Presentation on theme: "Social Enterprise Means Business Social Enterprise Means Business Workshop."— Presentation transcript:
Social Enterprise Means Business Social Enterprise Means Business Workshop
John McGowan Enterprise North West Social Enterprise Means Business Workshop
Frankie McCourt & Sharon Polson Invest NI Social Enterprise Means Business Workshop Social Entrepreneurship Programme
Social Enterprise Means Business 4 March 2013 Sharon Polson
Invest NI’s Social Entrepreneurship Programme January 2013 – July 2015 Targets: New Starts Jobs Wealth Creation Focus on areas of economic disadvantage
SEP Delivery NI Wide Sub regional contracts Recognition of Partner Delivery
Invest NI related activity Jobs Fund – Franchising Programme & Employment Grants Small Business Loan Fund
Partner & Stakeholder links DETI led SEPG SEP stakeholders group Social Enterprise NI
Support to growth in the sector Challenges: Access to Finance Access to Skills Access to Markets
Towards a new customer model…. From 2,000 businesses to c.100,000 businesses “Wider business base” approach From “client” to “customer” “Contractual” no longer the only relationship Standardised 1 : many solutions Bespoke 1:1 solutions Importance of PARTNERS in delivery model
BESPOKE, NEGOTIATED SOLUTIONS Direct delivery to segments Driving economic outcomes Overall Business Base Export Prospects Export Starts Global Starts Entrepreneurs & Innovators A Customer Segmentation Model Growth Scaling International Companies & Markets Delivering services through sub-regional partners Standardised solutions to support growth Web-enabled portfolio management Overall business base c. 126,000 businesses Negotiated solutions to c.2,000 businesses
Juliet Cornford Social Enterprise NI Social Enterprise Means Business Workshop Social Economy Work Programme
Derry~Londonderry UK City of Culture 2013 Enterprise week
The Consortia was formed following a public meeting in March 2012 and is made up of Social Enterprises, Social Entrepreneurs and those closely engaged in the sector including: Northern Ireland Bryson Charitable Trust Business in the Community CO3 Cunamh ICT Employers For Childcare Charitable Group Irvinestown Trustee Enterprise Company Rural Development Council Northwest Community Network Work West UK and Scotland SE Academy SE Mark SENSCOT
Government definition A social enterprise is a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners.” A social enterprise is a community
The Social Enterprise umbrella covers Consumer co-operatives (circa 1840s) Housing associations (1900s) Trading arms of charities (1940s) Credit unions (1960s) Workers’ co-operatives & employee-owned firms (1960s) Community businesses & community enterprises (1970s) Development trusts (1980s) Social firms (1990s) Intermediate labour market projects (1990s) Social businesses (1990s) Dates in brackets indicate when this type of enterprise first started In the UK Did you know? The 6th most popular coffee brand in the UK is owned by CaféDirect The Co-operative is Britain’s biggest farmer with 85,000 acres of land
What may not be not social enterprises? Innocent (Coca Cola), The Body Shop (L’Oréal), Ben & Jerry’s (Unilever) all sold wholly or in part to make millions for the founders. Companies whose brand may be defined by ethical trading and social concerns are not necessarily social enterprises in that they generate profit for individuals
Value of Social Enterprise to the economy Social Enterprises are now growing faster than SMEs and contribute around £24 billion GVA (Gross Value Added) to the UK economy Are most likely to start-up and work in many of our most deprived communities Reinvest in the communities where they are based Are accountable to their customers and communities, involving them in business decisions
SE and Government Priority area in programme for Government Cross departmental cooperation across 9 areas to promote cohesion and growth Jointly exploring issues such as Asset transfer and Social Enterprise incubation Hubs
DETI Strategic Objectives of the Work Programme Objectives Promote and raise awareness of Social Enterprise Represent the collective interests of the sector Provide impetus for collaboration Promote good practice Communicate existing support programmes Develop new products to aid sustainable development
