- Capital Literacy
Wednesday, 19 November 2014 00:00

Change4Life: Eat Well, Move More and Live Longer


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.


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.


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

Published in Case Studies



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.



 About the Author

Venturesome is a social investment fund, an initiative of the Charities Aid Foundation (CAF). Venturesome provides capital to civil society organisations, operating in the space between providers of charitable grants and providers of bank loans at market rates. Since launch in 2002, over £12.5m has been offered to some 200 organisations. In addition to accumulating practical deal experience, Venturesome has endeavoured to have a central role in building a robust social investment market, adopting an open-book approach to share knowledge and build experience, but also ready to operate in competition so as to raise standards.
For more information, visit www.venturesome.org. If you wish to receive information from Venturesome, please send your contact details to This email address is being protected from spambots. You need JavaScript enabled to view it.


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Published in Resources

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.


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Published in Resources
Wednesday, 19 November 2014 00:00

Natural Health Nordic Walking

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!


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Published in Resources
Wednesday, 19 November 2014 00:00

Supporting Yourself as a Social Entrepreneur

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


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Published in Resources
Wednesday, 19 November 2014 00:00

Introduction to starting a social enterprise

By Charles Oham


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.


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Published in Resources
Wednesday, 19 November 2014 00:00

Modelling Your Social Enterprise

By Charles Oham


  • 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


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Published in Resources

By Charles Oham


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



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


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Published in Resources
Wednesday, 19 November 2014 00:00

Revitalising Social Enterprises - Don Macdonald

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


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Published in Resources
Wednesday, 19 November 2014 00:00

Explainer Videos

Pretty much every day you hear news stories about things that are wrong with the world. People who have to drink water from dirty rivers. People working in unacceptable conditions. Animals being abused and neglected.

It seems like everywhere you turn, there are more and more problems to solve. You start to wonder, can one person really make a difference? Don't you need money to solve the problems in the world?

The answer to both questions is, yes. Yes, one person can make a difference. And, yes, you need money to solve a lot of problems in the world.

The good news is that one person—almost ANY person who has passion and determination—can start a business that can change the world INCLUDING YOU.

It used to be that business was all just about making money. And charities were about helping solve the world's problems but didn't focus on making money. Many businesses didn't really do much charity and many charities didn't really do much business.

 But did you know that there is a DIFFERENT kind of business called a social enterprise? It's a business that is formed to help solve a problem in the community but is still a regular business that offers goods and services. A social enterprise blends the best of both worlds it's a business that makes money but also solves a problem in the world.

What is a Social Enterprise



How to Start a Social Enterprise


How do you go about starting a social enterprise? Don’t you need a lot of business experience? Can a regular person really do this? Let’s see…

This is Amy. She is really concerned about the number of migrants who can’t read basic English. She is also concerned about the number of elderly people in her community who are alone and lonely.

Amy has a great idea to start a business that can fix these problems. A business that hires elderly people to teach basic reading skills to migrants. She knows that she needs to have some money in order to start the business, she needs “CAPITAL LITERACY”. “Capital” can mean money or things that Amy can use to start and run her business to make MORE money. Capital literacy will help Amy to understand, get, and use the different forms of capital she’ll need for the business.

Amy writes out a “BUSINESS PLAN” so that she can know how much capital she’s going to need for the money she expects in return for her service. For example, she needs some books and maybe a mini bus to take people to their lessons.

Amy finds a team of people willing to help with the business. For example she’ll need elderly reading teachers, people to help her promote the business, maybe even a bus driver.

Amy is now running a social enterprise.

Remember it starts with an idea to make a difference, a business plan, a team, and some determination.

Do you want to turn your skills and passion into a social enterprise? Here are some tips on how you can do good by doing what you love.

First, think about the problems in your community that bother you. Fixing one of the problems could just become the start of a social enterprise.

Then, do some investigation to find out what other people have tried to solve the problem. What worked? What didn't? Can you improve on what others tried?

Next, you need a plan for the business. This is the part that seems very scary to people because they don't know where to begin! Fortunately, there is a lot of help online and in communities for people who have a great idea and want to write a business plan.

Now it's time to try out your idea. If you want to get other people to get involved in your business, it's a good idea to show them that your idea works. This might mean making a simple example of your product or service to show how it works.

Then you need show it to the people who have what you need to start the business, this can be money or other resources. It may involve promoting your idea to earn the support of these people.

Remember, starting a social enterprise requires the same skills and has the same challenges as starting any other kind of business.

Turning your skills and passion into a social enterprise


Do you have what it takes to be a social entrepreneur

Do you have what it takes to be a social entrepreneur? A lot of people talk about the things they'd like to see changed in the world. But not everyone does it.

There are six things that social entrepreneurs have in common.

  1. They saw something wrong in the world and they got upset enough to want to solve the problem.
  2. Social entrepreneurs are really good at coming up with creative ways to solve problems. They understand that the problem still exists because the old way of doing things didn't work.
  3. Social entrepreneurs are flexible and are willing to make changes to their plans so that they achieve their goals. It's been said that 90% of successful businesses start out with the wrong business plan.
  4. Social entrepreneurs are really good at bringing different people who have different ideas, experiences, and skills together to form a team to create a new kind of business.
  5. They are not in it only for the money. Social entrepreneurs are not trying to become millionaires but trying to solve problems to improve the lives of millions of people. It's about using a business to put right the problems in the society.
  6. Social entrepreneurs are excited about the difference they are making. They eat, breathe, and sleep their business. Their excitement gets other people excited to make a difference too.

So, social entrepreneurs identify problems in communities, think creatively, are not afraid of change, build teams, and stay committed 'til the identified problem is resolved.

Spiritual Capital – Video Animation Script

Give a man fish and you feed him for a day.
Teach him how to fish and you feed him for life.

Imagine a kind of business funding that arises out of the goodness of our spirit.
A capital we can gainfully use for the welfare of others.

Welcome to Spiritual Capital.

It's not charity, it's just a channel to provide livelihood to the needy.
A purely practical means to achieve nobler ends.

That's how Spiritual Capital can create jobs, give homes to the homeless and even work for the environment.

Can Spiritual Capital help humanity?

By adding value to existing initiatives.
By applying business principles to social issues.
By converting entrepreneurs into social entrepreneurs.

And just as faith can move mountains, faith-based organisations can move governments to work with them for mutual good.

How does Spiritual Capital benefit our community, the nation and the world?

It promotes creativity – to do things differently.

It teaches to avoid waste – do more with less.

It mobilises human resources via religious centres.

It enables partnerships – two heads are better than one.

It celebrates diversity – we may be different, but we're one as social entrepreneurs.


Introduction to spiritual capital for social entrepreneurs.


It can repeat proven business models – why reinvent the wheel?

It helps to boost the economy – religion can aid commerce.

And it can save the environment as a unified force. If the world's 11 major religions account for 85% of its population, and this 5 billion strong force can have the same 'eco-goal', the world will be a much greener place.

But what's one big challenge for Spiritual Capital?

Social entrepreneurs tend to get rigid – they need to be open minded to work with other faiths, or even the agnostics.

Ignore small details for the big picture, and dig deeper for the real treasures in our faith.

And where there's faith, miracles happen.

With over 50,000 churches in the UK consisting of over 5 million potential spiritual capitalist, what a force this can be!

Let's make it happen, together.

With Spiritual Capital.


Faith is taking the first step
even when you don't see the whole staircase.

Martin Luther King, Jr

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