Social Enterprises are a critical part of the NHS family. They provide community care services, primary and urgent care, out-of-hours services, mental health support, drug and alcohol rehabilitation centres, end of life care, physiotherapy, audiology, and more. Primary and urgent care social enterprises provide services for around two thirds of the UK population, and the 15 largest community services social enterprises deliver more than £1bn of vital NHS care across the country.

Social enterprises working within health and care routinely demonstrate high employee engagement and productivity, deliver high quality, responsive services, and invest profits into their local communities. Despite playing a critical role in improving health outcomes across the UK, these enterprises are all too often excluded from opportunities, policies, and funding.

Social Enterprise UK’s Health and Social Care Programme aims to raise the profile of health and social care social enterprises with decision makers and stakeholders to ensure they are recognised as essential members of the NHS family and across public services more widely.

To make sure they are included in relevant policies, programmes and funding from the Department of Health and Social Care (DHSC) and NHS England (NHSE), we work to:

• Conduct research and compile evidence on the role and contributions of social enterprises in the NHS, including case studies of how these social enterprises have innovated to tackle acute problems within health and care powerful stories from the frontline.
• Engage policymakers, unions, and partners using PR and communications to promote HSC social enterprises, sharing stories in the media and attending relevant events to boost their visibility.
• Build relationships with DHSC and NHSE with consistent policy advocacy and engagement on a range issues focused on levelling the playing field on issues such access to funding, workforce training, recruitment, and more.
• Develop a programme of workshops with NHSE to strengthen engagement between social enterprises, NHSE, commissioners, and system leaders including the Cabinet Office, LGA, and public services to shape policy on procurement, social value, and sustainability.
• Hold regular member peer networking and learning events, including quarterly meetings with important figures in the healthcare sector to create solidarity and cement good relationships.

With these various activities, we are confident we can ensure social enterprises are valued and included in all areas of NHS/HSC strategy.