Leicestershire Partnership NHS Trust by o3647G7


									DRAFT v7

 Leicestershire Partnership NHS Trust

 A Strategy for the Development & Support of the
Service User and Carer Led Social Enterprise Sector

                   2011 – 2014

                      Page 1 of 12

                         Index to the Strategy

Section Description                                                        Page No.
1       Social Enterprise Overview                                         3

1.1     Introduction                                                       3
1.2     Working with Government and local support agencies                 4
1.3     Social Enterprise in Leicester, Leicestershire and Rutland (LLR)   5

2       A Vision for LLR Service User & Carer Led Social Enterprise        6

2.1     The role of LLR Service User & Carer Led Social Enterprise in 2014 6
2.2     Characteristics of the Social Enterprise Sector                    6
2.3     The support needed to be in place by 2012                          6

3       LLR Service User & Carer Led Social Enterprise Action Plan         8

3.1     Key Issues                                                         8
3.2     What will support look like for Social Enterprises                 8
3.3     Where are we now and where do we want to be?                       9
3.4     Judging the quality of our results                                 10

4       Conclusion                                                         11

5       Appendix 1 – Action Plan                                           12

                                 Page 2 of 12

Section 1 – Social Enterprise Overview

1.1 Introduction

                             Mission Statement

“Providing assistance, advice and guidance for individuals using mental health
   and learning disability services, seeking to develop their business ideas.”

Equalities Statement

      We will not stereotype people according to their protected characteristic
       (age, disability, race, sex, matrimony and civil partnership, pregnancy
       and maternity, religion or belief, sexual orientation or gender
       reassignment) or membership of a particular group or community.
      We aim to make services sensitive and appropriate to the diverse
       cultures, languages and individual needs of service users.
      We aim to reduce inequalities in health, in partnership with all
       communities of interest and our partners.
      We will tackle unfair or unlawful discrimination on the basis of any
       protected characteristic.
      We aim to be a force for positive change, to lead by good example and
       to learn from best practice.

1.1.1 Why is this important?

The Trust’s core purpose is to “enhance health and wellbeing through the
development of communities, rights and inclusion”. In line with this, the Trust
recognises the benefits of inclusion and employment towards the recovery of
people with a mental health difficulty and towards people with a learning
disability being able to gain independence. The Trust is also committed to
supporting the people who use its services to develop aspirations, goals and
live fulfilling lives. Employment for many people has a much broader positive

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impact on their wellbeing and lives. To this end, the Trust has placed strategic
importance on promoting and supporting employment and the development of
service user led social enterprises.

The Trust also views this programme of support as a vehicle for encouraging
and creating employment for the people who use its services. Unfortunately,
for some, having experience of a mental health difficulty can often still act as a
barrier to employment. It is hoped that through the development of successful
local service user led social enterprises, perceptions of mental ill health and
the impact on the ability of people to work can be changed in a positive way.

I addition, the Big Society, which is a key government agenda encompassing
views in relation to people being enable to help themselves in their own
communities through empowerment, freedom and responsibility supports the
theme of this agenda.

The term ‘service user led’ has many connotations but for the purpose of this
particular strategy can be defined as the following;

Total Service User involvement, in the context of this strategy means the
thorough participation of service users throughout the whole developmental
stage as well as in the everyday running of the organisation once registered.

1.1.2 How does this help the organisation?

Working in this way to support the people who use our services, helps the
organisation in achieving its strategic aims and goals in relation to increasing
inclusion and engaging communities.

Social enterprises are also recognised for providing services for the
community where perhaps public and private sector organisations are not best
placed to do so. For example, Aspiro, which is a service user led social
enterprise, provides employment advice and support for people who have
experienced/are experiencing mental health difficulty. The fact that Aspiro is
led by someone who has had that experience themselves, means the
organisation is in a good position to provide realistic and inspirational support.

1.1.3 What will success look like?

Success in such a dynamic and diverse field such as social enterprise, could
take many guises. In the broader sense, having a number of new and
innovative social enterprises registered each year, providing employment
opportunities for people who use/have used our services, will be seen as
being the result of a successful strategy. On a more individual perspective,
having positive feedback in terms of recovery from individual service users will
also be a success factor for the organisation and these individual stories of
improved wellbeing are already being reported through to the organisation.

