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Vitalising Purpose: The Social Enterprise Difference in Public Services
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Vitalising Purpose: The Social Enterprise Difference in Public Services

Author: Jamie Veitch

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We depend on public services for a functioning society. But there are record pressures on our health, social care and children’s services; and those covering homelessness, housing, domestic abuse, education, employment and training, criminal justice and support. Resources are stretched. Demand is escalating. 


Traditional approaches, whereby public authorities either do everything in-house, or outsource services with the same process as when they buy goods, are not delivering good outcomes. The market has failed many people-centred services. We can’t just despair at these challenges. We must do better.

Vitalising Purpose investigates how partnerships between public authorities and social enterprises can make a difference to how public services are provided, and to people’s lives.

It gives inspiring examples of the ‘social enterprise difference’, and practical ideas, and accompanies the book, Vitalising Purpose: The Power of the Social Enterprise Difference in Public Services, available in paperback and ebook formats.

6 Episodes
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This interview covers pioneering work by Rotherham Council to develop a local ecosystem of social and micro enterprises to maximise outcomes for people with a learning disability and autistic people. Some considered it brave or bold to put faith in micro and social emterpises to develop an extensive "offer" (of excellent services which reflect a person’s interests and passions, not their disability) as the council moved away from building-based services. But the results speak for themselves...
"Probably, lawyers are most responsible for some of the non-progressive aspects of how we deal with public services at the moment," says today's guest, a lawyer. Julian Blake is a partner at Stone King and co-author of the widely acclaimed 2016 publication, The Art of the Possible in Public Procurement. For over 30 years, he has specialised in social enterprise, charity, responsible business, public service reform and innovation, co-operatives and stakeholder participation – blending b...
It's often assumed that people across an organisation understand what impact measurement is. But impact is about much, much more than "putting fancy numbers in reports." Next level impact measurement and management maximises social value and today's guest explains how. Heidi Fisher MBE has worked for over two decades in impact measurement and management. As founder and CEO of Make an Impact CIC she has supported thousands of social enterprises, from start-ups to those with over £1 bill...
Welcome to the Vitalising Purpose podcast, about the power of the social enterprise difference in public services. We depend on public services for a functioning society. But there are record pressures on our health, social care and children’s services; and those covering homelessness, housing, domestic abuse, education, employment and training, criminal justice and support. Resources are stretched. Demand is escalating. Traditional approaches, whereby public authorities either do ever...
PossAbilities CIC provides services for people with learning disabilities, people with dementia and young people leaving care. Formed in 2014, PossAbilities has increased staff from 220 to more than 600, had eight consecutive years of growth and surplus, and grown its capital and reserves from zero to £6 million. It was formerly the Adult Social Care Provider within Rochdale Metropolitan Borough Council (MBC) and was one of the first 100 social enterprises to be formed by ‘spinning-out’ ser...
Naomi Hulston is the chief executive of Catch22, a social business with a social mission, which has a long and rich history in innovative public service work. Naomi describes herself as a ‘relatively new CEO’ but is not new to the organisation she leads. Having worked at all levels across Catch22 for 21 years she understood its culture inside and out when she took the helm. But she’s not been afraid to make big changes to its operational practices, bringing in thoughtful workplace well...
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