1. St George’s Community Hub Alex Powell

2. Background Newtown demographics Transition from a secondary school / sixth form college 4 acres / 65 rooms 70-80% activities generated via college Beginnings of a ‘Hub’ type model 2007/08 Sink or Swim

3. Fast progress Sixth Form College / The Post 16 Centre St George’s Community Hub 2008 ‘Community Anchor’ model Over 30 ‘Partners in Residence’ Footfall 177,000 pa, 14,500 users Service Delivery – direct / indirect USP: working at the statutory / private sector/VCS interface

4. How we did it Avoiding grant dependency Classic asset based approach ‘Partners in Residence’ model Being Enterprising: - doing the obvious things well - the unexpected income generators - using money to make money Not forgetting we’re a …

5. A Community Hub.. Our mission Why are we all here - Not just a business, ‘a purveyor of social capital’ Looking beyond our immediate confines - Eco-No-me - Aston Villa - Wheeler Street

6. Direct Service Delivery Neighbourhood Management B United guns and gangs project Intergenerational programme Youth Club & Environmental Volunteering Summer activities programme Senior Citizens’ Club Young People’s Micro Enterprise: ‘Eco-no-me’

7. Huda Garden Project

9. B United Rewards

10. Indirect service delivery Indirect Service Delivery via ‘Partners in Residence’ Nursery Provision (Jack in The Box) Homework club (Continental Stars) Football Training (Phoenix, Continental Stars) Disability Inclusion (KIDS, DICE and SKILL) Asylum Seekers & Refugees weekly drop-in (ASIRT) Birmingham Adult Education Service (40 courses) Alternative Education (Birmingham Behaviour Support Service, Titan NW Network & Sporting Edge independent School)

11. Income Sustainability through income generation Service Charge/Rent-Free model 60% Conferencing 10% Service Delivery 3% Grants and Trust Funds 25% Consultancy 1% CSR partners KPMG and AVFC 1%

12. Key success factors Doing what we do and doing it well: - CSC, Catch 22, Ubuntu The difference between ‘being an enterprise’ and ‘being enterprising’ Never underestimate relationships A representative and multi-skilled Board of Directors Positioning for future agendas

13. Catch 22 – 100,000 hours

14. Key success factors cont’d Build relationships/Invest in people Be prepared to work for nothing! (Committee work, hosting community events) Focus on the Reputational Balance Sheet (Mission, Brand, Image, track record) Be sharp with the money, but subscribe to the notion of pricelessness Celebrate together: Peace Garden events, Harvest festival, Carol service and senior citizens Christmas party, community feasts

15. In a nutshell.. Being Enterprising: - do the obvious things well, do more of it and do it better - run with the unexpected income generators - use money to make money Not forgetting our core values