1.2 Working with Government and local support agencies

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The Trust will strive to build strong relationships and partnerships with
organisations providing support to social enterprises and who are in a position
to offer specific support in line with a certain market or business group. By
doing so, the Trust will be more able to signpost those seeking support to
organisations best placed to provide guidance and expertise. An example of
this is the relationships being developed with the Cooperative and social
Enterprise Development Agency, Social Enterprise East Midlands,
Communities In Partnership, the two Local Authorities and the Chamber of

1.3 Social Enterprise in Leicester, Leicestershire & Rutland (LLR)

The awareness amongst the public and the people who use our services
about social enterprise is varying but the majority have little or no awareness
of this type of business enterprise. With this in mind, the Trust needs to
support the people who use its services and their carers in developing a
greater awareness of social enterprise and the benefits associated with
setting them up and being a part of the organisation.

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Section 2 - A Vision for LLR Service User & Carer Led Social Enterprise

2.1 The role of LLR Service User and Carer Led Social Enterprise

2.1.1 Internal Role - The Trust hopes to be able to facilitate and provide a
focus for learning in order to ensure that the experience gained by the social
enterprises being supported can be shared with service users looking to set
up their own businesses or enterprises. The Trust views these groups as
valuable champions and peer mentors and would look to encourage them to
support others in their endeavours. This might be through regular networking,
mentorship schemes and ‘buddying’ systems. The Trust will collate this
evidence in order to develop case studies to support the sharing of learning
and best practice both locally and regionally through the Working for Wellness
in the East Midlands Network.

2.1.2 External Role – The Trust will support these social enterprises to be
recognised for their value and expertise. Organisations run by people with
lived experience of mental health difficulties are often able to provide services
to suit the needs of the community and as such are able to tap into gaps of
service provision in the market. There are many services provided by the
private or public sector which may be better suited to being delivered by these
types of social enterprise in order to better meet the needs of local people.

2.2 Characteristics of the Social Enterprise Sector

There is limited information available in relation to the characteristics of the
social enterprise sector in Leicester, Leicestershire and Rutland. This is partly
due to its organic nature of growth and also the many varying forms a social
enterprise can take. The Trust will carry out a study to gather intelligence
about the local area in order to identify the characteristics of the sector in
terms of its size, types of services provided by the sector and to identify gaps
in the market and barriers to entry. This will support the Trust in its ability to
provide guidance and support to its service users.

2.3 The support needed to be in place by 2012

The Trust has, amongst its employed staff, a vast array of skilled and
experienced staff. The specialist areas of these staff vary from expertise in
HR, Finance etc right the way through to business development and planning.
As a Trust, committed to the success of this vision, staff with these skills and
experiences will be encouraged to join a social enterprise support pool. This
pool of people will be able to support the creation of a bespoke package of
support for the groups or social enterprises identified as being in need.

The Trust is also committed to ensuring a network of mentoring support is
created with local business and social enterprise development agencies that
have the advantage of experience in their respective fields.

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The Trust is also keen to offer opportunities to social enterprises in relation to
its programme of business development. This may take the form of joint
tenders and sub-contracting where appropriate. This will benefit both social
enterprises and the Trust in being able to develop stronger partnerships and
enter new markets.

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Section 3 - LLR Service User & Carer Led Social Enterprise Action Plan

3.1 What are the key issues to be considered?

The Trust recognises that there are a number of risk factors associated with
this area of development.

3.1.1 There are inevitably going to be impacts on the employment market as a
result of the difficulties being experienced by the economy. There is evidence
to suggest however that during stringent times of spending, consumers are
more conscious of ethical purchasing and this could be seen as just the right
market for the development of social enterprise.

3.1.2 The Trust recognises that its capacity to deliver this strategy is reliant on
the commitment of the personal interest of its employees and partner
organisations. The Trust will need to maintain its focus on this work in order
for staff to feel empowered and able to prioritise supporting this work.

3.1.3 The Trust has a limited expertise in this type of business arena and as
such will need to work closely with organisations who are experienced in the
private sector and social enterprise business area in order to gain and
maintain their support.

3.1.4 The Trust will need to work closely with service users and support staff
to help them to better understand the real and perceived status of benefits
changes. The fear of an individual of losing their benefits support can often act
as a barrier to becoming involved in social enterprise and as such, it is
important the Trust clarifies the impact of voluntary and paid work on benefits
in order to tackle the myths and fears.

3.1.5 The demand on the Trust to support social enterprises may exceed the
capacity and ability of the Trust. This may result in the disappointment and
disengagement of service users with an interest in this area. This potential
issue is why it is extremely important for the Trust to build up strong
relationships with local organisations so that where appropriate, service users
can be signposted for support externally to the Trust. It is also important that
the Trust ensures that at all times, it is managing the expectations of the
service users it is supporting.

