6. Social Enterprise delivering
• Total value of new contracts achieved by the
Bryson Group in the last financial year.
£27.6 million
7.
8. Our impact in numbers over the
last 5 years
1,000,000 hours of care and support to
older people helping them remain in their
own home.
17,798 homes insulated.
250,000 tonnes of materials recycled.
9. 19,000 people helped to find a job
and develop their skills.
8,600 vulnerable children and their
families supported.
22,300 hours of advice and support
to people seeking asylum from across
the world.
12,800 people learned new skills and
enjoyed time on the River Lagan.
10. On a typical day we are delivering
over 22,990 services to families and
individuals and this short video clip
will give you a sense of the day in the
life of Bryson
A day in the life of Bryson
11. How social enterprise can become a
driver to create new jobs in a more
enterprising economy
15. Market Context
UNCLASSIFIED
Social
enterprises
need access to
new forms of
finance
This requires
increasing the
supply of capital
into the market,
and help in
evidencing social
value.
As well as
getting rid of a
range of legal
and financial
barriers
In essence,
levelling the
playing field
for social
ventures
The impact is
increased social
innovation,
remodelling of
public services and
more balanced
growth
16. Big Society Capital – Building
the Social Investment market
HSBC
Barclays
Lloyds TSB
RBS
HSBC
Barclays
Lloyds TSB
RBS
Big
Society
Capital
Big
Society
Capital
Dormant
Accounts
Dormant
Accounts
Social
Investment
Finance
Intermediaries
Social
Investment
Finance
Intermediaries
Investors seeking to
create a positive social
impact beyond financial
return.
Investors seeking to
create a positive social
impact beyond financial
return.
Social Enterprises
requiring capital to allow
the organisation to grow
to scale.
Social Enterprises
requiring capital to allow
the organisation to grow
to scale.
£600m capital
Operating Principles
Independent Transparent Wholesale Self-sufficient
17. Intermediaries
InvestorInvestorInvestorInvestor
Intermediary
•Bank
•Fund
•Social Impact Bond
•Market Infrastructure
Intermediary
•Bank
•Fund
•Social Impact Bond
•Market Infrastructure
FrontlineFrontline
InvestorInvestorInvestorInvestor
FrontlineFrontline FrontlineFrontline FrontlineFrontline
Management of:
•Risk assessment
•Social and Financial Performance
•Diversification
•Reporting
Increased capacity:
•Access to more pools of money
•Diversity of Funding
•Business support
•Reporting
18. BSC’S role
INVESTOR
Grow the social investment
intermediary market
Provide range of affordable and
appropriate finance for frontline
social organisations
CHAMPION
Increase awareness + confidence
in social sector and in social
investment
Work with sector to develop
standardised framework for
evidencing social outcomes
19. Big Society Capital: example
commitments
Outcome/
Beneficiary
Approach Product Intermediaries Front Line
Education/
NEET
Funding Social Sector
Organisations for
Payment by Results
contracts
Social Impact
Bond
Employment/
Long term
unemployed
Business franchises Loan Fund
Health/
Ageing and
Disability
Capital raising to
develop services
Charity Bond,
Social Enterprise
Fund
Community/
Community
Cohesion
Investment in
affordable housing
and community
energy generation
Specialist Funds
Investment Fund
investees
Community
Organisations
including Community
Land Trusts
Greater Merseyside
Connections
Scope
Tomorrow’s People
Triodos New Horizons
ThinkForward Social Impact
/ Private Equity Foundation
Franchising Works
Licence Fund
Investing for Good
Nesta Impact
Investing Fund
Franchisees
PURE
Community Generation Fund
Community Land & Finance
20. BSC Aims
Build a social investment market that supports organisations to:
•deliver social value from financial capital to become stronger and
