Thought Leadership

The north Liverpool-based cooperative social enterprise is continuing its laundry adventure, delivering more positive social impact with new sustainable growth plans. Kitty’s Launderette plans to grow the scale and impact of its work across the Liverpool city region. It plans to purchase an electric delivery van and charge point, as well as install a solar panel array on the roof. This will enable them to reach more customers and increase the long term environmental sustainability of the community business. To do so, they have launched a fundraising campaign on Crowdfunder UK, with a plan to raise £20,000 by 30th July. The launderette, based in Anfield/Everton offers good quality, affordable and environmental laundry services, as well as an accessible social space. Alongside becoming a thriving community hub, its work tackles social isolation and hygiene poverty with a programme that includes film nights, knitting groups, social history projects and subsidised laundry services for people struggling with the cost-of-living crisis. Supporters can choose from a range of rewards made by local artists and craftspeople, including recycled textile tote bags, natural soaps, postcards and enamel pin badges. There are also opportunities to hire the launderette for an event, or name a solar panel on its roof. Kitty’s Launderette was established in 2019 by a group of local residents to support their communityand invests everything it makes back into local jobs paying the Real Living Wage, quality services andfree social and educational events. It has survived the pandemic within their first year, and growninto a thriving community hub. In 2023 Kitty’s won the Community-Based Social Enterprise Awardfrom Social Enterprise UK, at the national sector body awards, which recognise impact andinnovation in purpose-led business. An independent Social Impact Report conducted in 2024, found that for every £1 spent or investedinto Kitty’s Launderette, they turn this into £43 of Social Value for their community. Grace Harrison, Organisational Development Lead at Kitty’s, says: “Kitty's Launderette has only gotthis far through the amazing support of people near and far who have believed in us and our vision.“ When Kitty’s Launderette launched its first crowdfunder back in 2018, it received massive interest and support – from Anfield to Canada, and was featured on the BBC, The Independent, The Guardian and Elle Magazine. Its 366 backers on the platform Kickstarter, included eight people who chose to name washing machines after loved ones. The plaques, proudly named after Granny Trixie, Dominic Magurie and Phyllis, can still be seen on the machines in Kitty’s today. Grace says “We were bowled over by the excitement and trust people put in us to deliver on our commitment to building a community launderette! We are so proud to say we achieved our dream with the support of our community. We really wanted to invite everyone to be part of this next stage of our development and so when people see our amazing new lecky van driving around town they can know they played a role in making that happen!“ It is the launderette’s experience of community need, shaped over the last six years, that has driven this new investment in environmentally-sustainable growth. Anthony Scott, Community Lead at Kitty’s said: “We have been working towards plans for a delivery service for some time. We established a temporary delivery service during the Covid-19 pandemic to support residents who were shielding at home in partnership with another local social enterprise, Peloton, using their cargo bikes. Recently, we have been running a commercial delivery service pilot with a local cab driver. We Know there is lots of interest in us establishing a permanent service with lots of capacity for responding to the changing needs of our community." Kitty’s has been committed to being an environmentally conscious business from the start. All of its machines are electric, powered by 100% renewable electricity. The plans for an electric van, powered by solar panels, enables Kitty’s to continue to grow, while minimising the impact on the environment and reducing localised emissions. In 2023, Kitty’s won the Community-Based Social Enterprise Award at the Social Enterprise UK Awards, receiving national recognition for the role it plays in its community. The awards recognise impact and innovation in purpose-led business. The campaign features a beautiful animated film from local artists Laura Spark and Jack Whiteley. To find out more about the campaign and take part, head to https://www.crowdfunder.co.uk/p/kittys-laundry-deliveries. https://vimeo.com/1094783968?fl=pl&fe=sh kittyslaundrette.org.uk

