The social entrepreneurship sector in Britain sits between government, banks and venture capital on the one hand; and charity or welfare and venture philanthropy on the other. Representative peak bodies in the sector are responsive to one another but are also independent organisations. This paper evaluates the potential of a cluster of peak bodies able to provide support and infrastructure as social venture enablers. A six-factor grid for venture capital success or failure has been adapted to analyse case study data. An outstanding outcome is the quality of the enablement expressed (a) in the empowerment of local ventures; and (b) in the lives of beneficiaries.