fall not to one individual or organisation, although this may be the case in the early days till the plan gets ‘traction’, but to an operational team who will represent and administer the plans interests. Leadership Team Structure 5. Planned activities The outcomes framework above describes the specific activities that will be delivered in conjunction with this plan. The full range of activities are described in the Planning and Delivery Framework along with the required resources that will be needed to fulfil those actions. The following two tables summarise the full framework: Framework and Indicators Responsible Enterprise and Business Sector Positive Local Money and Resource Flows Assets Base And Enabling Environment Public and Business Sector Responsiveness Community and Civil Voice and Capacity Environmental Sustainability Interdependence Diverse and vibrant range of responsible businesses responding to market demands Positive local economic money and social environment consequences Strong local economic asset base and supportive enabling environment Public and business bodies working to strengthen and invest in the local economy Strong leadership, activism, community cohesion, capability of individuals and civil society Positive social and economic change with ecological efficiency Increased understanding of economic, cultural and ecological interconnections that link communities, span the globe and impact on the future Activities – high level summary
resource into LM1/2 areas 6. Resources The outcomes framework describes a range of resources that will be required outside of direct financial investment. Financial investment is considered later in this section. The identification of resources are not exhaustive, and it will be up to each lead body for each outcome to clarify within their own sub plans, however, a structured approach to delivery and how those resources are managed and delivered within the outcomes is crucial. Resources framework Responsible Enterprise and Business Sector Positive Local Money and Resource Flows Assets Base And Enabling Environment Public and Business Sector Community and Civil Voice and Capacity Sustainability Enterprise support models & basic business literacy Networking existing Social enterprise support agencies (SEEM, SEL) Balanced scorecard Coaching based business support services e.g. BizFizz Business networks and mentoring Plugging the Leaks Social Audit, LM3 Buy Local campaigns, directories and loyalty cards Local cash machines labour markets Bulk utility purchases Enterprise in schools scheme learning to lead Asset transfer models Carbon-neutral physical asset development High Street Renewal Street markets Intermediate Labour Markets Lending circles and credit unions Intermediate Labour market e.g. CDFI tools Timebanks Broker relationships between community and strategic partnerships Common Purpose round tables Irrigating inward investment LM3 Participatory budgeting Consensus voting Business networks and mentoring Civic champions programme – the Civic Trust Passion finder workshop Coaching support Scarman, Unltd, Ashoka fellowships Scarman Citizen toolkits Planning for Real Community Planning Handbook Power, Citizenship and Democracy tools ActionAid Reflect Organisational tools Timebanks Eco- footprinting Balanced scorecard Environmental Impact Assessments Environmental management systems Ethical consumer guides Ethical investments Organisational eco-mapping Energy Supply companies Grid exchange Climate change democs Eco-footprinting Young Just change trading Forestry standards Council and provenance schemes Unique Social enterprise network model Brokered relationships between community and strategic partnerships Business networks and mentoring Monitoring and performance tools and systems Structured management/ governance arrangements Communications and marketing protocols LM3 tools SROI tools Social Value tools This space is left blank intentionally n