resilient and more able to effect change
•attract capital on basis of real, sustainable and proven delivery of
social value
•innovate, replicate and grow new social business models (specific
intervention, public service, trading model)
21. A strong social
organisation• Mission Driven
Knows the change that it wants to make, who it serves and that can evidence that change
• Resilient
Strength and identity is shared by the Board, leaders, managers, staff and volunteers
• Sustainable
In the form of revenue streams, property, investments, diversified contracts, people, ideas and
practices
• Competent
Well organised and able to marshall it’s assets
Northern Rock Foundation Third Sector Trends Study: Journeys and Destinations
22. A strong social
sector• Turnover
– 63% of social enterprises expect their turnover to increase in the next 2 to 3 years
compared to 37% SMEs
– 22% of social enterprises had a decrease in turnover compared to 31% of SMEs
– 38% of social enterprises increased their turnover compared to 29% of SMEs
• Trading
– The most common source of income (32%) is trade from the general public
– Almost half of all social enterprises now trade with the private sector
– The proportion of trade with the public sector is increasing
– 79% attracted new customers or clients
• Ethos
– 30% of social enterprises state their principle trading activity as Education and/or
Employment and skills
– 38% of social enterprise leaders are women and 15% are from BAME communities
– 52% actively employ people who are disadvantaged in the labour market
SEUK: State of Social Enterprise Survey 2013: The People’s Business
23. At their best, charities and
social enterprises are
already at scale, are
resilient and can be very
innovative
23
£156m
Turnover Activity Structure
Care services, information, products, training and research
Charity with social
enterprise arm
£81m Drug recovery and criminal rehabilitation interventions Charity
£193m Services and information for people with disabilities Charity
£76m Community leisure and fitness facilities Social enterprise
Greenwich
Leisure
£90m Community health care services (NHS spin-out) Community Interest
Company (CIC)
Many have been
resilient in the
downturn
Many are highly
innovative in their
approach to social
issues
Org
tackles re-offending via tailor-made packages of training and peer-led support,
accommodation and other services
reduces the number of children at risk of care in Essex County via targeted multi-
systemic therapy to troubled families to strengthen their capacity to cope
56% of social enterprises reported an increase in turnover during the recession and
are 20% more likely to survive for five years than the average UK business1
In 2011, 58% of social enterprises reported growth in the previous year whilst only
28% of SMES did2
1) NCVO, UK Civil Society Almanac (2010) 2) The Boston Consulting Group (2012) 2) SEUK, Fightback Britain (2010) 4)
Some social
organisations are
already at scale
and providing vital
services
24. Opportunity
- BSC represents a significant pool of money available to
be invested
- Enabling policy environment
- Change in society’s attitude towards how individuals and
organisations spend and invest
- Understanding the link between evidencing social value
and sustainability business
Opportunity for social organisations to grow and scale
their impact
25. Are you seeking Social
Investment?
Social Sector Organisation
Directory of Intermediaries
www.bigsocietycapital.com
Social Finance Intermediary
Online Expression of Interest
www.bigsocietycapital.com
28. Slide 28
6 years since Northern Ireland’s Wile E. Coyote moment
The ‘NICE’
Decade
The ‘RUDE’
Awakening
Have we hit
bottom yet?
29. Slide 29
Is the Northern Ireland economy experiencing a recovery?
