COOK INSPIRE CHANGE CIC Social Value Report

September 2017 to August 2018

1. Introduction Cook Inspire Change CIC is a Community Interest Company which was incorporated in August 2015. This Social Enterprise was established by Amy Win to build on the work that was undertaken by 4Lunch. 4Lunch activities are now undertaken by Cook Inspire Change CIC, but the brand ‘4Lunch’ is still used. Our 2017 Social Value Report showed that for every £1 invested into Cook Inspire Change CIC, there is a direct social return on investment of £3.10. This figure was only a snapshot of the SROI that could be achieved. This infographic shows what was achieved in the period August 2013 to July 2017:

Fig 1: Cook Inspire Change Social Value Infographic 2017

This year we have done further investigation into the triggers and benefits of our work in the community. Our 2018 Social Value Report reflects a more robust framework, a more thorough data collection process and further desktop research to measure social value against the impact for every stakeholder.

2. About Cook Inspire Change CIC Cook Inspire Change CIC’s mission is:

To create social change within local communities by unlocking the power of food. Our vision is:

That people can use the power of food to increase their wellbeing, improve their communities and the local economy.

Cook Inspire Change CIC is a values-driven business. Commitment to these values is fundamental to our success. Our guiding principles are:

• We believe eating well and cooking well is a fundamental part of living a healthy and happy life.

• We believe everyone should have access to nutritious food. • We believe food should be valued, appreciated and never mindlessly wasted. • We build resilient and self-directed individuals and communities. • We openly share knowledge and skills around cookery, employability and

enterprise for those without the resources or ‘social capital’. • As a social enterprise, we ask people to trade with us, not to donate. • We believe in the power of food to make a real difference in people’s lives, in

terms of social benefits, health & wellbeing and skills & employment. • We believe in collaborating, not competing, with businesses, organisations

and communities. • Although growth is important for 4Lunch, our values and relationships must

remain central to our growth plans. • We believe in developing our people and truly valuing their skills and talents.

This means paying them fairly, offering training and development opportunities and creating a friendly and productive work environment.

• Cook Inspire Change is a calm and well-organised place to be and work. We are an energetic, enthusiastic and passionate team. We are creative and innovative in our approaches to social enterprise. We are not afraid of change and doing things a little differently.

Our main activities are:

• Delivering cookery courses • Delivering food business training • Producing online courses • Catering events • Street food markets and pop-ups • Offering of volunteering and work experience opportunities • Pro bono mentoring time

Examples of how we trade:

• An organisation will commission us to deliver a set of cookery courses, for example, the University of Manchester for their first-year students.

• An organisation will commission us to deliver food business training, for example, Tameside Council for the Building Business Skills for Parents Project.

• An individual will purchase our Recipe for Success online course. • An individual will approach us to cater their wedding. • Manchester Airport will ask us to trade at their street food events.

We are at the stage now where we have chosen not to access grant funding. The challenge for Cook Inspire Change CIC is to generate enough profit from trading to re-invest into tackling some of the most entrenched social problems like school holiday hunger.

Fig 2: Our Business Model

3. Accounting for Social Value Cook Inspire Change CIC has committed to measuring and reporting Social Value:

• To respond to the recommendations set out in our 2017 report. • To understand the value of our activities to our stakeholders. • To undertake further research to identify key issues affecting society

today. • To make recommendations to future stakeholders on how Cook Inspire

Change CIC can improve health and wellbeing outcomes in Greater Manchester.

Our 2017 Social Value Report set out our Social Value Pledge for 2018:

1. We invest in people to gain new experiences and new knowledge around food, so that they can: a. Make healthier choices in what they eat b. Save money on food spend

c. Enjoy and embrace food from a range of cultural backgrounds d. Reduce food waste

2. We utilise our networks, partnerships and experiences to benefit the

organisations that we work with to: a. Initiate new projects that provide added value to local communities b. Encourage partnership opportunities within community food projects

that improve the local economy c. Provide a pathway for self-employment, work experience and new

employment opportunities d. Support the establishment and development of community-led

enterprises

3. We bring people together and build new social networks around food by: a. Giving people a focus on food that can be extended into everyday life b. Exploring and understanding different cultural foods c. Widening social networks and reducing social isolation

4. We improve people’s confidence around food by:

a. Inspiring and empowering them to try out new things that will improve their quality of life

b. Provide a familiar and safe environment to experiment with new ideas c. Improving health and wellbeing

4. Methodology Stakeholder Mapping At the end of the period covered by our 2017 Social Value Report, we carried out an analysis of our planned activities for 2018, the direct stakeholder groups that we work with, and our plans for measuring our impact:

Stakeholder Type What are we Measuring? How do we measure?

