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 StaffCustomers InnovationResources

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

6. Why Social Enterprise StaffCustomers InnovationResources 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 StaffCustomers InnovationResources 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 StaffCustomers InnovationResources 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

10. March 2010 - initial interest July 2010 - Expression of interest November 2010 - Accepted by DH as 3 rd 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….