• What is Social Enterprise
• Our Journey
• Blocks and enablers
• The future
• On reflection…
What is Social Enterprise
Definition• Social enterprises are businesses driven by social
and/or environmental purpose
• They have a social mission core to their purpose
• They are trading organisations (their main income streams are revenues for goods and services provided, not grants or donations)
• Successful social enterprises generate surpluses or profits but these will be reinvested towards their social mission
• Their assets are often locked for community purpose
• They have a range of different governance structures. These can involve their customers, employees, service users, trustees or a combination of the above
Examples of social enterprises delivering public services
Open Door: A holistic care centre for vulnerable people in Grimsby
The Big Issue: A magazine supporting homeless people generate their own income
Sandwell Community Caring Trust: a social enterprise delivering adult social care
Allied Health Professionals Suffolk : delivering musculoskeletal physiotherapy and Back and Neck Services
Why Social Enterprise
Why Social Enterprise
• Involve staff in governance• Invest in development and
rewards for staff• Streamline and devolve decision
making – removing administrative burdens
Why Social Enterprise
• Involve staff in governance• Invest in development and
rewards for staff• Streamline and devolve decision
making – removing administrative burdens
• Involving customers in governance and/or
• Co-design and delivery to develop better tailored service
• Build Trust and support with vulnerable people
Why Social Enterprise
• Involve staff in governance• Invest in development and
rewards for staff• Streamline and devolve decision
making – removing administrative burdens
• Involving customers in governance and/or
• Co-design and delivery to develop better tailored service
• Build Trust and support with vulnerable people
• Access new markets• Join up public sector services • Attract alternative investment• Optimise the use of assets• Reinvestment of profits
multiplier effects
Why Social Enterprise
• Involve staff in governance• Invest in development and
rewards for staff• Streamline and devolve decision
making – removing administrative burdens
• Involving customers in governance and/or
• Co-design and delivery to develop better tailored service
• Build Trust and support with vulnerable people
• Freedom to be more flexible• Invest in technology• Combine best of business with
social motivations• Partnerships
• Access new markets• Join up public sector services • Attract alternative investment• Optimise the use of assets• Reinvestment of profits
multiplier effects
• March 2010 - initial interest• July 2010 - Expression of interest • November 2010 - Accepted by DH as 3rd Wave
right to request• December 2010 - Outline business plan• March 2011 - Integrated business plan• April – Mid May 2011- audit and assurance• May 2011 - agreement for separation• July 2011- go live
Blockers– Uncertainty from PCT – SE had been
considered for the whole of provider services– Time constraints, not the day job!– Change in policy – Changes in timescales– Back office support– NHS Branding
Enablers– CEO of NHS Suffolk & commissioner for SE– Attitude and support of staff & union– SEIF– Expert advice and guidance– Recruitment of Board– School for Social Entrepreneurs
The future…
NHS Contracts up for retender / renewal July 2014
Partnerships
New business
On reflection….