If we want workers to be productive and boost the economy, someone is going to have to look after the kids. London Early Years Foundation is helping to make childcare affordable for everyone. You wouldn’t think the late, great Whitney Houston and PM Keir Starmer have much in common. But just as Whitney believed children are the future and that we need to teach them well, Keir Starmer wrote an election-winning manifesto that promised ‘A new Britain … where our children are equipped with the skills to thrive in the future’. His government has had a relentless focus on growth since gaining power, but growth requires productivity and if the workers are going to be productive, someone is going to have to look after the kids. And for that to happen, childcare needs to be affordable for everyone. Providing access to high quality, affordable early years education and care is the purpose of London Early Years Foundation (LEYF), which looks after 4,000 children across 43 nurseries in 13 London boroughs. Only 14% of nurseries nationally are rated ‘outstanding’ by children's services regulator Ofsted but 46% of LEYF’s nurseries are rated as such. One mother, whose child attends LEYF New Cross Nursery & Pre-School, describes it as “Excellent. Staff are well trained, clearly love their job and are very caring. Children are entertained with many activities promoting language, musical awareness, physical agility etc. We're glad our child attends New Cross and wouldn't hesitate to recommend it." Three quarters of LEYF’s nurseries are situated in areas identified as having high levels of deprivation, but all children are welcome, irrespective of social background or ability. Equal access to childcare is made possible by LEYF’s unique cross-subsidiary model, with profits from nurseries in wealthier areas helping to subsidise places for children in less affluent communities. Financially, better performing nurseries in Crystal Palace, Camberwell and Maida Value subsidise nursery places in poorer neighbourhoods. “Since our son started attending LEYF Nursery Barking Riverside, we've seen remarkable growth in him. He has become more confident, independent, and sociable. What we appreciate most is the strong support and communication we receive from the staff. It truly feels like a partnership, with everyone working together to ensure the best development for our son,” commented another parent. Growing up together The organisation started in 1903 as Westminster Health Society during a time of poverty and shockingly high mortality when founders embarked on an ambitious plan to promote child welfare and family health at the heart of a community in need. More than a century later, that focus on making a positive social impact has blossomed into all areas of the business. Many of LEYF’s senior staff started out as apprentices in the organisation, helped by a Career Pathways programme which supports growth into leadership. Of the 1,000 staff, 120 are apprentices, an approach which reduces recruitment costs, strengthens retention, and supports social mobility. Bobbi Jo describes how, when she first started as a LEYF apprentice, she just wanted to find a job she enjoyed where she could keep learning. “I did and I’ve never stopped learning. LEYF supported me through my degree and gave me the confidence to keep progressing. I always hoped I’d become a manager by the time I was 30… but I made it at 25! It’s been such a journey.” An Early Years Degree graduate, Bobbi Jo in now a Nursery Manager at LEYF’s Bessborough Nursery and Pre-School. All staff (including the chefs and cleaners) can access tailored training, covering subjects such as child development, sustainability, SEND, and nutrition – ensuring children benefit from confident, knowledgeable educators. LEYF also offers a bespoke Early Years degree with the University of Wolverhampton. Keir Starmer's manifesto focused on growth that promised ‘A new Britain … where our children are equipped with the skills to thrive in the future’. He would no doubt be happy to know that LEYF’s work has led to business growth, with revenue increasing by 11% and 75 jobs being created last year. LEYF has grown steadily and (importantly for a social business) sustainably over the past decade, expanding from 23 social enterprise nurseries in 2014 to 43 nurseries by 2025. This contrasts with the picture generally, with research by UCL finding that the number of nurseries in England declined between 2018 and 2024. They found a 19% decline in the not-for-profit group.  If LEYF’s trajectory continues, it will help to meet the increasing demand for quality childcare. A 2024 report by the London Assembly found a shortage of available childcare and staff shortages, noting the knock-on effect this can have on women, who statistically are more likely to have to choose between career progression and childcare costs. Instead of being surrendered to shareholders, as a social enterprise, LEYF’s profits are reinvested to provide more childcare services to more communities. A growing business that nurtures the development of children and staff, making for healthier, happier communities. That’s the kind of growth both the Prime Minister and the electorate can get behind. leyf.org.uk

