What is Social Enterprise Our Journey Blocks and enablers The future On reflection…

2. What is Social Enterprise • Our Journey • Blocks and enablers • The future • On reflection…

3. 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

4. Why Social Enterprise

5. Why Social Enterprise • Involve staff in governance • Invest in development and rewards for staff • Streamline and devolve decision making – removing administrative burdens

6. 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

7. 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

8. 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 • Freedom to be more flexible • Invest in technology • Combine best of business with social motivations • Partnerships

10. 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

11. 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

12. 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

13. The future… NHS Contracts up for retender / renewal July 2014 Partnerships New business

14. On reflection….