social enterprise in sbhg -...

Social enterprise in SBHG

• We have Staying First, an independent charity and SE as a

subsidiary in the Group

• Started as a separate charity with just two contracts and 300k

turnover

• Joined the Group in 2000

• Now has 60 staff and 20+ volunteers per day and £4.0m turnover

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• Consists of Furnish, a reuse and recycling SE with £2.5m

turnover expected. 700 volunteers pa. 34,000 sq ft depot and

10,000 sq ft shop. Now providing Social Fund contracts to 5 LA’s

• Painting and Decorating, offering internal and external painting

services. 6 staff.

• Adaptations and Home Improvement Agency. 6 contracts

• Housing Advice in RBKC and debt and welfare advice for 6 RPs.

8 staff

• Small repairs in RBKC. 1400 clients last year.



• Over 50 different sources of funding , including SBHA contracts, LA

contracts, contracts with other RPs, charity funding, commercial

contracts

• Free IT, Finance, HR and office space and volunteer support

• Buy in adaptations, welfare benefit/debt advice, discounted furniture,

painting services without VAT

• Each ‘project’ has a costed plan with varying contributions to Staying

First

• Overall SF has built up 800k of reserves and SBHA has donated 800k

to fund three years of bought services



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Within SBHA

InComE project.

Supports overcrowded young social housing tenants into work or

education and their own home for up to 3 years with support from

SBHA. 15 participating RPs providing homes for 7 Boroughs. 200k

turnover.

Bidding to double in size

Umbrella Team

£250k invested in a project to offer at home services for

older/vulnerable people as a one stop service.

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And in partnership…

Academy4Housing

A new charity and SE set up by a cash injection from 4 RPs, (SBHG,

TVHA, Gateway and Sentinel)

Offers resident and staff training, apprenticeships and CIH/NVQ

training and accreditation

How…Thames Valleys own Training Centre put into the pot as the

initial catalyst.

Other partners share the ethos and mindset.

Over 750k turnover this year.

www.academy4housing.com

http://www.academy4housing.com/

And in partnership

• Business Launch Pad

• Supporting BLP to provide enterprise mentoring and support to young

tenants. Providing grant and free accommodation.

• www.businesslaunchpad.org.uk

• Student@home

• Working with Student@home to provide computers and training to off-

line tenants in arrears.

• www.studentathome.co.uk

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http://www.businesslaunchpad.org.uk/

http://www.studentathome.co.uk/

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How do we do it?

Right mindset. Services as well as homes

Entrepreneurial staff in Staying First and SBHA

Willing to put money ‘at risk’

Buy services from the SE and use your purchasing power

See and take opportunities

Be prepared for failure with bids or to lose contracts over time…and

move on.

Governance. Staying First has its own Board that is focussed on its

success

Back room costs will kill bright ideas. Take them on yourselves.

Get senior staff to sell services wherever they go.

Working with others

• Finding the right Social Enterprises.

• Work out what will add value.

• 90+ on SocEnt website in London, 66 with Soc Ent Mark

• Being prepared to take a risk.

• See yourself as part of a supportive network.



Any questions?

• [email protected]

• [email protected]



mailto:[email protected]


Developments in the

VCSE Sector John Gillespie, ACEVO

VCSE Sector Context

• Consequences of Cuts

• Shift from Grant to Contract Funding

• Larger Contracts (including Payment by

Results)

• More competition from private

sector/mutuals

• Localism/ Social Value agenda

Some Responses

• Greater focus on Commercial side “we

are all social enterprises now”

• New forms of partnership within the

Voluntary sector

• Social Investment

•Consortium Development

New SPV type consortia

•Incorporation to form new legal entity

•Providers become members of this

company

•Hub and spokes operating model

Hub and Spokes Operating Model

Social ownership

• Owned and controlled by the members

• 2 tier governance:

Council of Members

Board

E.g. Knowsley Third Sector

Consortium

• 6 months process/ Working group

• Different from previous ‘contract

specific’ consortia

• Incorporated a new corporate entity

• Run as business

• Support from the LA and Knowsley

Housing Trust

Social Investment

• Reflects shift from grants to contracts

• Lack of development capital

• ... to engage with Payment by Results

opportunities

• ... to win larger contracts

Barriers

• Barriers, due to lack of investment

readiness

• Culture of risk aversity

• Social sector legal forms have led to

development of tailored forms of

investment.

E.g. Social Investment

Strategy for Hammersmith &

Fulham

• Creation of local loan fund? - Council

investment/business + high net worth

individuals.

• Matched by Central Government money

• Part repayable (i.e. investors will get

their money back)

•What do these

developments mean for the

housing

[email protected]


social enterprise in sbhg -...

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