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Workshop – NHS Social Enterprises  ,[object Object]
E-learning Pilot ,[object Object],[object Object],[object Object],[object Object],[object Object]
E-learning Pilot ,[object Object],[object Object],[object Object],[object Object],[object Object]
E-learning Pilot ,[object Object],[object Object],[object Object],[object Object],[object Object]
Case Studies ,[object Object],[object Object],[object Object]
Stakeholders  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],•  Staff  •  Service users  •  Community  •  Commissioners  •  Economic Partnerships •  Local government
Social Enterprises - Future ,[object Object],[object Object],[object Object],[object Object],[object Object]
Contact  ,[object Object],[object Object],[object Object],[object Object]

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E learning resources and understanding social enterprise - Big Society & Localism - Workshop

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Hinweis der Redaktion

  1. Open up the discussion based on grouping them into 3/4/5 sets dependent on numbers attending – then give them 10 – 15 or 20 minutes to discuss these questions dependent on time available at this point. Facilitate the discussions and advise on any issues where possible.
  2. Good social enterprises understand and effectively manage their relationship with key stakeholders – and its essential to make this an early objective in the business planning process – map out clearly who are the key stakeholders and what, when and how you will communicate with them, and how they will play a role in supporting developments going forwards. Good interaction and working with these key stakeholders really does matter for social enterprises specifically – because of the importance of engaging with the social beneficiaries and working with those who can help in this achievement.
  3. Finish with pointers to RISE contacts and encourage them again to use the website to sign up for newsletter and contact details.