Evaluating the Success Factors for Establishing a Thriving - Scottish ...

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insights into the factors that underpin organisational success and resilience over time. C. Follow-up stakeholder interviews 1.9 Follow-up interviews were then conducted with a variety of stakeholders; people inside and outside of the organisations that were well placed to help build up a rounded picture of factors that have contributed to success and resilience. These included a mix of board members, staff, partners, funders, customers, suppliers, and advisors. A total of 106 semi-structured interviews of varying durations were carried out; this involved an average of 10 follow-up interviews per case study organisation. This Report 1.10 This report provides an account of the development, experiences, and learning from each of the 11 case study social enterprises. 1.11 Each case study report provides: • the story of the development of the social enterprise, outlining key learning points at each life stage; • a diagram summarising the main internal factors and external influences that were identified as critical to the success of the social enterprise; and • a timeline charting in chronological order the main milestones and achievements in the life of the social enterprise to date. 5
CASE STUDY 1: IMPACT ARTS Profile of Success Social purpose Impact Arts was founded in 1994 as a small commercial arts management company. It was established by an entrepreneur with a community education background, and a strong interest in the visual arts, music and drama. The company set out to use the arts as a catalyst for positive, lasting change in people’s lives. It uses arts, music, drama, dance and technology to bring out individual creativity and potential. Business model and structure Impact Arts is a charitable company governed by a board of trustees. It has developed into a sustainable social enterprise through securing a mix of commercial commissions and publicly funded arts projects and programmes. Markets Impact Arts specialises in youth arts, employability, and regeneration. Its principal market is the central belt of Scotland, although it provides services to third sector and public sector clients nationally and in the north of England. It delivers programmes that benefit young people, older people, and communities. Resources and assets Impact Arts operates with 42 core staff and around 60 freelance workers, based at offices in Glasgow (its main base, the Factory), Edinburgh, and Ayrshire. It holds a growing portfolio of property assets, including its main premises and four shop units in Glasgow. In developing a strong brand and range of trademarked programmes, Impact Arts holds a variety of intellectual assets which it is actively exploiting, Achievements and recognition Impact Arts is now recognised as a leading community arts company in Scotland. Over time it has developed a range of high-profile flagship programmes including Creative Pathways, Fab Pad, Gallery 37, and Home (Furniture). During 2008/09, it delivered 90 projects across 14 local authority areas, involving more than 4,800 beneficiaries. During the year it also delivered almost 2,300 workshops, exhibitions, and performances. Financial performance Impact Arts has experienced a period of incremental then accelerating financial growth, with turnover across its operations having increased from £45K during 1995 to more than £1.8m in 2009 (generating an operating surplus of over £300K). This period of substantial financial growth, culminated in 2009 with a seven-year, £4.1m investment from the Inspiring Scotland Fund. 6
Page 1 and 2: Voluntary Issues Evaluating the Suc
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Page 19 and 20: The Story of Success An early form
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Summary of Key Success Factors and
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CASE STUDY 6: DIAL A COMMUNITY BUS
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that meet local needs and stresses
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1.27 This process also led in 2006
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organisation in rational business d
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• DACB is planning to work across
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Timeline Timeline Event 1993 DACB s
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The Story of Success The community
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1.13 Early attention was paid to th
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Realising the potential 1.28 Over t
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Looking to the Future 1.42 There is
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Timeline Timeline Event April 2002
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The Story of Success Birth - Blackf
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Taking Control - New Street 1.18 On
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• Phase 1: making the building ha
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1.48 Out of the Blue operated its c
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Timeline Timeline Event 1994 Out of
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The Story of Success Getting starte
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1.14 One new staff member at the ti
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that’”). A serial entrepreneur
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1.36 These conditions have brought
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CASE STUDY 10: THE ISLE OF SKYE FER
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1.8 This unsuccessful process, serv
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the voluntary directors in the face
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1.37 In any market, price is an iss
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CASE STUDY 11: THE BREAD MAKER Prof
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1.11 In 2005, the company employed
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safety, environmental health) and t
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ISSN 0950 2254 ISBN 978 0 7559 9760
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