Introduction and Rationale:
Social enterprise are businesses set up primarily with social objectives, and whose profits and resources are principally reinvested for that purpose; in business or in the community, rather than being driven by a need to maximise profit for shareholders and owners (OTS 2005; DTI 2005). Social entrepreneurial activity is growing in the field of Health and Social Care (hospitals, hospices, care homes, disability and patient transport, primary and secondary care, etc.) As stakeholders appreciate its multiple benefits and engage with social enterprises, a need has arisen for an in-depth understanding of this business model. A previous government initiative encouraged NHS Trust management to afford members of staff the opportunity to explore the possibilities of their hospitals and departments transitioning into a social enterprise business model, this is known as the ‘right to request’ (Darzi 2008) and later the “ right to provide” under the Coalition Government. Also, the whole idea behind the “Big Society” which is about tackling social needs with a collective and bottom up approach; is a key characteristics of social enterprise and entrepreneurs. Most recently the social value is now a key consideration in tendering for public services contracts. This initiative will also lead to a proliferation of a range of business within the social enterprise spectrum.
Aim: This course is designed to provide students with the ability to develop and manage a social enterprise or third sector (Not for Profit, Voluntary, Charity) organisation.
Learning Outcomes: At the end of this course a student will be able to:
BUSINESS Plan will comprise of a written business plan for a social enterprise project chosen by the student
1. Critically review and examine the values of managers within a social enterprise organisations with other sectors of the economy;
2. Determine and critically analyse the historical and contemporary concepts that underpin the characteristics that make up a social enterprise management activity;
3. Critically evaluate a series of case studies in the light of theories and concepts of social enterprise management activity;
4. Understand the process of designing a business plan/business case by writing a business plan for a social enterprise initiative in health and social care.
? These are some suggested subheadings, they are not exhaustive:
1. Executive Summary
2. Aims and Objectives
3. Introduction and Background
4. Market Research- Business /Social Need/Market Failure
5. Human Resource with CV attached in the appendix
6. Governance, Legal and Management Structure
8. Finance – Sales Forecast, Cash-flow, Budget
9. Income Generation/Fundraising Strategy
10. Exit/Sustainability Strategy
Introduction and Rationale: