Social enterprise – force for real change in the NHS
Released: 21/04/2011
The government has announced that up to £10m in funding will be made available to help NHS staff who want to start social enterprises as part of the government’s Right to Provide agenda. But how much can the social enterprise model deliver to improve the health of patients and engage the community?
According to Mo Girach, social enterprise lead for the NHS Alliance, many providers up and down the country have already proved that the social enterprise model can be a catalyst for change.
He said: Co-ownership of local services by frontline professionals and local people brings innovation and creativity. People are committed to making things happened when they feel they have a real say and when they know they can make a difference without being burdened by top down impositions. The great thing about social enterprise is that it allows its owners to focus on quality and outcome. And that’s the real power behind social enterprises.”
Case study - Right to Request for NHS staff , who benefits?
Staff, nurses and GPs at three GP PCT-owned practices in Newham have just had their integrated business plan approved under the R2R and hope to operate as an independent social enterprise practice later this year. They chose the social enterprise model because it reflected their values and desire to work towards better outcomes addressing health inequalities and providing innovative care for the local community.
Dr Clare Davison, R2R Clinical Lead, tells why they chose the social enterprise model:
“We are three small practices in a deprived ethnically diverse area in East London. All staff are current PCT employees but, due to the current NHS agenda, the practices need to be devolved from PCT provider services as the PCT evolves into a purely commissioning organisation (ready for the transfer of all its obligations to GP commissioners by 2013). The options for the PCT were to ‘disperse’ our patients to neighbouring practices and close the units, put us out to tender so local and national providers could apply for the contract or offer the staff the opportunity of developing a business case for taking on the responsibility of running our own primary care service.
“We had a number of meetings between the staff and an external advisor, Mo Girach, social enterprise lead for the NHS Alliance, where we decided as a group to develop a business plan to convert the three units into one networked practice working as a social enterprise. An ‘expression of interest’ was submitted to the Strategic Health Authority in September which was followed by some intense activity developing our business plan, approved by our PCT Board in March. We are now in transition whilst we arrange transfer of staff and assets, as well agreeing the terms of our contract, leases and insurance.
“We see this as a great opportunity to try a different model of primary care provision where both staff and patients can contribute to the direction of the practice. Any surplus profit will be invested in new service delivery or used to support local projects which ‘add value’ to the local community. We are registered with Companies House and the community interest company regulator. We are a business independent of the NHS, but we will have an NHS contract and want to work to the NHS ethos.
“We hope we will be seen as an attractive employer, primary care service and contractor. We will aim to give more opportunity for staff to get involved with the running of the practice and we will encourage our patients to develop closer relationships with us and contribute to discussions on developing services needed by our local communities.
“Our culture needs to change from being three separate primary care units to working as one networked organisation. We need to develop business skills so that we can compete successfully in the current market. We are small organisation (combined list size <10000 patients) and we will be competing with some large private providers during economically challenging times.
“However, we feel the model can work and are keen to go live and make it happen. Success will depend on the current NHS agenda and the continuation of supportive legislation as well as having a positive, understanding but challenging relationship with our local primary care commissioning organisation.”
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The NHS Alliance is setting up a social enterprise network which will create a platform for social entrepreneurs in the health sector to share best practice and engage with other like-minded people. The network will provide training and support for those starting their social enterprise. For further information, please Mo Girach on 07949824608 or email Kaye Locke at kaye@nhsalliance.org
Ends.
Notes to editors:
1. NHS Alliance brings together GP consortia, PCTs, clinicians and managers as the leading organisation in primary care. We are an independent non-political membership organisation proud to be at the forefront of clinically-led commissioning. Its leaders are all dedicated professionals, who represent the Alliance’s diverse membership, working ceaselessly to meet the challenges facing the NHS today. Find out more at www.nhsalliance.org
2. For more information, please email pressoffice@nhsalliance.org or call 07772756674.