Based in Oxford, Tap Social Movement are on a mission to reduce reoffending through employment in brewing, baking and running hospitality venues. To date across its five sites, they have created more than 100,000 hours of paid meaningful employment for prison-leavers, with 30% of their hospitality and production teams having lived experience of the UK criminal justice system. To achieve more of this great impact, last week Tap Social launched a Crowdcube investment campaign. This is the first time they've opened the company up to investment from the public; as well as shares, there are rewards offered for investments. They are in the midst of an exciting growth stage that includes wider distribution of their beers across the UK through national retail, the launch of an ambitious, purpose-built new venue (with plans for more in the coming years), extensive expansion of their bakery Proof Social Bakehouse, and much more. The campaign runs until 30 July. Please visit the campaign page if you think you can find a space to share this, or might be interested in investing. VISIT THE CAMPAIGN PAGE

To reduce the severe pressure facing children’s services, the government must find alternatives to private equity profiteering, reform procurement for public benefit, and support partnerships between local authorities and social enterprises and cooperatives, MPs were told last week. Speaking at the first roundtable of the Social, Cooperative and Community Economy All-Party Parliamentary Group (APPG) on public service provision, parliamentarians, local authority commissioners, and social enterprise providers explored the systemic barriers hampering effective care for society’s most vulnerable children and heard how mission-led providers could be better supported to deliver it. Challenges facing children’s residential services Provision for children needing an alternative to remaining within their immediate family is stretched across local authorities due to rising demand, funding cuts, procurement and commissioning limitations. Not enough children stay with extended family, foster care supply is limited – in part due to issues around access to appropriate properties. And residential care provision is too often in the hands of expensive, out-of-area, profiteering providers who don’t provide holistic and joined-up care.   Local authorities are struggling. The roundtable heard that 46% of councils are overspending their budgets by 20% or more, with many citing children’s services as the primary cause. The dominance of private equity was repeatedly identified as a structural issue. In Greater Manchester alone, 50% of children’s care providers are controlled by private equity firms, many of which are offshoring profits. “Private equity extracting profit and offshoring needs to stop” said one attendee. Barriers to positive children’s social care provision Social enterprise, co-op and charity provision offers cost-effective solutions – cost-effective not only because they aren’t off-shoring high profits, but because provision is child-centred, trauma-informed, locally-based and – increasingly – co-designed with local authorities around need and capacity. What is stopping this being the norm everywhere? Funding and finance Accessing suitable finance remains one of the greatest barriers to expanding mission-driven businesses’ children’s residential care provision. The upfront cost of setting up residential care - from property to compliance - was highlighted by attendees as prohibitive. One provider described “£100,000 runway costs” before a home can begin accepting children. Sourcing the right type of finance takes time, finance can be expensive, and grant funding is often too short-term or restrictive. A social investor told the roundtable: “We need more patient, impact-aligned capital and government funding can act as a catalyst for social investment.” Commissioning and regulatory constraints The procurement framework within local authorities, designed originally for large-scale goods provision, isn’t fit for the purpose of securing quality services at a local level – and as such often biases towards provision by profiteering firms.   