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Social enterprise in health and social care by Natasha Jolob

In the last year, The Social Investment Business helped unbankable projects win over 230 public service contracts worth over £46.2 million (we only invest in organisations that are unable to source finance from commercial lenders). The idea of civil society organisations - charities, community groups, social enterprises -  delivering public sector services is something you may already have heard about with the coalition’s Big Society plans gaining ground over the months since the election.

The case for social enterprise is already strong. It is estimated there are more than 6,000 social enterprises delivering health and social care services for the NHS, a number that continues to rise as NHS professionals increasingly view social enterprises as a viable means of tackling unmet needs and health inequalities.

Social enterprises can offer commissioners something unique. Certainly, they can deliver quality, efficiency and value for money. They have specialist knowledge of user and community needs and this will surely help commissioners to determine the outcomes needed by NHS agencies.

Taking this one step further, joint planning with social enterprises will ensure that the right services are commissioned. Mapping the fullest practicable range of suppliers with a view to understanding the contribution that they could make is a must. More competition, and more varied competition, encourages greater innovation. Not to mention the ‘softer’ benefits: social enterprises are more likely to consider local (or community) factors, they put more control in the hands of local people, and they build social capital.

Transparent and fair contracting processes will facilitate a diverse range of suppliers. Investing in better supply side management through subcontracting and consortia building will enable commissioners to have more for less that is much needed in the current climate.

Overall, we think that social enterprises are uniquely placed to become a vibrant part of service delivery; using the right people in the right places.

This is ground breaking work and The Social Investment Business is helping to pave the way for the future of service delivery of this kind. Do you have experience of delivering public service contracts? We’d love to hear your thoughts and experiences so please share them on our blog or by emailing us.

This blog post is adapted from an article in Health Service Procurement Review.

Natasha Jolob is the New Business Development and Partnering Adviser for the Social Investment Business. She has 15 years experience with civil society organisations and the public sector. She has specialist skills and expertise in strategic commissioning and procurement and experience in providing business support to civil society organisations, helping them to bid for, win and deliver public sector contracts. 

lyn, 10-09-10 23:49:
Life is very difficult as local authorities are taking services in house even though they are more expensive and at the expense of social enterprises in order to 'secure in house services'
Trevor, 08-09-10 18:34:
Proud City is one of the few City & Guilds accredited training centres specialising in running the Level 3 Certificate for Health Trainers, including to PCTs / NHS, Healthy Living Centres and in accrediting the health improvement teams in Good Neighbourhood Schemes. The modernisation fund from The Social Investment Business has helped Proud City create a network of Health Trainers where we include an important focus on motivational interviewing, improving own health and looks at diversity, inclusion, dignity in care, policies and mental health. Government Ministers have said from 2011 there will be expectations for training to be accredited. Proud City would welcome the opportunity to help other SIB investees to get on board with this and other qualifications, turning the Civil Society and Public Sector into the best fit for purpose qualified network in the world. In the 230 public service contracts won worth the £46.2million perhaps we should lead the field on Government innovative progress by taking an internal look at what part of that investment did result in any accredited outcomes. To win more in the future it is highly likely we will all need to take a fresh approach by getting skills serious.

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