Headline events Meet the Buyer Local regional networks Series of seminars and master classes on the hottest topics Social Ambassadors programme Development of an all party working group Social Enterprise Qualification Speed Networking Showcase Events Skills bank Seminars and Master classes Annual Awards Ceremony and Conference Crowd funding
Regional networks Local and relevant to your area Space to learn and share best practice Develop local action plans Host showcase days Develop thematic groups e.g. Disability Develop themes for Master Classes Access to Social Ambassadors Take part in Action Learning Sets Signposting, bespoke support and advice Develop your own network of support Develop partnerships Trading opportunities
Director & Southern Co-ordinator: Juliet Cornford email@example.com firstname.lastname@example.org Central Regional Coordinator: Amanda Johnston email@example.com firstname.lastname@example.org Northwest Regional Co-ordinator: Denise Crossan email@example.com firstname.lastname@example.org Western Regional Co-ordinator: Tiernach Mahon email@example.com Contact us 028 9267 3223
Founded in March 1906 Aim: To do permanent good to the deserving poor Belfast Charitable Organisation Society1906 Belfast Council of Social Welfare1920 Belfast Voluntary Welfare Society1974 Bryson House1986 Bryson Charitable Group2006
Mission Statement Bryson Charitable Group is a Northern Ireland charity committed to identifying and developing sustainable responses to existing and emerging social needs.
Social Enterprise Tendering and contracting for service; Full cost recovery – longer term contracts; Residual profits reinvested for social good - no shareholder distribution An enterprising business-based approach to achieving social aims.
Where we work We operate out of 33 offices and have 657 staff and over 130 volunteers working across Northern Ireland and Donegal. In the last year we delivered over 25,700 services per day to families and individuals right across Northern Ireland and Donegal. Milford Stranorlar
Group Structure Bryson Intercultural Wholly owned subsidiary Bryson Intercultural Wholly owned subsidiary Bryson Recycling Wholly owned Subsidiary Bryson Recycling Wholly owned Subsidiary Bryson Energy Wholly owned subsidiary Bryson Energy Wholly owned subsidiary Bryson LaganSports Wholly owned subsidiary Bryson LaganSports Wholly owned subsidiary Bryson Charitable Group Registered Charity and Limited Company Bryson Charitable Group Registered Charity and Limited Company Bryson CareWest Wholly owned subsidiary Bryson CareWest Wholly owned subsidiary Bryson FutureSkills Wholly owned subsidiary Bryson FutureSkills Wholly owned subsidiary Bryson Care Wholly owned subsidiary Bryson Care Wholly owned subsidiary
EFQM Excellence Model Organisational Focus Investors in People (IiP) People Focus CSE/ISO/IQRS/ RQIA/NISCC Customer Focus Excellence Strategy 3-pronged Approach Focuses on ensuring that the quality of the organisation and its people deliver high quality services to its customers; validated externally through inspections and accreditations.
Bryson is a Busy Place (figures for 2011/12) Reception dealt with over 58k calls Provided over 252k hours of care to over 4,200 people Recycled 48,930 tonnes of materials from 420k homes Provided energy advice to over 106k homes Everyday we provide over 25,700 service episodes 96.4p in every £1 spent on services
Case-study- Warm Homes Laurence Arbuckle Senior Manager March 4 th 2013
Background Bryson Energy formed in 2007 - merger of three energy agencies in Derry, Belfast and Enniskillen Main areas of work - fuel poverty scheme management, energy efficiency freephone and outreach advice, home visits, oil brokering, energy/waste education, benefits, wind community fund management Better business opportunities by merger – but short-term challenges e.g. staffing, terms and conditions, additional travel
Benefits Pool resources - fund a development manager Able to bid for NI wide contracts End negative competition/duplication Provide cross north service – no gaps Turnover in 2011/12 of over £9M and this is expected to rise to £10M for 2012/13. We currently directly employ 50 staff plus 40 others indirectly through sub-contractors
Warm Homes - Background Our primary contract is Warm Homes Main government fuel poverty programme – heating and insulation, benefits assessments Two contractors – private sector company + Bryson 13 of the 26 Council areas since July 2009.
