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Scaling-up Social Enterprises as a tool for Public Service delivery
The document outlines the role of social enterprises, particularly the Big Life Group, in enhancing public service delivery in Northern England, highlighting their growth in turnover and service users. It discusses challenges faced by traditional third-sector relationships, emphasizing the need for innovative solutions to meet increasing demands and changing funding landscapes. The presentation advocates for a collaborative and holistic approach to service provision, focusing on sustainability and local empowerment.
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Scaling-up Social Enterprises as a tool for Public Service delivery
- 1. Scaling-up Social Enterprisesas a tool for Public Service delivery Priti Butler – Executive Director Jo Walby – Assistant Director www.thebiglifegroup.com
- 2. AGENDA 1. The BigLife group - overview 2. Context of Social Enterprise within Public Services 3. Context - Public Services 2015 4. Challenges - traditional relationships with 3rd sector 5. The Big Life group experience – ‘Scaling-Up’ 6. How Social Enterprise can make a difference 7. Growth & Potential – ideas for discussion?
- 3. •£18 m. Turnover •600Employees •350 Volunteers •45,000 Service Users •50% growth in past 2 yrs •Only Northern England
- 5. •COMPETE to survive •PERFORMANCE– contract management to ‘KPI’s’ •INVOLVEMENT & LISTEN to identify gaps & opportunities •MANAGEMENT OF CHANGE to meet requirements •INNOVATE - demonstrate how we add value •MANAGEMENT INFORMATION – need to be able to report impact 2. Context of Social Enterprise - Public Services
- 6. 3. Context ofPublic Services 2015... •Older populations – less taxes, more need •Increasing expectations of NHS / services •North V South – increasing gaps in life chances, health and wealth •Ideological agenda of Governments – continual change •Credit crunch – decreasing welfare, reducing local authority funding •Increasing NHS demand with zero increase in funding •National data reporting / league tables ‘v’ de-centralisation DO MORE WITH LESS – need new solutions...
- 7. 4. Challenges -traditional relationship with 3rd sector... •Short term contracts •Limited scope and scale •Limited potential to impact •Tension of working at risk •Closed systems for IT and reporting BUT CHANGING RELATIONSHIPS...
- 8. 5. BLG Experience– Scaling-UP IAPT – National mental health initiatives Public health Coaching - Being Well Salford Integrated Public Health contract – including transfer of staff from NHS Substance Misuse – in partnership with NHS – including transfer of staff 7 x Children Nurseries and 2 x free schools ROMA health trainer pilot – employing local Roma people ‘Working Well’ – work programme - AGMA funding Integrated GP services - Grimsby £7 million to £18 million in 2 years Diversify – move from silos to holistic range of services Sustainability – need to grow to survive
- 9. 6. How SocialEnterprise can make a difference •Specific expertise – Roma project, GP service – 1000 ‘hardest to reach’ •Our ideas – self efficacy, community/individual development •Commercial approach – don’t take funding for granted •Can-do attitude – innovative, flexible, focused, dynamic •Technology – invest in mobile computing, our staff can work anywhere •Not for profit – will take on contracts with 0% profit & reinvest to incubate •People we recruit – local, service users, values, empower Create opportunities to change lives
- 10. 7. Growth &Potential – discussion? Single reason for growth? • Ability to change which statutory sector finds difficult • More financially efficient - more flexibility to how we prioritise spend How Governments can help? • Foster integrated working – ‘intelligent, holistic commissioning’ • Adequately resource and allocate time for service transformation
- 11. Many thanks Priti Butler– Executive Director Jo Walby – Assistant Director www.thebiglifegroup.com
Editor's Notes
- #2 Thank you for the opportunity. Today I am going to share with you how we deliver social services within The Big Life group – our focus is North of UK – creating opportunities for people who have had some of the worst experiences / challenges to accessing services.
- #3 Thank you for the opportunity. Today I am going to share with you how we deliver social services within The Big Life group – our focus is North of UK – creating opportunities for people who have had some of the worst experiences / challenges to accessing services.
- #4 Our objectives - ?Before I go into the detail of this presentation, thought I would share a bit about me and the Big life group. My background – private sector, PND, opportunity at SHS to use my business skills and they valued personal experience, 5th year in group. Discuss each service area and talk about business model and £14 million turnover with 400 + employees across the north
- #6 – cannot afford hierarchies, bullying cultures based on length of time served empowering but need to take responsibility –no where to hide Need to make change happen - quicker, better, easier, safer LISTEN – to service users, partners, commissioners and staff Social enterprise –standard commercial business – not any different –driven by key social objectives. Context within public services LA /NHS driven by quality standards CQC, Offsted etc... Whilst we are still governed by those quality assurance standards –we need to compete – don’t take the revenue for granted. So conuslt and involvement and understand the context in which we deliver public services.
- #7 – cannot afford hierarchies, bullying cultures based on length of time served empowering but need to take responsibility –no where to hide Increasing gaps between rich/poor, healthy/unhealthy... industries declined and more reliance on public sector as employers Tension between national priorities v local need – eg north and south. All local authorities work to national indicators – but local factor is greater. Twice as long – positive example from DWP –work programme.
- #8 managed centres, grant projects, community development pilots...
- #9 services to address poor mental health and absenteeism – statutory agencies not able to scale or deliver prevalence goals with existing service provision – SHS £7million to £18 million in 2 years Working with people and communities in a holistic way so we can see gaps Need to diversify – Why? when we work with someone who presents with multiple barriers, this is the range of services we need to have available to meet the requirements. We liuve in a silo world – environment we work in is not integrated - starting to change but not there yet. Progress but we are leading those conversations. Purely commercial – sustainability – need to grow in order to be sustainable – how do we survive as a small business and therefore increasing turnover and devleloping more robust infrastrucure to
- #10 services to address poor mental health and absenteeism – statutory agencies not able to scale or deliver prevalence goals with existing service provision – SHSfocus on effectiveness and performance – Reputation for delivery Social objectives – keeps us focused in terms of people and communities Mobilise and change efficiently and effectively – quickly Wider detemrinaents 0-imact on lcoal econoimy through recruitly local
- #11 services to address poor mental health and absenteeism – statutory agencies not able to scale or deliver prevalence goals with existing service provision – SHS No finacial risk if they fail on performance.
- #12 Thank you for the opportunity. Today I am going to share with you how we deliver social services within The Big Life group – our focus is North of UK – creating opportunities for people who have had some of the worst experiences / challenges to accessing services.