3.1.6 Funding for start up organisations is already limited and in reality, the
availability of funding is going to continue to reduce. As such, the work of the
Trust in promoting charitable giving to the Endowment fund will be ever more
important as potentially, this could be the lifeline of an organisations ability to
start up.

3.2 What will support look like for Social Enterprises

3.2.1 Professional development – support to become business ready.

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3.2.2 Shared learning contract – agreement between Trust and group with
      clear agreement of responsibilities and action plan for development.

3.2.3 Host and Float system – this term is the description for the extent to
      which support will be offered to groups. Because of the intention of the
      social enterprises being service user led, the Trust will review at regular
      intervals the progress being made and a joint agreement will be made
      with regards to when the support for the group/social enterprise will

3.2.4 Endowment Fund – this fund has been set up by the Trust in order to
      ensure that there is a sustainable flow of start up funding for emerging
      service user influenced social enterprises to take advantage of. One of
      the main barriers to entry in this business area is the availability of
      funding for initial start up costs. For the individuals and groups we are
      supporting, personal finance availability is not likely to be an option
      available to them.

3.2.5 Bespoke package of support – As a Trust we understand that
      individuals and groups have varying levels and types of experience and
      skills. For this reason, the Trust aims to make best use of the staff and
      skills available to provide a tailored package of support based on need.

3.2.6 The Trust also has the potential to offer support in the guise of free
      short term office/business space for newly emerging social enterprises.
      This can be used to help with registration for the company and office
      space for people to work from when developing their organisation.

3.2.7 The Trust, in partnership with service users and carers, has set up an
      Involvement Centre which offers hot desk space, meeting space and
      an opportunity for social enterprises to run workshops/clinics with
      service users.

3.3 Where are we now? And where do we want to be?

The Trust has already been providing support to a number of emerging social
enterprises over the last 12 months. Five groups are being supported in their
aim of registering as a social enterprise and these are listed below;

      Safe Inside Safe Outside (SISO)
      Inspired 2009 CIC
      Aspiro
      Art-Tea Events
      The Focus Project

The support provided to date, has been available on a first come first served
basis and built on the capacity available on an ad-hoc basis. The Trust,
following the creation of this strategy, will instead work towards a structured
and deliberate progression of support for groups identified as being of
greatest potential value. Following discussions with staff, service users and

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colleagues from partner agencies, it is felt that disadvantaged groups and
those from areas of particular deprivation or lower levels of employment
should be prioritised. The Trust recognises that the level of resource available
to this programme of work is limited and so there is a commitment to
supporting up to five social enterprises in any one year and at any one time.
Should the Trust receive requests for support exceeding five, priority should
be given to those meeting the following criteria;

      Be a user of our services, either currently or in the past
      Be socially excluded with multiple disadvantages
      Be from an area where levels of employment are of a concern
      Having had experienced barriers to employment
      Projects not able to access other sources of funding

NB: Definition of ‘disadvantaged Groups’ – Groups of people who are more
likely to experience barriers to accessing training and employment
opportunities. Examples of this might be people who have a criminal record,
people who have a mental health or learning disability, asylum seekers, gipsy
travellers etc.

3.4 Judging the quality of our results

The Trust will review progress made at regular intervals through its
governance committees, namely the Communities, Rights and Inclusion
Committee (CRIC) and through the development of a through and regular
evaluation process. In addition to this, the day to day running of the strategy
will be overseen by a steering group which will include members from partner
agencies, key staff, users of our services and carers. Those individuals who
have benefited from the first year of support will be offered the opportunity to
sit on the steering group as their experience and insight will be valuable to
setting the tone and direction for all future support.

Performance will be measured against the objectives and goals set out in the
action plan and against thorough assessment of the experiences of those
receiving support.

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Section 4 – Conclusion

The Trust views Social Enterprise as a key enabler to enhancing health and
wellbeing and promoting communities rights and inclusion. The Trust has
placed this work at the heart of its annual aims and objectives and will
continue to ensure that appropriate leadership and support in relation to the
delivery of this strategy is in place. Key to the ability of the Trust to deliver this
strategy is the involvement of service users, carers, LPT staff and partnership
working with local public and voluntary organisations.

The Trust also recognises the need to ensure that there is a regular review of
the strategy in light of the implications of an ever swiftly changing public
service and political environment. Where changes or adaptions to the strategy
are felt necessary, the Trust will ensure that the changes are made in
consultation with key groups and organisations, including those benefiting
from the work of the strategy.

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Appendix 1 – Action Plan

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