Social Enterprise Bryson Energy believes our Social Enterprise model delivers this public service contract differently from public and private sector norms. We add value to the service and advance social policy
Benefits to the wider community from a social economy approach
Examples Exceeding Contractual Requirements on Warm Homes Contractual target of 4,500 homes @ fee of £115 per job Total homes 2010/11 - 5,404 An additional 904 jobs without the £115 fee That’s an additional £103,960 we contribute through our social enterprise model
Benefit Report Commissioned a report at our own cost to see how many people take up the additional benefits we have identified and the monetary values and why others don’t. Cost - £3k taken from Bryson Energy reserves. Private WHs contractor is not partnering us as no funding to do this but we believe for a little effort and cost we can increase income and therefore quality of life. Our independent Report through UU shows that increased income for successful applicants averaged £2,448 in the first year (£47 per week)
Maximising & Entitlement Checks We are required to do benefit maximisation checks by programme For those not on the required benefits, we introduced entitlement checks to see if we could get more people onto the scheme or increase their income. We did twice as many benefit checks as the private sector contractor, these are low profitability.
Signposting Clients who are not eligible for Warm Homes are directed to our 0800 Freephone which provides independent and impartial advice and details of all grants – continually updated
Sub-contractors The Bryson business model approach is to subcontract the installation of measures currently using 6 companies supporting some 43 staff across our service region In 2010/11, we put £4m back into local communities through subcontracting. Cheaper and more profitable to do in-house. We encourage our subcontractors to employ apprentices. (Nine new apprentices were employed in 2009)
Training We spent £13k in 20010/11 on training our staff. Examples include NEA training on dealing with vulnerable customers & benefit training through law centre. Home Surveys & Energy Performance Certificates Energy Efficiency & Renewable Energy Management training
Challenges for the social economy The first difficulty for any Social Enterprise was to meet the requirement of a £10m turnover, we were fortunate in this respect through the wider Bryson group Requirement for Excellence Strategy- 3-pronged Approach – expensive to acquire and maintain – Organisation (EFQM), – Staff (IIP) and – Customer (CSE/ISO/IQRS/RQIA/NISCC) Focuses on ensuring that the quality of the organisation and its people deliver high quality services to its customers - validated externally through inspections and accreditations.
Other social benefits WH subsidises less profitable but socially essential services in Bryson Energy such as independent Energy Advice, schools programme or projects not funded at all such as oil brokering Hardship Fund - We have developed a Hardship Fund Local employment - employing people directly in local regions and rural areas through offices in Enniskillen and Derry and indirectly through sub-contracting
Understanding Social Franchising and the support available Stephanie Reid Business Services Executive
Nearly every problem has been solved by someone, somewhere. The frustration is that we can’t seem to replicate (those solutions) anywhere else. Bill Clinton
What is Franchising? A business method that involves the licensing of Trademarks and Ways of doing business TERMS Franchisor: owner Franchisee: purchaser
Structure of the Franchise Network Global : Brand Developer / Franchisor Country : Master Franchisee Local Franchisees
Franchising Sectors Advertising Automotive B2B Care Children’s Cleaning & Maintenance Computing Delivery Fitness Food and Drink Health Fitness & Beauty Pet Photography Print & Design Property Care Sport
“The statistics on business start ups show that becoming a franchisee is a far safer route into self-employment than starting up a new business alone. The average annual commercial failure rate of franchise units has been less than 5% each year since 2001. ‘...around 90% of new franchise businesses are still operating after 5 years, compared with 30% of other types of business start-up.” Keynote Report on Franchising, 2010, quoted in ‘Scaling up for Success by The Shaftesbury Partnership
GM Low Carbon Economic Area for the Built Environment Michael O’Doherty Assistant Director Housing Manchester CC _______________________________________________________________________________________________________________________.