Customers No of sales, average spend, what do they buy. Sales Records

Mentees

Number of hours given to free mentoring Log of hours

Outcomes, Impact and value Social Value Questionnaire - Mentees

Individuals that attend training sessions

No of people that attend training Attendance log

Outcomes, Impact and Value Training Evaluation Sheet- in place but many versions

Community Groups and Organisations

Work undertaken with community groups and Organisations

Case Study Social Value Questionnaire – Community Groups and Organisations

Volunteers Number of hours donated Volunteer log

Outcomes, Impact and Value Social Value Questionnaire – Volunteers

Work Experience Number of hours undertaken Work Experience Log

Outcomes, Impact and Value Social Value Questionnaire – Work Experience.

Table 1: Stakeholder Mapping and Measurement

Data Collection We set up spreadsheets to collect data to provide us quantitative data in relation to customer sales levels, volunteering and work experience hours and to keep a track of the number of delegates attending our learning sessions. We have now collected this data over a 12-month period. Stakeholder Engagement We reviewed the evaluation forms used within our learning events, volunteering and work experience opportunities and combined them into a standard format resulting in one evaluation form for learning events, one evaluation form for volunteering and work experience. We developed a range of standard questions for the evaluation forms based on our learning from previous years and the recommendations set out in our 2017 Social Value Report. Data Analysis Over our measurement period we received 188 completed evaluation forms, we undertook an analysis of the data received from our stakeholder groups (see table 3).

Creating our Social Value Proposition We combined the quantitative and qualitative data from our evaluation forms to establish the outcomes, impact and value gained through our activities (see table 4.) Creating a wider evidence base To underpin our Social Value Proposition and to establish our pledge for 2019, we carried out further desktop research to further understand our themes and impact on society.

5. Findings 5.1 Evaluation Forms Between October 2017 and June 2018, we received 188 completed evaluation forms. We have analysed the findings, they are set out in the table below.

Questionnaire Findings Outcome (change words) Tally Impact (benefit of change) Tally Feel more confident Learning how to work under pressure and multi-task Experiencing customers face to face Exposed to different cuisines and cooking techniques Exposed to different ways of working in catering Doing something they’ve never done before Developed a professional manner Meet new people Communication skills

1 2 2 1 1 1 1 1

Can manage volunteers better Now employed 16 hrs a week Can leave the house A reason to get up Feeling valued on the market stall Re-engage with society Sense of responsibility Excited Confident dealing with the public

1 1 2 1 2 1 2 1 2

More knowledgeable about cooking from scratch More knowledgeable about healthy eating More enthusiasm for cooking New cooking skills/Learning to cook Now I have something to look forward to every month Eating and cooking together/meet more people Happy/Fun Try new things/food/more experimental Relaxed and comfortable

10 7 1 13 3 11 19 6 4

Eating less takeaways More likely to come to pop up café Connect with others, instead of being alone Help me enjoy life more Keeping me busy Gives people a sense of achievement Feel more productive, doing something constructive More confident More reliable with family Teach the family/get children involved in cooking Less food waste

2 1 2 1 2 1 3 10 1 9 1

Better personal development Motivation to do something for me Increased confidence More work ready and project ready New business skills Immense happiness Understanding my limits

1 1 4 1 3 1 2

More professional purpose in my life Starting my business Increased ambitions for the future Moved away from benefits Improving my local community Improved family life

1 4 1 1 4 1

Table 3: Evaluation Form Data

5.2 Value Proposition The evaluation forms also provided an area for comments and suggestions, we have combined the quantitative and qualitative data to inform our Value Proposition:

Outcome Impact Value Explanation

People attending enjoy their experience with 4Lunch and gain new knowledge

Try more things and experiment with food. Gives people a sense of achievement. Relaxed and comfortable. Gain more knowledge about cooking from scratch. More enthusiasm for cooking. More confident with food.

People who attend 4Lunch courses eat healthier. Less food waste.

When people have more knowledge about food they are able to make better decisions about their eating. = combats obesity = Less food waste

Eating and cooking together

Connected with others instead of being alone. Having something to look forward to every month. More likely to attend a pop-up café (socialising). Improved family life.