Variations in planning regulations between local authorities mean mission-led providers face very different commissioning and regulatory issues depending on geography. Differences in commissioning culture, for example, mean that some councils are seen as risk-averse and less likely to facilitate mission-led provision. Similarly, in some areas, residential homes can be set up with minimal bureaucracy but elsewhere regulatory loopholes around approval of buildings and scale of provision can be prohibitive. Workforce challenges and high churn The absence of a professionalised workforce, including a lack of recognised qualifications or progression pathways, was cited as a major issue for provision. Low pay, lack of professional development, and poor status in the sector all contribute to workforce churn. One attendee described this as “entirely inappropriate,” given the responsibility care workers hold. Turnover of managers is particularly disruptive, as care homes must be reinspected by Ofsted even if managers move between sites within the same organisation. The lack of a “passport” system for staff was flagged as a fixable bottleneck. Social enterprise solutions: building local, trauma-informed care Despite these barriers, social enterprises, cooperatives, and other diverse mission-led businesses identified how they can provide more stable, child-focused, and community-rooted models of care. Finance and investment The UK’s social investment market now stands at £10 billion, creating new opportunities for blended finance. Social AdVentures, a Salford-based social enterprise, was held up as an example of how social investment and combined authority support can enable new models though convening multiple actors remains a complex task. Mission-led alternatives to private equity Social enterprises reinvest surpluses into services, enabling them to focus on long-term, trauma-informed care. They are well placed to support children with complex needs and prioritise relationships and wellbeing over short-term profit. Mandating open-book accounting and capping profits - currently up to 40% for some private equity firms - were floated as policy options to level the playing field. Localised, values-led commissioning Reserving contracts for public benefit organisations is already happening in parts of the UK, and speakers suggested this approach could inform wider policy. Ministers were urged to embed social value more directly into commissioning decisions. Roundtable attendees highlighted examples of small-scale provisions to address the acute needs of children with complex care requirements, as well as the value of long-term partnerships between providers and local authorities to ensure sustainable care solutions. Regional Care Cooperatives (RCCs), being developed through the Department for Education with the intention they will allow local authorities to partner with providers in a more integrated way, were discussed as a promising structure, potentially offering a single point of contact and shared vision for care. Professionalising and empowering the workforce Several solutions focused on improving staff conditions and morale. Social enterprises were praised for involving staff in business planning, providing training, and minimising reliance on agency staff – which can be a runaway cost in children’s services provision. Attendees called for structured training programmes and better career pathways, noting that 22% of children’s homes currently have no registered manager. Professionalising care roles and offering qualifications would improve retention, stability, and ultimately, outcomes for children. Asks and ambitions for reform As the government launches consultations into procurement reform, parliamentarians present, including Georgia Gould MP (the Cabinet Office Minister responsible for public sector reform) and Josh MacAlister MP, heard clear evidence that social enterprises are already delivering, but need the right support to sustain and scale. The current system is not built with social enterprises in mind; new legislation and guidance must explicitly create space for mission-led providers to flourish, providing cost-effective solutions with quality service outcomes. Attendees stressed that this will require bravery among commissioners, and for local authorities to be supported in taking creative, child-centred risks. Speakers also called for a fundamental shake-up of the care model, moving away from crisis-driven residential placements toward more flexible and therapeutic alternatives. Attendees called for the NHS to take a more direct role, one noting that “health sits on a lot of money and they are responsible for these children.” Greater alignment between social care and Children and Adolescent Mental Health Services (CAHMS) was seen as essential to building joined-up, trauma-informed support. Ultimately, the ambition of roundtable participants was clear: to build a children’s care system that starts with the child, not the contract. That will require longer-term funding, shared purpose, and a willingness to put public value above private gain.

The 10 Year Plan feels like it's taken a lot of lessons from social enterprise models. But the Plan still seems blind to the significant contribution social enterprises make in delivering services, writes Social Enterprise UK Associate Director, Dan Gregory. Today (3 July) saw the much-heralded launch of the Government’s 10 Year Health Plan for England. It tells us three important things about the thinking in Wes Streeting’s department. First, this is a 10-year plan. Yet this Government has been elected for a 5-year term. So, this is ambitious, it’s aspirational. And perhaps a little detached from reality. Second, they see the launch of a document as significant. From all the recent invitations Social Enterprise UK has received from the Department of Health and Social Care (DHSC), they are very keen that we read the output of what they’ve been doing for nearly a year. Even if they remain less keen to listen to what we have to say. Third, this is the Plan that will lead to delivery. To change. To the future of the NHS. What's in the Plan? But how? What is in the Plan? What does it say? The plan is long (166 pages) as we might expect. But is remarkably short on how. It helps to have ambitions before you set off, of course. But this isn’t really a complete plan. More of a direction. Perhaps this is wise, and Streeting understands that dictating everything from the top down or centre out is not the answer. The department is directing whilst not directing – the Plan is “tight on what, loose on how”. It’s less of a plan and more a series of bets, trials, pilots and avenues to explore. Change will be slow. New Foundation Trusts (FTs) and Neighbourhood Health Centres will be gradually rolled out through programmes. Various other whizzes – a Choice Charter and Patient Power Payments - will be trialled and “rolled out progressively". On the money side, "in the next 3 years we will make a start on the journey to establishing a new financial foundation." New tariff models will be slowly phased in. New "year of care" payments will be trialled in pioneering areas. Later this year they will "publish a 10-Year Workforce Plan". Of course, this may be quite sensible. But it’s clear that much of the plan is still to be designed and delivered. The new operating model will be "devolved and diverse". This means more messiness in the medium term for sure. But what’s the direction then? Well, the ambition is great. And it’s very much aligned with the ethos and experience of our social enterprise members working in health and care. The ambitions are around prevention and community. Empowered staff, with agile and autonomous models embedded in the local community. Financial incentives to break even and reinvest. Some of this is even quite explicit: "more money towards areas with disproportionate economic and health challenges". Great. No more bailing out FTs in deficit. Good. Hospitals will be expected to “do more as anchor institutions to support wider societal and economic goals. Through their procurement, supply chains and role as an employer, they have significant influence over social and economic development in their communities.” Also good. FTs will have more freedoms to retain surpluses, reinvest them and borrow for capital investment”. Indeed, they will be more like social enterprises. Then of course, there is a lot on the NHS app, on AI and other innovations which I won’t attempt to summarise here, even if I understood them. But some of the detail is rather more troubling. The big new idea is the Neighbourhood Health Centres which will “co-locate NHS, local authority and voluntary sector services, to help create an offer that meets population need holistically” a good idea, for sure. But who is going to tell local charities and social enterprises they are going to have to relocate - is that what this means!? Meanwhile, the financing of new Neighbourhood Health Centres looks a lot like a new wave of Private Finance Initiatives. Then the Plan also seems to effectively nationalise Healthwatch, which was a social enterprise experiment that will now be forgotten and airbrushed away. What about social enterprises? What does it say about social enterprise? There are (phew!) a few mentions. So, we have the recognition we wanted as a baseline – the flag in the sand. Indeed, there are also two case studies - Primary Care Sheffield and Live Well Manchester, which are built around social enterprise. But unhelpfully, the Plan refers to social enterprise at one point as "outside the NHS", which is infuriating. Perhaps, this is partly our fault for reinforcing this idea? I am often annoying our members by asking them to say, “We span out of the public sector” rather than “out of the NHS”. We are part of the NHS! This is indicative of the wider problem here. Large parts of the Plan don’t recognise at all that significant chunks of NHS services are not delivered by the public sector. Where it says - "every NHS provider should be an FT" - it clearly means every public sector provider, not every social enterprise, hospice or GP practice. This blind spot is maddening and doesn't seem to want to go away. Social enterprises deliver several billion of pounds’ worth of NHS services but still we are forgotten and fall between the cracks when it comes to the backlog bonus, access to digital and capital investment, CPD resources, international nurse recruitment, and the list goes on. At Social Enterprise UK, we keep fighting to be included and not forgotten and pull all the advocacy levers we can lean on. Sometimes we win! Some parts of DHSC and NHSE listen. But others don’t. We are currently working with some very engaged NHSE officials on equal access to digital investment, which will be even more critical as these pots of money grow. We are talking to NHSE about how their new structures within DHSC might replicate the old Social Enterprise Unit. But the next day we meet a senior strategist who doesn’t even know that in West Yorks, Plymouth, Bristol, Nottingham. Grimsby, Medway and beyond, we are the NHS outside of hospital. We provide urgent out of hours care to 2/3 of the population. Yet we are nearly invisible to some system leaders. Maybe they don’t like us. Maybe we are too awkward. Maybe we don’t fit and they know it, and hope we go away. Or maybe they know we aren’t where the problems are, and they are mainly focused on the problems. Maybe NHSE and DHSC are just a mess and half the staff are facing redundancy. Or maybe the NHS is simply a massive, complex system equivalent in size to the Hungarian or Moroccan economies. Influencing a system of that scale is a Sisyphean task. We keep on regardless! The Plan ends with a Wes Streeting afterword entitled "Be the Change", which many will know is the well-established motto of the social entrepreneur. While the system largely ignores us, and even puts barriers in our path, it also seems to be moving our way, and trying to build an NHS more like us. While we aren't winning (though also maybe not losing) the battle of ideas and policy, across the country we are winning in practice, through the daily work of our members and their staff, leading the way. Health and care social enterprises will carry on delivering the future, whatever the plan. To see a few examples of how social enterprises are already transforming the delivery of health and social care across the country, read our series of case studies produced in partnership with King's Fund and Baxendale.

Impact Hub Yorkshire celebrated a milestone five years of empowering individuals, communities, and businesses across the region with a special gala dinner at Bradford Live on 12th June. Nearly 300 guests and dignitaries gathered for the occasion, which also marked a significant moment for the city — the first event to be held in the newly restored Bradford Live ballroom since 2000.  The milestone comes shortly after His Majesty The King visited the organisation’s headquarters in Bradford’s Little Germany, where he met with social entrepreneurs and community leaders supported by the Impact Hub. The visit also marked the formal transition from Impact Hub Bradford to Impact Hub Yorkshire, reflecting the organisation’s ambition to scale and support communities and projects across the region.  Founded in 2020 at the height of the pandemic, Impact Hub Yorkshire emerged as a catalyst for driving innovation and positive change. Since then, it has supported over 1,000 individuals and businesses. From developing accessible funding models to leading regeneration projects, empowering young people, and championing inclusive economic growth in underserved communities, its work continues to create meaningful impact across the region.  The gala dinner at Bradford Live brought together community members, project partners, and supporters from across Yorkshire. It is also the first formal evening event to be held in the newly restored ballroom, making it a symbolic location for an organisation rooted in the regeneration of Bradford and committed to shaping the region’s future.  Kamran Rashid, CEO and founder of Impact Hub Yorkshire, said: Five years ago, we made the bold decision to launch Impact Hub in the middle of a pandemic, during a period of global uncertainty and personal change. What began as Impact Hub Bradford has grown into something far bigger – because we believed, and still believe, that meaningful change begins with community.   “Expanding to a Yorkshire-wide remit marks an important shift. It speaks to our belief that every community across this region deserves access to opportunity, investment, and space to lead. We’ve been privileged to work alongside some incredible partners over the years, and I’m deeply grateful to our sponsors and to Bradford Live for helping us mark this milestone in such a special way.”  Throughout the evening, guests enjoyed a three-course meal, networking, and talks and panel discussions from Kamran Rashid, Imran Hussain MP, Cllr Susan Hinchcliffe, and Kersten England CBE – Chair of Bradford City of Culture 2025. Sponsors included Bradford Live, Bradford UK City of Culture, the Broadway Shopping centre, Mylahore British Asian Kitchen, Biscayne Maintenance Services, Faum Architecture, Schofield Sweeney, and Jinnah Restaurants. With their support, the Impact Hub was able to host the evening for over 270 guests.   Impact Hub Yorkshire continues to support a wide range of projects, including partnerships with organisations such as Green Street, Pandora’s Box Desserts, the African Caribbean Achievement Project, and the Tasif Khan Community Boxing Academy.  Kamran concluded: “As we step into this next chapter, our commitment remains the same: to build a movement grounded in equity, shaped by collaboration, and driven by the people and places we serve.”

