3. Why? To maximise social good, locally. To maintain services or address market failure. To inject enterprise into service delivery. To create opportunities for employment. To achieve added value.

4. Five Action Points Improving awareness and demonstrating the value of social enterprise. Improve access to procurement and develop new market opportunities. Transfer property assets where evidence indicates beneficial outcomes for the Council, social enterprises and neighbourhood areas. Improve business support services. Address skills shortages in organisations & Boards.

6. Improving awareness and demonstrating the value of social enterprise Producing the strategy, the approval process. Established a Social Enterprise Development Board to oversee delivery of the Strategy with representatives from DSEN, Elected Members, Council staff and private sector. The Council and DSEN commissioned Social Value Lab to undertake a mapping exercise of the scale, number, diversity, financial strength etc of social enterprises in Dundee. Meeting with social enterprises who do not know that they are. Commitment to hold a biennial social enterprise conference, today’s is the first.

8. Improve access to procurement contracts to develop new market opportunities Using Dovetail and Clean Close Co to provide furniture and carpets to Scottish Welfare Fund beneficiaries. Holding workshops with key delivery partners and Council staff. DCC Procurement staff working with DSEN and Council’s Social Work : Reshaping Care for Older People; Integration of Health & Social Care ; Meet the buyers events.

10. Transfer property assets where evidence indicates beneficial outcomes for the Council, social enterprises and neighbourhoods Development of a Community Asset Transfer Strategy. Strategy launched Feb 2014. List of 19 surplus property assets released. Community Asset Transfer Group established to develop the policy and framework for applications and transfer process. Support post created to guide applicants. Currently notes of interest for 15 properties and the first asset transfer(s) should be completed by the year end.

12. Review current business support structure and align business support services to provide pre-start, start-up and business planning advice Strengthen links with DSEN eg 3 DSEN members on Social Enterprise Development Board & 1 on Community Asset Transfer Group. Align services of E-Zone (Council Business Support project) to support DSEN clients. Council support for developments eg social enterprise nurseries Dundee Transport Forum –Council Transport section working with DSEN to increase provision of sustainable transport services

14. Address skills shortages in organisations & Boards The Council is a partner in the Dundee SE Hub which will identify opportunities for private sector businesses to engage in business support and mentoring for social enterprises Our strategy recognises the difficulty of recruiting to Boards Discussion on how the Council can fulfil its CSR objectives by allowing staff to sit on Boards to support Social Enterprise Development.

15. So how do we assess progress? Most of the activity in the sector is still public sector/service focused. The scale, capacity and strength of organisations in the sector is variable. Social objectives are not a guarantee of quality and enterprise objectives are not a guarantee of best value. The profile of Social Enterprise in Dundee is far higher than three years ago. The last couple of years has been about building relationships and increasing understanding. We have come a long way together, but there is still much work to be done.