Keeps people busy and feeling more productive and doing something useful. Combats loneliness and improved mental wellbeing.

People coming together to prepare food and eat helps to combat loneliness and improves people’s mental wellbeing. = combats loneliness = better mental health

Carrying out work experience and volunteering with 4Lunch

Can manage people better. New business skills. Improved confidence when communicating with customers.

Supports people to identify career progression.

Issues with employability in the catering industry – how does 4Lunch remove these barriers.

New knowledge in cooking techniques. Exposed to different types of working in catering. Become more professional. Helps gain more work and project readiness. Helps start my own business. New experiences.

Experience and skills that improve employability. People more likely to set up their own enterprise.

People are creating their own jobs through enterprise opportunities. = Career support and advice = Increased employability = New SME’s created = New jobs created

Improved goals and ambition to develop self.

More professional purpose in my life. Motivation to do something for me. Understanding my limits. Increased ambitions for the future. Feeling valued. Increased confidence. Immense happiness.

Learning new skills and knowledge about myself helps me to improve my confidence and plan my future. Motivation to work and earn doing something that I enjoy.

Better Career Choices. Moved away from dependency on benefits. Research to provide statistics on Greater Manchester unemployment rate and what are the causes for this. = cost saving to public purse on benefits. = more tax paid.

Table 4: Cook Inspire Change Value Proposition

6. Summary of Social Value

Our value proposition sets out the following themes. We have undertaken further research to embed these themes into key concerns for society today and combined them with our own social value pledges. # 1: We give people more knowledge about food so that they are able to

make better decisions about their eating What we have achieved: Number of people attending 4Lunch workshops this year: 188 Where workshops have been delivered this year: The Co-operative Academy Blackley, Back on Track Ancoats, TLC St Luke’s Ardwick, Brindale House Brinnington, Hulme Hall Longsight, Oasis Academy Oldham, New Springs Community Centre Bury. What our stakeholders say: “I try more things, I can now experiment with food” “I have gained more knowledge about cooking from scratch” “I am more confident with food” “I can make healthier choices when cooking food for my family” Further research: Being overweight or obese significantly increases the risk of devastating, but preventable diseases, including, type 2 diabetes, cancer, heart and liver disease, stroke and related mental health conditions. The NHS spends at least £5.1 billion a year dealing with ill health caused by overweight and obesity in England. An economic analysis has predicted that overweight and obesity costs UK society at least £27 billion each year. This figure is based on 2014 data and is an attempt to calculate all the wider societal costs of obesity, beyond the NHS costs. Source: http://obesityhealthalliance.org.uk/wp-content/uploads/2017/10/OHA-briefing-paper-Costs-of-Obesity-.pdf

Children in one of Greater Manchester’s poorest areas are three times as likely to be obese as youngsters in one of the region’s richest villages, new figures have revealed.

In inner city Miles Platting and Newton Heath, more than a quarter of 10 and 11-year-olds are considered to be obese, and a further 41% are overweight.

Almost one in six 4 and 5-year-olds in Miles Platting and Newton Heath are obese, and another 29% are heavier than they should be.

Source: https://www.manchestereveningnews.co.uk/news/greater-manchester-news/children-one-regions-poorest-areas-14588965

In 2012, an estimated 62% of adults (aged 16 and over) were overweight or obese. Obesity among 2–10 year olds rose from 10% in 1995 to around 13% in 2012. Obesity prevalence is strongly correlated with deprivation and is highest in the most deprived areas. Source: https://www.manchester.gov.uk/downloads/download/6375/children_and_young_peoples_jsna_201516_-_childhood_obesity Our pledge for 2019: We will continue to deliver cookery courses and classes in the Greater Manchester area, focusing on engaging families and children who live in areas of deprivation, as these are the areas with the highest levels of obesity. We also plan to start a new cookery course for the University of Manchester tackling poor student nutrition. These are profit generating activities which will fund out community cookery classes. #2: We bring people together to prepare and eat food which helps to

combat loneliness and improves mental wellbeing What we have achieved: Number of ‘food events’ delivered this year: 17 Type of food events delivered this year: pop-up cafes, bbqs and pop-up restaurants.