“Stop Fixing, Start Listening!” Meet the people training healthcare workers to hand power over to patients - and transforming lives in the process. It all began with curiosity. Twenty-five years ago, a physiotherapist asked a simple question: why do some stroke patients manage to find their way to a fulfilling life more speedily and completely than others? Obviously, the severity of the stroke plays a big part but even those with similar neurological and physiological impacts had very different experiences. Determined to find the answer, Fiona Jones decided to speak to stroke patients in depth. What she found was surprising: the key was the nature of their relationships. And the relationships that mattered were not just those between the patient and family and friends but, crucially, that between the patient and the healthcare workers trying to help them. Too often stroke patients felt disempowered by the way professionals interacted with them. Out of the very best of intentions, those professionals wanted to ‘fix’ their patients by taking control of their recovery, failing to fully acknowledge the complexity and diversity of their lives. The stroke patients that did better were those that helped to play a bigger role in their own care by managing their medication, rehabilitation regimes and pace of recovery independently of their clinicians – what is often termed ‘self-management’ A Bigger Story But extensive further research revealed something deeper. The secret to a truly fulfilling change in a stroke patient’s life was self-efficacy. Those who felt more in control of every aspect of their recovery also began to feel more in control of the lives that had been so disrupted by a severe medical condition. That meant moving beyond self-management’s focus on medicines, exercise and training and instead allowing the patient to shape the underlying methods, goals and style of recovery. This was radical stuff. As Fiona puts it: while self-management requires the patient to change their behaviours, an approach based on self-efficacy and empowerment requires the healthcare professional to change theirs. It means shifting mindset and practices away from any sense that the health worker knows best with ready-made solutions at hand. Instead, they need to act as expert collaborators led by the expectations, hopes and challenges identified by the patient themselves. It’s an ethos that originates with the heartfelt recognition that when it comes to their own lives, the person in front of you is the world-leading expert. Fast forward to 2013 and, after further research, Fiona founded Bridges Self-Management (with the support of City St. Georges and Kingston Universities) - a social enterprise designed to help health workers play that empowering role. This is far from easy. Health workers sometimes feel they are abdicating their responsibility by not coming up with quick solutions, not being in the lead. And when they do recognise the need for self-efficacy, the skills, strategies and language to enable that are often undeveloped. In addition, what they see around them is countless colleagues - often very highly regarded ones - doing things to rather than with their patients. Breaking down these personal and cultural norms requires lots of self-reflection, self-questioning and gradual, careful introduction of new approaches. But the impacts speak for themselves. Bridges’s work training staff who support people with Long-Covid was recently the subject of a randomised control trial. Called, appropriately enough, ‘Listen’, the project was found to have improved patients’ ability and confidence in managing their symptoms and doing everyday tasks. It also improved their sense of self-efficacy and emotional well-being. Most significantly, that greater sense of self-efficacy was directly related to the improvements in patients’ recovery. It is research that endorsed the findings of Fiona’s own initial enquiries all those years ago and the knowledge the Bridges team has accumulated through research and experience since it started work. Workers’ Liberation The impact of this way of working extends beyond the patients. Call it ironic, call it counter-intuitive, but it seems that by stepping back, listening and empowering the patient, the health worker actually ends up feeling more empowered themselves. Liberated from the strictures of routinised interventions and the pressure of taking sole responsibility for fixing their patients, health workers report being able to build much more fulfilling human relationships focused on helping people build a self-defined, decent life for themselves rather than achieve a set of externally set, medicalised milestones. It gives them more time. And most importantly, of course, they can see that working in this “Bridgey” way is better for the patients and their recovery. Again, the data speaks for itself. Of over 250 NHS staff trained by Bridges in the last 6 months alone, 84% said they are now listening more and ‘fixing less’. 94% said that Bridges was having a positive impact on their day-to-day work and 60% said working in the Bridges way had already increased their job satisfaction. Ultimately, the ethos of Bridges is a challenge not just to the professionals they work with but to a whole healthcare and public service system that is still built around doing to rather than doing with. Of course, there are many occasions when the enormous expertise of health workers must operate unhindered with little immediate regard for co-designing a solution - no-one undergoing cardiac arrest or a major trauma wants anything other than to be fixed by experts as rapidly as possible. But too much of this acute mentality has leached into every other aspect of healthcare - often reinforced by time pressures and lack of empowering skill sets. So, the question now is how we can make the training Bridges provides utterly normal across healthcare rather than something so out-of-the-ordinary that it can almost feel like a process of deprogramming for those seeking a better way of working. Given the theme, the final word should go to Jeremy - a patient with Long Covid. His testimony shows what happens when a health worker takes the time to really listen and co-design ways forward. His words speak with far greater eloquence of the power of patient empowerment than anything written here. Do find the time to listen! By Adam Lent This case study forms part of a series we are producing together with the healthcare consultancy Baxendale and think tank King’s Fund, to demonstrate the innovation shown by social enterprises delivering health and social care.

