• 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….