How to Revitalise a Social Enterprises?

• Develop new income streams, both training & contracts
• Revitalise Marketing, both for retail & contracts
• Attract new resources
• Borrow other peoples' ideas & keep updating activity
• Networking & Partnership

By Charles Oham

Objective

To describe our journey of supporting student social enterprise (SE) activity.

Rationale

• Aligning universities provision with wider environmental drivers e.g. Political
• Providing students with employment options
• Addressing youth unemployment
• Enabling social innovation

By Charles Oham

Objectives

At the end of this workshop participants will be able to: 

1. Explain what a social enterprise is and compare it with other forms of businesses
2. Develop a vision statement for a social enterprise initiative through ideas generation and team activity.
3. Explain the various functions essential to running a social enterprise - Marketing, Finance, Operations and Human Resource Management
4. Design and implement action plans for a social enterprise initiative
5. Identifying possible funding sources for start up capital for establishing a social enterprise.

By Charles Oham

Objectives

• In this presentation, I am going to explain to you:
• Some models social enterprises use to achieve their objectives
• How you can model your social enterprise
• Exactly how modelling increases your organisations ability to raise capital and resources
• My personal social enterprise journey and roles

by Charles Oham & Don MacDonald Sponsored by the Westminster Drug Project

learning goal

• ›Explain why it is important to set up support structures
• ›Analyse the concept of a learning organisation
• ›Identify sources of support and mentoring for your social enterprise career
• ›Reflect upon what you have learnt

Change4Life is a public health social marketing campaign initiated by the Department of Health, United Kingdom's Health authority. The project came about as a result of Britain's growing obesity conundrum as Public Health experts had been warning that Britain was walking on an obesity time bomb and radical steps were needed to tackle the problem before it is too late. For example, The Department for Health spends about four billion pounds on obesity related illnesses annually (Oham et al 2009). However, a carefully planned social marketing campaign can drastically reduce this cost and the effects of obesity on the economy and the society at large.

Eat Well, Move More and Live Longer are three strands of the campaign. Since setting up a website resource for public engagement, over a million subscribers have joined. The televised adverts and other media resources such as video clips have reached a much wider audience. The Change for Life Programme has a network of national and local partners made up of voluntary organisation which consist of social enterprises, charities and NGO's who play an active role in spreading the message of healthy living. The programme strongly adheres to the key principles of social marketing.

Evaluation:

Most of the messages from their campaign tenderly appeal to the sensibilities of their target group, children and adults. The messages inspires people to improve the quality of their life by making very simple but beneficial long term changes to their eating behaviour and physical activity.
The Chang4life programme demonstrates the effect of a well thought out social marketing campaign that can have significant health benefits for society at large.

Exercise:

Go to the Change4Life website (see link below) and select one of the campaigns, review the contents of a particular theme paying close attention to the literature and video clip. Discuss whether the programme is effective based on the seven stages of conducting a social marketing campaign elucidated in this chapter? Make suggestion on how the Department of Health can engage more than a million people that have currently signed up to their website and programme. Consider sending the Department of Health a proposal.
Website: http://www.nhs.uk/Change4Life/Pages/why-change-for-life.aspx

By Christine Pestano  PRIME Jan 2014

Introduction to the business

What will I do and why?
Inspired by my own struggles with injury and fitness, this simple practice has helped me.
Croydon has high knee and back injury rates.
35% less pressure on knees
Croydon is the least fit borough in London!

By Social Enterprise UK

The Public Services (Social Value Act) was passed at the end of February 2012. This is a brief guide to how it is likely to change things and how it should work
in practice. It will be followed by more guidance and help as we get nearer to the Bill being implemented. If you would like more legal information please contact This email address is being protected from spambots. You need JavaScript enabled to view it.
Under the Public Services (Social Value) Act, for the first time, all public bodies in England and Wales are required to consider how the services they commission and procure might improve the economic, social and environmental well-being of the area. We hope it will transform the way public bodies choose to buy services.

What do we mean by social value?

"Social value" is a way of thinking about how scarce resources are allocated and used. It involves looking beyond the price of each individual contract and looking at what the collective benefit to a community is when a public body chooses to award a contract. Social value asks the question: 'If £1 is spent on the delivery of services, can that same £1 be used, to also produce a wider benefit to the community?'

What does that mean in practice?

It could mean that a mental health service is delivered by an organisation that actively employs people with a history of mental health problems to help deliver the service. The social value of commissioning these services comes through the person with mental health problems having a job where they may otherwise have been unemployed, their becoming more socially included, and having a say in how mental health services are run. It also means a local job for a local person. A housing Arms Length Management Organisation (ALMO) contracts a private sector company to undertake repair work on their properties. As part of the contract the private company states that they will provide greater social value by promoting careers in construction and trades to local schools, and they commit to employing young people and the long term unemployed. The social value comes through local jobs for local people and raising the aspirations of local pupils.

It could mean that an NHS trust commissions a patient group to plan and run a series of consultation events. The patient group can then use its profits to increase its beneficial activities in the local community, rather than an events company that doesn't have local roots using the profit elsewhere or giving it to their shareholders.

How does it fit with wider procurement law?

The Public Services (Social Value) Act sits alongside other procurement laws. Value for money is the over-riding factor that determines all public sector procurement decisions. But there is a growing understanding of how value for money is calculated, and how "the whole-life cycle requirements" can include social and economic requirements. The new legislation reinforces the best practice of what can already take place but too often doesn't. For local authorities, under their duty to achieve best value they must already consider social, economic and environmental value. The recent consolidation of EU procurement framework also makes it clear that social requirements can be fully embraced in procurement practice providing certain criteria are met. These criteria are:

• Social requirements should reflect policy adopted by the public body
• Social requirements should be capable of being measured in terms of performance
• Social requirements drafted in the specification become part of the contract
• Social requirements should be defined in ways that do not discriminate against any bidders across the European Union To summarise – this new legislation complements existing procurement legislation rather than replacing it.

Introduction

Within the emerging social investment market, the same words frequently mean different things to different people. In particular, the label 'social enterprise' can be especially problematic. In part, this is because there is no shared understanding of the underlying business models beneath the 'social enterprise' umbrella.

For investors, as the number of organisations labelled as 'social enterprises'
proliferates, it is becoming increasingly urgent to agree, and then to adopt,
a common methodology for disentangling the assessment of financial risk
from the likelihood of an investment achieving social returns.

Others have already written about ways in which social enterprises may be categorised and described1. We wish to contribute to this ongoing discussion by outlining Venturesome's current thinking about this issue. This paper introduces a conceptual framework which we hope both investors and investees will find useful as a guide to thinking through how different business models create social impact – and the consequences of this for generating financial returns.

The Three Models Framework

We believe that there are three fundamental ways that social impact2 can be created through trading activities:

1.1 Model One:

Engage in a trading activity that has no direct social impact, make a profit, and then transfer some or all of that profit to another
activity that does have direct social impact (the 'profit generator model')

1.2 Model Two:

Engage in a trading activity that does have direct social impact, but manage a trade-off between producing financial return and social impact (the 'trade-off model')

1.3 Model Three:

Engage in a trading activity that not only has direct social impact, but also generates a financial return in direct correlation to the social impact created (the 'lock-step model') It is important to note that these three models are statements of fact, not judgment. In abstract isolation, no particular model is better than or preferred to any other. In practice, a business adopting one model may produce better overall returns than an example of another model due to specific factors such as the quality of the management team, the market environment, or the strength of competing organisations.