Click to edit Master title style Educational Psychology and Social Enterprise

Click to edit Master title style Session outline What, why & how Technical aspects Pros, cons & partnerships How we do it

Click to edit Master title style A social enterprise does: Make its money from trading – that is, selling goods and services Reinvest its profits back into the business or social mission Have a social mission at its heart – what difference it is trying to make, who it is aiming to help and how it is going about doing this

Click to edit Master title style A social enterprise does not: Exist to make a profit for shareholders Exist to make its owners wealthy Rely on volunteering or grants to stay afloat

Click to edit Master title style Social Enterprise means Community Interest Company No shareholders Social purpose Social impact statement Asset Lock Annual Accounts

Click to edit Master title style Our social purpose “An organisation that will effectively support the application of psychology to improve outcomes for children and young people”: Effective application of psychology to assist schools in their work to improve outcomes Focus on children and young people with the greatest need

Click to edit Master title style Our Community Interest Statement (1/3) Catalyst Psychology will promote and deliver child and educational psychology services to improve outcomes for children and young people. Activities will include consultation; assessment and advice; training and development; research and evaluation.

Click to edit Master title style Community Interest Statement (2/3) The company will develop as a training organisation, offering work placements to students of psychology who are interested in a career in applied psychology working with children.

Click to edit Master title style Community Interest Statement (3/3) If the Company makes a surplus it will be used for: 1) developing the evidence base for effective interventions; 2) supporting the training of child and educational psychologists.

Click to edit Master title style Balance of skills You need to consider where the following skills come from: Finance – e.g. can read and understand audited accounts User experience – representative of stakeholders HR PR/ marketing /entrepreneurial (judgment of risk) Senior management experience Legal advice

Click to edit Master title style Employing people HR – including legal issues Insurance Payroll Pensions CPD Supervision DBS and safeguarding

Click to edit Master title style Governance Building a board of directors – critical to the success of the business: Individual board members may have expertise in a number of areas useful to the business May have useful contacts Provide support and feedback Strategic partnership (e.g. Chair & CEO)

Click to edit Master title style Challenges Ensuring security of income and employment beyond short term contracts Shared frameworks and processes for working with diverse providers of public service are developing slowly

Click to edit Master title style Collaborative partnerships Building collaborative partnerships – works best where there is no actual or potential competition or conflict Other EPs Other businesses

Click to edit Master title style Commissioner/provider Timescales in developing commissioning relationships Schools as commissioners The commissioning and delivery cycle Charging policy and practice Cash flow