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: joel@cultiv8solutions.com
Website: www.cultiv8solutions.com
Twitter: @joelgrahamblake

Grass Roots to Ivory Tower – Independent CSR Report
th
Report produced 10 June 2012

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

Author: Joel Graham-Blake, Founder www.cultiv8solutions.com 2
© Cultiv8 Solutions 2012

th

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.


th

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!


th

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


th

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


th

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.


th

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.

th

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.


th

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.


th

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.


th

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?


th

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.


th

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.


th

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.

th

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.


th

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.


th

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.

th

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.


th

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.


th

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.


th

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.


th

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 Deleted: contro
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 Deleted: do,
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.


th

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.


th

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.


th

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”


th

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.


th

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.


th

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.


th

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: Deleted: has

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.


th

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.


th

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.


th

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.


th


• 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.


th

13.6 Recommendation 6 Deleted: ¶

• 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.


th


• 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.


th


• 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.


th


• 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.


th

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.

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Grass Roots to Ivory Tower - CSR Report 2012 Cultiv8 Solutions.

Similar to Grass Roots to Ivory Tower - CSR Report 2012 Cultiv8 Solutions. (20)

Grass Roots to Ivory Tower - CSR Report 2012 Cultiv8 Solutions.