“Yeah, but, no but, yeah but…”
Increasingly Economists are sounding like
Vicky Pollard
30. Slide 30
NI recovery underway in terms of output…
Private Sector Business Activity - PMIs
30
35
40
45
50
55
60
65
Aug-04 Feb-06 Aug-07 Feb-09 Aug-10 Feb-12 Aug-13
NI UK RoI
Source: Markit & Ulster Bank NI PMI
50 = threshold between expansion / contraction
ExpansionContraction
**PMI Surveys Exclude Agriculture & Public Sector**
31. Slide 31
…and in terms of employment
NI & UK Full-Time Annual Employment Growth
Employee Jobs
-15%
-10%
-5%
0%
5%
10%
Jun-93 Dec-95 Jun-98 Dec-00 Jun-03 Dec-05 Jun-08 Dec-10 Jun-13
Y/Y
UK NI RoI
Source: CSO, DFP & Nomis
32. Slide 32
NI Recovery Checklist
• New Car Sales Up
• Unemployment
falling
• Business activity up
• Mortgage activity up
• Employment up
33. Recovery Checklist
• Insolvencies rising
• Retail vacancies
• Disposable income
• Construction jobs
• Housing starts
• Inward migration
34. Slide 34
The economy may have stopped falling but it still
remains pretty frazzled
35. Slide 35
Northern Ireland Employment
(Employee Jobs)
-40%
-30%
-20%
-10%
0%
10%
All Sectors Services Manufacturing Construction
Peak to Trough Recovery from Trough Q2 2013 Relative to Peak
Source: DFP, QES
NI’s employment recovery has been limited so far
36. Slide 36Slide 36
Consumers are experiencing ‘spreadsheet recovery’
Source:
The Economist
Computer says Yes. But consumer says No!
37. Slide 37
No sign of a meaningful recovery with household incomes
UK Average Weekly Earnings & CPI Inflation
1.0%
2.7%
0
1
2
3
4
5
6
Aug-01 Aug-03 Aug-05 Aug-07 Aug-09 Aug-11 Aug-13
%
Ave Weekly Earnings 3m Y/Y % (Excl. Bonuses) CPI Y/Y
Source: ONS
Income
squeeze
Does not include taxes
or changes to benefits
NICE
Decade
38. Slide 38
Headline inflation understates the true picture
Cumulative % Change in UK Consumer Prices
since 'Credit Crunch' began (Aug 07 to Aug 13)
10.8%
20.7%
0%
10%
20%
30%
40%
50%
60%
70%
Food &
Non-
Alcoholic
Beverages
Food Electricity
Gas &
Other
Fuels
Transport
Fuels &
Lubricants
Transport
Services
Total CPI Average
Earnings*
Source: ONS, *Average Earnings as of July 2013
42. Slide 42Slide 42
UK Public Sector Net Debt
0
250
500
750
1000
1250
1500
1750
2000
2001-02 2003-04 2005-06 2007-08 2009-10 2011-12 2013-14 2015-16 2017-18
£Bn
Source: ONS, OBR March 2013
One Trillion Pounds of Debt
1.5 Trillion Pounds of Debt
…the National Debt totaliser is still rising!
46. Slide 46Slide 46
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I would like to welcome you all here today to the Bryson Annual Conference. We hope you got the opportunity to see the diversity of the Bryson Group as you arrived in the exhibition area. Bryson Group today held it’s 107 th annual general meeting which is a significant achievement for this organisation which has such a long history. We remain focused on supporting our ageing population; promoting community capacity and resilience; creatively challenging unemployment and helping build sustainable lifestyles through our social enterprise model. Our strap line building better futures is rooted in everything we do. Looking to 2014 and beyond we anticipate new challenges and business opportunities, including the development of a new social investment market place, capable and willing to invest in social enterprise growth. We are planning to grow our services further both in terms of diversity and also geographically.
Bryson is committed to excellence and in the last year I am delighted and proud that the organisation was awarded the Ireland Excellence Award accrediting the group with the European Framework for Quality Management. A equally fantastic achievement was being awarded the UK Social Enterprise of the Year 2012 awarded by the UK Private Business Awards, demonstrating that Bryson can compete with the best in the UK and that our social enterprise model is recognised as a leading example across these islands. We are delighted to note that we have moved from sixth to third position in the recent RBS SE 100 index for social enterprises. I want to how hand you over to John McMullan the CEO of the Bryson Group who will provide some more detail on the achievements over the last financial year.
