About Tang Hall SMART
Tang Hall SMART is a York-based social enterprise using creativity to unlock potential. It offers creative programmes that empower individuals facing barriers such as mental health challenges, learning disabilities, homelessness or addiction. Driven by a belief in personal development, they deliver accredited courses in music, drama, dance, sport and art – tailored particularly to post-16 learners with Educational Health Care Plans (EHCPs) and adults with additional needs. Alongside classes, Tang Hall SMART also runs a record label, a recording studio and inclusive community choirs – all part of a model that combines learning, wellbeing and real-world opportunity. We spoke to Founder and CEO Sue Williamson.
Where it all started
A former teacher at Burnholme Community College for 22 years, Sue Williamson launched Tang Hall SMART in 2014 after the school closed down.
“I’d been Head of English, Music and SENCO,” she explains. “We had a higher-than-average number of students with additional needs - and when the school shut, I didn’t want to go back into the public sector. I was angry about what had happened, but I also saw an opportunity. I’d spent years working with young people who fell through the cracks and I wanted to do something practical about it.”
From Classroom to Community
Using her teaching experience and knowledge of complex needs, Sue set out to build something new – an organisation that could bridge the gap between education and the community.
“We started small,” she says. “But we grew fast because there was so much unmet demand. Parents were desperate for post-16 provision that was creative and supportive. Now we have around 50 full-time students with learning disabilities or autism, referred to us by local authorities across York, East Riding, North Yorkshire and Leeds. We also support around 20 adults with learning disabilities and 10-15 people from homelessness backgrounds at any one time.”
Alongside this, Tang Hall SMART runs two community choirs - a blues choir and an inclusive, dementia-friendly choir with around 60 members. “It’s open to anyone,” Sue says. “It’s about connection as much as it’s about music.”
Growth has been steady and substantial. “We’ve expanded by about 50% in the last year. The challenge is always space. We’ve got eight rooms at Burnholme and hire extra space when we can, but we’re reaching capacity.”
The Decision to Become a Social Enterprise
Tang Hall SMART was first established as a company limited by guarantee, but Sue quickly realised its purpose and operations aligned with social enterprise principles.
“For me, it was never about running a charity,” she says. “It was about creating a business that’s sustainable and values-driven. As a community interest company, we have clear social aims and most of our income comes from trading - over 95% now. That’s what makes it a true social enterprise. The business model has to be sustainable long-term, otherwise you’re always dependent on grants.
“I really like making money, I’m good at it and I like reinvesting it back into people and the business. That’s how you build resilience – and I think we’re going to make our first £1 million this year.”
Measuring Social Impact
Over the past decade, hundreds of learners have achieved qualifications through Tang Hall SMART - from Level 1 and 2 diplomas to full Level 3 qualifications, which are equivalent to A-level. The organisation operates as an exam centre in three subject areas, offering routes into higher education and employment.
“We’ve had young people go on to university and into jobs,” Sue says. “One of our students with Down’s Syndrome (an amazing drummer!) achieved a full Level 3 diploma and now works with us as a supported employee as well as in a local café. Another came to us as a 16-year old from a pupil referral unit. They weren’t in education at all at that point really - and last year graduated from university with a first-class degree.”
One staff member first met her during a music workshop in a hostel. “They were in and out of homelessness and addiction,” she recalls. “We offered wrap-around support. I remember telling them they should be running the company with me. I could see their skillset. Eventually, they came to work for us. Ten years later, they’re still here, a key member of the team, with a mortgage and a stable life.”
Running a Business for Good
Tang Hall SMART now employs 42 staff and has grown entirely without loan funding. All profits are reinvested into the organisation’s growth and employment opportunities.
“Investing in jobs is one of the best things you can do for the local economy. It’s about fairness and sustainability. Here, our wages are very similar across the board from me as CEO right down to entry level.”
As Chair of York Social Enterprise Coalition CIC (YSEC), Sue also plays a wider leadership role in the sector. “We’ve got around 30 social enterprises involved and we’re trying to build a collaborative ecosystem. I’m motivated by knowledge transfer -sharing what I’ve learned so others can do it too.”
Tang Hall SMART is part of ongoing conversations with the Combined Authority and Department for Work and Pensions about new approaches to employability. Sue is also working with Professor Kiran Trehan form the University of York on a two-year research project examining homelessness and how social enterprise models can provide long-term solutions.
Contribution to York
Tang Hall SMART contributes directly to York’s economy and community life as both an employer and a service provider. “All our staff are on decent, permanent contracts,” Sue says. “We’re a living wage employer, we pay tax and we retain our people. That’s the foundation of good local economic impact.”
York City Council remains the organisation’s biggest customer through post-16 education contracts, but Sue also values the close relationships with other social enterprises and charities across the city. “We’ve just taken on a base at Spark York CIC,” she says. “It gives YSEC visibility right in the centre of York and allows us to offer direct support to other social enterprises.”
Looking Ahead
Sue is now focused on succession planning and knowledge transfer. “I’ve got a five- or six-year plan to train up our senior leaders so the company can thrive beyond me,” she explains. “If the team has learned everything I can teach and we’re still growing and having an impact, that’s what matters.”
She’s also exploring new models for tackling big social challenges. “Homelessness, employability, wellbeing - the third sector has solutions in its hands,” she says. “We need to monetise those solutions, not rely on handouts. If social enterprises provide good services, they’ll stand on their own feet.”
Advice for Aspiring Social Entrepreneurs
“Do it. Have a vision and a passion. That’s what gets you through the early years when there’s no financial gain. Then, think like a business. After the first couple of years, move away from grant dependence and build a model that can sustain itself.
“There are so many skilled people out there, especially in the public sector, who could make the leap and do something meaningful with all that experience. It’s worth it. This is the most fulfilling work I’ve ever done.”