Social enterprise; the university dimension

I was always an enthusiast for social enterprise – indeed I set one up in 2004 with a colleague, which was very successful. To my mind, as a former business person, the combination of a business with a social (indeed moral) mission seemed very attractive. More recently I’ve become, not disillusioned but more wary; at one extreme some very commercial companies seem to be self-branding as social enterprises, while at a very local level many enthusiasts work tirelessly, but perhaps without much prospect of significant social improvement. Last night though, I attended an event which may indicate where the seeds for real social enterprise development may lie.

Many years ago I studied at University College London, both as a BA and a PhD History student. I loved my time there and am proud to be a graduate of a university with such a strong liberal tradition. For those unaware of its history it was founded by political liberals in 1826 and, profoundly influenced by the leading newer German universities, from its earliest days regarded the systematic teaching of law and economics as fundamental. Designed to cater for those excluded by Oxbridge, whether by religion or class, as a fundamental principle religion was not a requirement for entry and to this day it has no theology department. It is still known as ‘ the godless institution on Gower Street’.

Originally conceived as London University, it failed to get a royal charter until 1836 because of resistance by the then Tory Government and other parts of the Establishment, such as the various hospital medical schools and, of course, the Church of England. And the charter was for a London University, with UCL as a college, together with King’s College, the Anglican response to its foundation.

Another source of attack was its funding, a joint stock arrangement designed to raise up to £300,000 through issuing transferable shares of £100 each – in return for the right to nominate a student at a reduced fee, interest of up to 4%, membership of the Library and university collections – and also the right to elect, from among themselves, 24 Council members, responsible for running the university. Since it was established for a social purpose, it is arguable that UCL was therefore an early example of a social enterprise, raising money through a social bond. In an earlier blog I mentioned that the Royal Albert Hall had raised money in the same way and with a similar governance structure, but unlike UCL, has not modernized its original governance arrangements.

And UCL has equipped itself for the modern world. Enterprise is now at the heart of its offer, a commitment to inculcate a spirit of enterprise across the institution and harness the creativity, resourcefulness and dynamism of its teaching and research activities. It has a commitment to stimulate and support the creation by students and staff of 500 new enterprises over the next 5 years, of which 10% are expected to be social enterprises.

Last night I attended the UCL Awards for Enterprise event, an evening to celebrate the efforts of the most innovative and entrepreneurial academics and students. One award was for the social enterprise project of the year and I was delighted to see that Heritage without Borders had won. This excellent organisation utilizes the skills of volunteer graduates in conservation to work in projects, often in countries with a history of conflict, to build capacity in heritage projects with an added outcome of community building through understanding a shared heritage. UCL’s support has been invaluable in giving moral support, expertise and office space – and the enterprise is now up and flying. I was proud to give HWB a small amount of advice and believe it will have a really successful and useful future. Its website is: http://www.heritagewithoutborders.org