Thank you Hugh and I would like to take this opportunity to welcome you all here today as Hugh mentioned we held our 107 th AGM earlier this morning and it is great to be able to share with you all that through the hard work and dedication of our staff and volunteers we have had another very successful year in terms of our operational turnover of £34 million across the group. This is an outstanding performance in a period of severe economic downturn including for us a lost of contracts and business worth in the region of £1.85 million from Bryson Recycling (Banbridge) and Bryson FutureSkills (Step Ahead Programme).
But more significantly during the last financial year the Group companies through our social enterprise model have been actively tendering for new contracts and business with a total value of £27.6 million achieved. This includes us moving into new geographical markets and also new areas of work. Some examples of this are: Doubling our recycling services in Donegal and winning our first recycling contract in GB (Conwy North Wales), Successfully tendered for a new employment training contract in Foyle through Bryson FutureSkills Awarded the contract to manage SureStart in Lisburn and Bangor creating the best early years support for young children. Bryson Energy also received funding from Oak Foundation and Atlantic Philanthropies to tackle issues around fuel poverty and vulnerable adults in association with the University of Ulster Plus I am very pleased to announce that just in the last two months we won a major contract from Belfast City Council worth £5.6 million to deliver their kerbside recycling service in the City and other contracts bid for with gross value of £10 million.
None of this would be possible without the commitment and dedication of our staff and volunteers. Our staff levels have increased by 5% in the last financial year and we how have almost 700 staff and 128 volunteers but over the last 5 years we have increased our staff base by 13% (80 new jobs) During our recent European Framework for Quality Management (EFQM) assessment – one of the assessors described the enthusiasm, passion and drive of the Bryson Staff shone through – this is were the strength of Bryson lies and we are bringing together almost 1/3 of our staff to a celebration event this afternoon to acknowledge long service and recognise their hard work. 17 staff who have achieved 10 years 10 staff between 15 and 20 years service 4 staff between 25 to 30 years service
Bryson has been at the centre of social development in Northern Ireland for over 100 years – building social housing in the 1920’s, developing citizens advice (CAB) in the 1940’s, decades of experience of developing new approaches to social care, spinning out new organisations such as Extra care, VSB and Homestart. The 1980’s we lead policy and development on fuel poverty, 90s to the 2000 developing new approaches to recycling, social enterprise and most recently social franchising But in the last 5 years we have delivered the following: 1 millions hours of care and support to older people helping them to remain in their own home. (In the last year we delivered over 240,000 hours of care) Over 17,700 homes insulated – tackling fuel poverty (In the last year we carried out 5276 benefit assessments – identified average weekly unclaimed benefits of almost £37 per week with a total amount of £4.53 million – we are more than just insulation measures.) 250,000 tonnes of materials recycled – (In the last year we sold 35% into the NI manufacturing market supporting circa 1000 local jobs – 80% of our materials are remanufactured on these islands)
19,000 people helped to find a job and develop their skills – (In the last year we supported 1000 people per day and 34% of our clients progressed to full time employment) 8,600 vulnerable children and their families supported from Donegal to Downpatrick. (In the last year we worked with almost 1200 children and their families to create supportive parenting and avoiding children going into care) 22,300 hours of advice and support to people seeking asylum from across the world (In the last year we provided over 3000 hours of support to asylum seekers and developed our structure to embrace An Munia Tober (Traveller Community Support Organisation) 12,800 people learned new skills and enjoyed time on the River Lagan (In the last year we have 4150 participants and currently in the first 6 months of this financial year we have had over 5000 participants and were delighted to deliver the Dragon Boat event for the World Police and Fire Games)
We are now based in 37 locations right across Northern Ireland from Enniskillen to Derry and more recently across Donegal and Conwy in Wales. On a typical day we are delivering over 22,990 services to families and individuals and this short video clip will give you a sense of the day in the life of Bryson
UNCLASSIFIED
Ulster Fry Index up 42%
PWC Said 2 problems with failed chains. Too many stores 2. Too little multi channel activity
