Compass Advocacy Network (CAN) is a social enterprise supporting people with learning disabilities, autism and additional needs across Ballymoney, Ballymena and Coleraine. Established over 30 years ago, the organisation has grown from a small grassroots advocacy project into a multi-site provider while remaining firmly rooted in its mission to enhance lives and create meaningful change.
Janet Schofield, Chief Executive, explains how CAN has adapted its services, strengthened its finances and used social investment to build long-term stability.
Growth shaped by the people we support
“CAN began with a commitment to inclusion at a time when many people with learning disabilities lived isolated lives in institutional settings. When I joined in 2005, we had three members of staff. Today, we employ 36 people and support more than 550 adults and children with learning disabilities, autism, and other forms of neurodiversity, along with their families and carers.”
“Our services have expanded significantly. We now provide personalised day opportunities, skills development, wellbeing support and community participation. Our social and leisure programmes help people build friendships, confidence and independence, while our short breaks and family support offer essential time to rest and reconnect. Our retail social enterprises – including Previously Loved Boutiques, recycling, and creative ventures – provide meaningful work and progression routes, with accommodation and tourism activities now in development. Alongside this, we deliver health and wellbeing programmes covering healthy lifestyles, relationships, online safety, bereavement and menopause. At any given time, around 15 projects may be active, each shaped directly by the needs and aspirations of the people we support.”
Developing a sustainable income model
“In our early years, we relied heavily on short-term grant funding. Over time, we recognised that genuine sustainability meant moving away from the stop-start nature of grants and diversifying our income. Today, we blend statutory contracts, grants, earned income and social investment to fund our work.”
“Grants now help us test new ideas and pilot initiatives, such as our health and wellbeing programmes, rather than underpinning core delivery. Every new project includes a clear exit strategy, so people are not left without support when funding ends, and wherever possible, we link people into existing community facilities and organisations instead of building everything around CAN.”
“Our social enterprises now generate a growing stream of earned income, which we reinvest directly into services. Statutory contracts fund our core programmes, while social finance is used selectively and only where it is genuinely appropriate. Sustainability also means being honest about costs, so we no longer accept funding for new projects if it does not contribute to essential core functions. We map all income across delivery, governance, finance, HR and long-term investment to maintain a realistic financial picture.”
“Strong governance underpins everything we do. We draw on the expertise of our accountant, Finance Subgroup and Board, and we balance safeguarding and compliance with positive risk taking to ensure delivery remains meaningful. We are transparent with funders about the true cost of high-quality provision and are prepared to step away from procurements that would compromise our standards.”
Using social finance to purchase Lislagan Farm
“One of our most significant milestones has been the purchase of Lislagan Farm, an 11 acre site that brings services, enterprise, nature and community life together in one inclusive setting. The vision began with a simple question what would it look like to create a permanent, nature-based hub where people can work, learn, rest and socialise without relying on short-term premises?”
“To make this vision a reality, we needed investment beyond what grant funding could provide. Community Finance Ireland agreed to support the purchase after reviewing our track record, governance and blended income model, structuring the loan to enable sustainable growth rather than pursue unrealistic returns.”
“The impact has been significant. Lislagan Farm now hosts day opportunities, enterprise activities, short breaks and large community events, bringing together families, refugees, foster carers, schools and local groups, with our members at the centre. Moving enterprise activity onto the site has opened up new therapeutic, social and vocational opportunities, and ongoing development of the cottage, stables, barn and planned accommodation will further expand employment and services.”
“My advice to others considering social finance is to be clear about why you need an asset, how it advances your mission and how you will manage repayments. Stress test your plans, build in a margin for error, and choose a social finance partner that understands the sector and takes a relationship-based approach.”
Responding to challenges
“The end of European Social Fund support created uncertainty at a time of rising demand. We responded by being open with staff, funders and our Board, and by adjusting our plans where needed. Diversifying our income helped provide stability, but transparency and trust were just as important.”
“Partnerships have always been central to our work. They extend our reach, unlock new opportunities and bring in fresh ideas. At the same time, they require realism, as funding pressures can shift expectations or even turn partners into competitors. Our approach is to stay mission focused, learn from experience and keep moving forward. We work closely with sector bodies, including Social Enterprise Northern Ireland (SE NI), to guide our approach.”
Planning for long-term growth
“Our future priorities include completing the development of Lislagan Farm, strengthening and growing our social enterprises, and advocating for more flexible support for children. We do not plan to expand geographically; instead, we aim to provide holistic, high-quality support to the people and communities we already serve.”
“Long-term sustainability will depend on continuing to build blended income streams and reserves so we can manage future uncertainty with confidence. Our growth will remain rooted in co-design, ensuring it genuinely enhances people’s lives rather than becoming an end in itself. We also hope to develop a retirement village, recognising the limited options currently available to people with learning disabilities as they grow older.”
