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The development of social enterprise initiatives within nonprofit organizations is a complex activity and the disruptive challenges of accommodating commercial processes within social organizations are often underestimated. This article is based on research that tracks four nonprofit organizations as they endeavor to develop their first social enterprise activities. Using a lens of institutional logics with the emerging empirical findings, six discernible differences are identified between nonprofits and for-profits which usefully inform our understanding of the challenges of accommodating both commercial and social logics. Building upon existing theory, this article offers a typology of structural options for a social enterprise that nonprofits might consider, with illustrative examples from the research findings.

The main aim of the evaluation was to identify the strengths and weaknesses of the service in order to contribute to its further development and sustainability. The study was carried out in partnership between Lincolnshire Adult Social Care and Lincolnshire Primary Care Trust. A secondary aim was to determine the impact of the service on the quality of life and independence of service users using appropriate scales. These measurements were performed in parallel with an audit of the performance and cost effectiveness of the service. Service users, carers and staff all contributed to the evaluation. Initial results have indicated a positive response to the equipment, with a reduction in anxiety and increased independence for both the service user and carer.