What our stakeholders say: “I’ve enjoyed connecting with others instead of being alone” “I have something to look forward to every month” “It keeps me busy and makes me feel more productive” “I feel like I’m doing something useful” Further research: A third of weekday evening meals are eaten in isolation, and the average adult eats 10 meals out of 21 alone every week. Busy lives and hectic work schedules are the main causes of this solitary dining trend. More than two thirds (69 per cent) of those questioned had never shared a meal with any of their neighbours, 37 per cent had never eaten with a community group, while a fifth of people said it had been more than six months since they had shared a meal with their parents. Those over the age 55 are most likely to eat alone - one in four in this age group said an evening meal with others wasn’t a usual occurrence. Previous studies show that social networks are important in combating mental and physical illness. Source: http://www.ox.ac.uk/news/2017-03-16-social-eating-connects-communities Over 9 million adults are often or always lonely. (British Red Cross and Co-op) 50% of disabled people will be lonely on any given day (Sense) For 3.6 million people aged 65 and over television is the main form of company (Age UK) 58% of migrants and refugees in London described loneliness and isolation as their biggest challenge. (The Forum) Our pledge for 2019: We will continue to organise monthly pop-up cafes at Arawak Walton and TLC St Luke’s, bringing our total food events to 24.

We will also increase the numbers of people served at each event by promoting through our existing networks. We will also re-vamp and clear out both kitchens to make the experience for cooks and volunteers more pleasant and organised. We will offer further volunteering opportunities at these events to those that might face social isolation, those living with mental health needs, disabilities and refugees. We hope to create a dynamic mix of people at these events of different ages and backgrounds, to help form new friendships and cross-cultural understanding. #3 We support and empower people to set up their own business in the food industry What we have achieved: Number of people engaged in the Recipe for Success course this year: 9 Number of people setting up their own businesses: 4 New Development: creation of the Recipe for Success Online Course What our stakeholders say: “I have new knowledge in cooking techniques” “You have helped me become more professional, gain work experience, improved confidence and business skills” “I now have more motivation to set up my own business doing something that I enjoy” “I have increased ambitions for the future and have a more professional focus in my life” Further research: In 2016, there were 5.5 million businesses in the UK – 99% of these were small or medium sized businesses. House of Commons 95% of entrepreneurs have a bachelor’s degree or higher qualification. – Serious Startups 16% of men say that they want to start their own business compared to 12% of women, and caution appears to be the overriding factor holding women back.

Only 18% say that they think the time is right to launch a business now, compared to 24% of men. A total of 58% of women cite a fear of failure as the reason they’re not launching their own company. Only 37% of women said that they knew where they could source information and advice about starting their own company, and that over two thirds of women said they would be more encouraged to take the first step if they had inspiring female role models, access to a network of local female entrepreneurs, and information targeted at women’s specific circumstances. Source: https://www.independent.co.uk/Business/indyventure/uk-gender-gap-natwest-startup-female-entrepreneurs-risk-start-business-a7688586.html Self-employed women are the majority of the newly self-employed. The increase in the number of women in the UK becoming self-employed is unprecedented. Historically, women have made up just over a quarter of the self-employed, but since the 2008 downturn, 58% of the newly self-employed have been female. In the last year, self-employment has started to decline for men, but not for women. While for many women self-employment is a positive option allowing them to pursue fulfilling and flexible work, for a growing proportion self-employment does not appear to be a “choice” but a necessity driven by factors such as public sector job losses, the uprating of the female retirement age, or a need to accommodate caring responsibilities. https://www.prowess.org.uk/facts Our pledge for 2019: We will be holding a series of food business start-up events to demystify the process of starting a food business, targeted people without a business background. This includes young people, women, social housing tenants and those from a minority background. This is a continuation of our mission to make enterprise accessible to all. We will continue to give pro bono mentoring support to our current students. We will also be promoting our online course and training packages, working with Tameside Council to deliver the Building Business Skills for Parents course in Summer 2019, and Oldham Council to support their Food Enterprise Fund.

7. Our 2018 Infographic

Fig 3: Cook Inspire Change Social Value Infographic 2018

8. Validation and Recommendations 8.1 Validation Cook Inspire Change CIC has been committed to measuring Social Value for the last two years. We have used Accounting for Social Value principles to ensure that our Social Value Measurement process:

• Gives an honest perspective of stakeholder views. • Does not assume the impact and value of an intervention prior to

stakeholder engagement. • Impact is naturally derived based on people’s lives, their circumstances they

are faced with and the value to each individual.

