Better Lives Through EnterpriseEncouraging Community Enterprise, Innovation and Active                                    ...
Better Lives for People in Leeds(Leeds Adult Social Care Strategic Vision)□Better Lives Through Housing, Care and Support□...
Better Lives Through EnterpriseBetter lives through enterprise is about:      Recognising the Values that Social Enterpri...
Community Involvement andEngagement and Active Citizenship   Volunteering/    Giving/Participation  Social Capital  Rec...
Corporate Social Responsibility   Long Term Relationships   Shared Vision and Values   An Investment – Not a Gift
Stimulating a Range of SocialEnterprises   ‘Let a Hundred Flowers Blossom’ (Mao Zedong 1957)    Encouraging/Supporting a ...
Current Social/Micro EnterpriseInitiatives□ ‘Ideas that change lives’ business support and investment programme for social...
User Led Organisations□   Joint Protocol between National Centre for Independent Living,    Association of Directors of Ad...
The Nature and Form of Co-Operatives□ Businesses owned and run by their members.□ Members can be customers, employees or  ...
Changing Expectations of ServiceUsers, Providers, the Governmentand Commissioners□ Greater Use of Social Capital/Building ...
‘There’s nothing as Powerful as anIdea Whose Time has Come’ (Victor Hugo)
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Encouraging Community Enterprise, Innovation & Active Citizenship

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presentation by Mick Ward, Head of Commissioning, Leeds City Council

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Encouraging Community Enterprise, Innovation & Active Citizenship

  1. 1. Better Lives Through EnterpriseEncouraging Community Enterprise, Innovation and Active Citizenship 22nd June 2012 Mick Ward Head of Commissioning Adult Social Care Leeds City Council
  2. 2. Better Lives for People in Leeds(Leeds Adult Social Care Strategic Vision)□Better Lives Through Housing, Care and Support□Better Lives Through Integrated Services□Better Lives Through Enterprise
  3. 3. Better Lives Through EnterpriseBetter lives through enterprise is about:  Recognising the Values that Social Enterprises have can support Local Authority Values  Recognising that the delivery mechanisms and vehicles of Social Enterprises can bring added social value.  Looking at the whole notion of enterprise/being ‘enterprising’ differently/innovatively, including Community Involvement and Active Citizenship (Volunteering, Giving and Participation) and Corporate Social Responsibility as well as Social Enterprise models themselves
  4. 4. Community Involvement andEngagement and Active Citizenship Volunteering/ Giving/Participation  Social Capital  Recognition and Reward  It’s Good For You!
  5. 5. Corporate Social Responsibility Long Term Relationships Shared Vision and Values An Investment – Not a Gift
  6. 6. Stimulating a Range of SocialEnterprises ‘Let a Hundred Flowers Blossom’ (Mao Zedong 1957)  Encouraging/Supporting a whole range of enterprises to develop in the care market; Social Enterprises, Micro Enterprises, User Led Organisations, Co-Operatives, Mutuals and Developing Existing Third Sector Organisations  Ideas That Change Lives – Investment Fund  Direct and Resourced Support to the Sector  Effective Use of Commissioning and Procurement  Working with Trade Unions
  7. 7. Current Social/Micro EnterpriseInitiatives□ ‘Ideas that change lives’ business support and investment programme for social enterprises  CASA  Angels  Get Cooking  Connections Health and Social care  The Experience Community  Careforce  Beat It Music
  8. 8. User Led Organisations□ Joint Protocol between National Centre for Independent Living, Association of Directors of Adult Social Services, and the Local Government Association – (March 2009)□ The ‘Improving the Life Chances of Disabled People’ report stated, “by 2010, each locality should have a user-led organisation modeled on existing CIL’s. This included clear criteria for a ULO□ Many other ULO’s operate in Health and Social Care, as providers, campaigning groups and many condition specific support groups.□ Many Other Third Sector Organisations have Management Committees Of users and could classify themselves as ULO’s□ Most ULO’s develop outside of LA Control and many receive little or no funding□ Need to recognise the value that ULO’s bring to services but also need for appropriate support
  9. 9. The Nature and Form of Co-Operatives□ Businesses owned and run by their members.□ Members can be customers, employees or residents etc.□ Co-Operative Principles: Open Membership to those eligible Equal Say Good for Learning Independence CollaborationEngagement with Trade Unions
  10. 10. Changing Expectations of ServiceUsers, Providers, the Governmentand Commissioners□ Greater Use of Social Capital/Building Community Capacity□ Greater Community Cohesion□ Alternative Mechanisms to Deliver Services□ Blurring of Boundaries between Statutory, Third and Independent Sector□ More Localised Solutions□ Localism Act□ Public Services (Social Value) Act 2012□ An Enterprise approach can support all of these
  11. 11. ‘There’s nothing as Powerful as anIdea Whose Time has Come’ (Victor Hugo)

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