1. The Society of Rehabilitation & Crime Prevention, HK Bright Services Company November 1, 2005

2. Program History & Development of BS AchievementsExperiencesChallenges Future of BS

3. History & Development Start from a concept of social investment 1999 - $5M from JCCT for 2 yrs $5M used for 6 yrs (till Sep. 2005) Start from removal services 3 main businesses: removal, cleaning and logistics Other businesses: dog training, repair and maintenance

4. History & Development 1 Manager 2 Clerks 2 Team leaders cum drivers 2 Team leaders (supported by other fund) Core workers Trainees 1 – 10-ton 2 – 5.5-ton 2 - van

5. History & Development Major business partners Park’N Shop Park’N Shop Kowloon Motor Bus Kowloon Motor Bus Labor Department Labor Department Trade Development Council Trade Development Council

6. Achievements Monthly income: $270K Monthly Gross surplus: $90K Job opportunities for 90 persons Ex-offender 1:2 Unemployed 800 man days / average 9 days per worker A total of HK$180K as salary (not including salaries of full time staff) Average monthly salary: $2K Full time worker ($5,000↑) – 10 Part time worker ($3,000) – 20

7. Achievements Project No. of Beneficiaries per year Annual Investment SE50$1058K IEAP110$700K On the job 18$325K Sunny Way 33$700K Bright Services 300$200K

8. Experiences Concept of social disability Employee structure Business Vs welfare principles Business development strategy Social enterprise not a cure-all Specialist Vs generic employment services

9. Social Disability Social Vs Physical Vs Mental Disability Offenders Vs Unemployed Motivation and productivity issues Low level of social acceptance

10. Employee Structure Management & administrative staff Team leaders cum drivers Core workers Vs Trainees Work in transition – expecting workers to leave BS if ready Employee perception – BS as welfare service?

11. Business Vs Welfare Principles Earning money to support services Business as training ground Looking for real business but not special treats Dilemma of Costing – minimizing cost to maximize profit?

12. Business Development Strategy Issues of Investment Lack of Experience and Expertise Management Orientation

13. Social Enterprise not a cure-all Social enterprise is a critical and necessary element of employment services A full spectrum of employment services required and provided by SRACP

14. Specialist Vs Generic Services Recognizing special needs and characteristics of a specific target group Recognizing expertise: knowledge and skills consolidated to effectively help our target group

15. Challenges Challenges to NGOs Challenges to social workers Challenges to business sectors Challenges to BS

16. Challenges to NGOs Initial setup cost: tangible and intangible Burden to breakeven Lack of business experience and expertise Difficulty of recurrent investment Temptation to treat social enterprise as a mere business or service

17. Challenges to social workers A business mind required? Training and coaching issues

18. Challenges to business sector Opportunities with large business Competition with SME? Social enterprise is SME Social responsibility is the backbone of Social Enterprise Competition is there but would be fair

19. Challenges to BS A welfare mind to manage a business? or A business mind to manage a welfare service?

20. Future of BS Myth of Breakeven Point Business strategy

21. Myth of Breakeven Point Operating deficit as investment? Idea of maximization: profit Vs beneficiary Vs outcome, which comes first?

22. Business Strategy Consolidating main businesses Developing new businesses Partnership with NGOs and businesses Looking for long term business relationship Emphasizing quality – avoiding lowest price approach

23. Thank you very much!