We only report on the evidence we have been given through our stakeholder engagement research.

We have worked with our Social Accountant, Nicola Dickins at Profit for Purpose to ensure the validity of our Accounting for Social Value process. The following recommendations for measuring Social Value at Cook Inspire Change have been informed by our Social Accountant. 8.2 Conclusion and Recommendations Cook Inspire Change are committed to measuring Social Value and are now into their third year of their Accounting for Social Value Process. The 2017 Social Value report was based on evidence gained through the evaluation of its activities combined with the organisations objectives and guiding principles, therefore the report was reactive to data already gained within the organisation. In the second year, we were able to use the data gained in the 2017 evaluation to inform our measurement processes for 2018. We used the Key Value Statements (Social Value Pledge) to underpin our 2018 measurement framework and inform our questions within the new combined evaluation forms. This provided a more robust approach to our data collection processes. Amy Win, Cook Inspire Change CIC’s Managing Director has also engaged in Accounting for Social Value training and mentoring to understand the theory and principles required to undertake this type of Social Value measurement. As a result, the 2018 Social Value Report for Cook Inspire Change CIC provides an honest and transparent body of evidence taken from a range of stakeholder groups over a 12-month period. This has been combined with desktop research to provide further evidence of the impact and value gained from Cook Inspire Change’s work over the last year.

Recommendations We would recommend the following Accounting for Social Value process to Cook Inspire Change CIC for 2019:

Standard Evaluation Forms

Given to every direct

stakeholder

Enhanced Evaluation Focus Group/Interviews to

develop Case Studies – 9 per year

Step 1 Values Intelligence Collection of Primary Data

Step 2 Data Analysis

Goodwill Log Log of time given from

Amy for free

Volunteer Log Log of time given from all

volunteers/those on work

placement

Summarising Evaluation Forms Identifying Outcomes and Impact into common themes – Produce

Stakeholder Impact Report

Step 3 Establishing Key Value Indicators

Developing Key Value Indicators Common themes derived from primary data become Key Value

Indicators – aiming for 8 Key Value Indicators

Step 4 PEST Analysis Secondary Research

Evidence basing Key Value Indicators Political, Economic, Social and Technological Evidence Base linked to

Key Value Indicators

Step 5 Produce Social Value Table

Combine Outcomes, Impact and Value Combine all data collected from primary research (common themes)

and secondary research (PEST analysis).

Step 6 Produce Social Value Report

Produce Social Value Report Social Value Report sets out the methodology, method, findings, Key

Value Indicators, case Studies, Social Value Table and Key Messages

Validation Validation Social Value Report is validated by Social Accountant

Step 1: Social Value Measurement Framework In the measurement of Social Value, the following measurement framework should be adopted: Stakeholder Type Methodology Process Timescales Standard Evaluation: Learners – attending courses Training Evaluation Evaluation Form given to

everyone who completes course – including e-learning

As and when courses are delivered

Those attending experiences – Pop up restaurant, Air B & B experiences, themed events, etc

Social Value Questionnaire (experiences)

Questionnaire given to everyone who engages in an experience

As and when experiences are delivered

Partner organisations – all organisations that CIC works with including suppliers.

Social Value Questionnaire (partner organisations)

Questionnaire given to every partner organisation engaged with.

At the end of involvement with CIC or once a year.

Work Placement and Volunteers

Social Value Questionnaire (work experience and volunteers)

Questionnaire given to all individuals attending work experience or volunteering

At the end of involvement with CIC or once a year.

Work Placement and Volunteers

To account for time that is given by volunteers/those on work placement.

Spreadsheet to log time. Ongoing

Log of time given for free To account for the value of time that Amy gives for free

Spreadsheet to log time Ongoing

Enhanced Evaluation

Learners – attending Recipe to Success Face to Face Course

Recipe for Success Face to Face Course – Focus Group at end of course

Minimum of 3 participants – use 3 questions (see below)

1 Focus Group per year

Those who have stablished their business following Recipe to Success or mentoring.

One to One Interview One to one interview carried out to form a case study – use 3 questions (see below)

3 Case Studies per year

Partner Organisations One to One Interview One to one interview carried out to form a case study – use 3 questions (see below)

3 Case Studies per year

Work Placement and Volunteers

One to One interview One to one interview carried out to form a case study – use 3 questions (see below)

3 Case Studies per year

Table 5: Social Value Measurement Framework 2019