For impact to work, it can’t exist in a silo. Most profit-focused businesses are beholden to their shareholders and owners to generate as much revenue as they can, with no real obligation to give back. That is not the focus of social enterprise. Our business model centres purpose, and the best way to purposely serve your community is to work with the community. Cooperation is the name of the game. A strong role model of purpose-led community activity can be found in Ashford, named a Social Enterprise Place thanks to its collaborative ecosystem. “Collaboration throughout the social enterprise sector in Kent is really important,” said Rebecca Smith, Chief Executive Officer of Social Enterprise Kent (SEK). “We find through networking and bringing people together at conferences, events and training sessions, it creates a touchpoint to spark ideas and raise issues. It’s about bringing people together as a team and not working in silos is what makes the voluntary, community and social enterprise sector stronger.” Our member SEK have nurtured this impact community as they have done for the past 40 years. To find out more, we visited them at their new, volunteer-run SE Kitchen, now their second social supermarket in the county after Ramsgate. Ashford MP Sojan Joseph visiting the SE Kitchen They transformed this former art supply shop into a real community space, providing affordable and healthy grocery options from food charity FareShare as well as other suppliers working closely with local farmers (it is the garden of England after all). Of course, this work wouldn’t be possible without vital partnerships. In fact, they work with more than 100 partners, consistently delivering at least £1 millon a year in funding, allowing them to support great projects like the Social Impact Gateway or Thanet Social Enterprise Boost. From working with East Kent Health Care Partnership to highlight health inequalities to partnering with corporate organisations such as Amey for their Elevate programme creating apprenticeship opportunities for care leavers, they demonstrate how these conversations across organisations form a lynchpin of positive influence. After a delicious lunch provided by Lily’s Social Kitchen, we visited more of the local social enterprises which make up the rich network of organisations in our Places programme. These were some of the businesses championing the movement: Chatting with the volunteers at The Beehive Ashford The Beehive Ashford - a shop which not only sells second-hand clothes, but also provides skills workshops, a volunteer-run café, and hosts several clubs including knitting and a book club. It also offers women referred by local services a place to access free clothing. Made in Ashford - a vibrant and popular gift shop which started its life as a pop-up ten years ago. It houses the handmade craftworks of more than 70 artists from across Kent in-store and online. The Coachworks - a trendy, repurposed multi-use space by the train station hosting street food, live music and entertainment events, and workspaces. Going back to the central theme of collaboration, it shows there’s a concerted effort for social entrepreneurs in the area to pool their resources, doing much more for the community, local economy and environment than they could on their own. A spirit of camaraderie which helps deliver a better, holistic service. As a Social Enterprise Place, Ashford proves its status as a hot spot for social impact activity thanks to this ethos. Browsing the crafts at Made in Ashford Rebecca added: “It’s been fantastic having Social Enterprise UK down here to see our work. The theme has really been about collaboration across the board with other social enterprises and charities, the wider business community and our public sector partners. It makes our programmes better, allowing our entrepreneurs to be given the right tools and funding to solve the specific problems they are facing in their local community.” As our flagship data shows, there are more than 131,000 social enterprise businesses in the UK, all working towards benefitting people and planet in their own ways. Imagine the possibilities of replicating the collaborative efforts of the impact community we’ve seen here in Ashford across the whole country? This is why we do what we do, and we’re proud to see it going from strength to strength.