyle filled with unlimited freedom, Lamborghinis and parties on the French Riviera. It often entails long hours, financial instability, and a relentless commitment to one's vision. Aspiring social entrepreneurs should be prepared for these challenges rather than romanticizing the idea. I don’t know of any social entrepreneurs with a private jet.
 
On the flip side, embracing the social entrepreneurial identity can be empowering. It signifies a mindset of agency, of embracing uncertainty, of adaptability and of resilience in the face of adversity. Many successful social entrepreneurs have started with modest resources and built thriving businesses. The title seems to motivate people to think creatively, seek opportunities, and take calculated risks all in pursuit of business with a good cause.
 
Whether it is right to call oneself a social entrepreneur is moot. If others want to call me this so be it. I will remain hesitant to use the term myself. If others want to call themselves it, good for them. The social entrepreneurial identity can be enabling. It should be worn with a sense of responsibility and an understanding of what it truly means. And, ultimately, it is not about the title; it is about the journey and the impact one creates along the way.

We set ourselves what we thought was an ambitious target of supporting 60 women during the first year of SHE Plymouth. So far, we’ve had 63 women sign up within four months of launching (two or three of whom had registered before we had officially launched the project at all!). At this point we are secretly hoping someone wants to set up an ethical cloning business, as we clearly need three of Jo, our brilliant Business Adviser who is supporting all these women!
 
After an initial avalanche of registrations, our band of ‘SHE-las’ continues to grow at a steady pace. Participants access the type of support they need, as and when they need it, including 1:1s with advisers, group workshops, events, email check-ins, online courses, and peer support. Their knowledge, skills, confidence and their fledgling organisations are growing too: business and marketing plans have been created; the often-dreaded social media marketing is developing; funding bids are being written; our first CIC has been registered; launch events are being planned; learning put into practice and, importantly, support networks are building. 
 
One somewhat unscientific but very satisfying method of measuring progress has been to watch the development of our dedicated Facebook Group. All our SHE-las are invited to join, if they wish, and we introduce it as a safe space where they can support each other, share ideas and knowledge, ask each other questions and try things out with other women on a similar journey. It took a while but, eventually, a few women began responding to our posts, then commenting and one or two even began to post themselves. Fast forward and now our SHE-las are asking each other for advice, giving recommendations, sharing their experiences, testing each other’s feedback and market-research surveys, promoting their events, products and services, and even organising their own meet ups and potential co-working groups. It’s been an absolute privilege and joy to watch this blossom.
 
One highlights of the project so far has been our SHE Social - an informal, family-friendly, fun, cake-fuelled networking and peer support event, hosted upstairs at Moments Cafe and Dementia Hub. After the initial, inevitable awkwardness, our SHE-las began (with a bit of nudging) to step outside of their comfort zones and just talk to each other. This is when the magic really happened - conversations were sparked, connections were made, cake was devoured, support offered and the peer support network began to really flourish (as you can see from our lovely film below ).

​Suffice it to say that we are immensely proud of the SHE Plymouth project. We are thankful to our Marketing Lead, Chelsea Batt, for crafting and sharing the message so beautifully and to Aja Cooke for her beautiful film-making. We are blown away by our new Business Adviser, Jo Dench-Owens, for delivering her support with such passion, empathy, energy and all-round awesomeness. 
 
Most of all, we are inspired by the women of Plymouth, our incredible SHE-las, for having the entrepreneurial spirit, passion, creativity, dedication, determination and courage to take charge of their own destinies and crack on with making the world a better place. Every city needs its own SHE Project - imagine what all those amazing women could achieve…