DOCSLIB.ORG

National Treasury Management Agency

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
National Treasury Management Agency National Treasury Management Agency Annual Report & Financial Statements 2019 THE NTMA IS A STATE BODY WHICH PROVIDES ASSET AND LIABILITY MANAGEMENT SERVICES TO GOVERNMENT. ITS PURPOSE IS TO MANAGE PUBLIC ASSETS AND LIABILITIES COMMERCIALLY AND PRUDENTLY. CONTENTS INTRODUCTION Chairperson’s Statement 4 Chief Executive’s Review 6 BUSINESS REVIEW Funding and Debt Management 8 Ireland Strategic Investment Fund 20 National Development Finance Agency 30 NewERA 38 State Claims Agency 48 GOVERNANCE AND CORPORATE INFORMATION Agency Members 60 Governance Statement and Agency Members' Report 62 Committee Reports 68 Risk Management 71 Management Team 75 FINANCIAL STATEMENTS 79 PORTFOLIO OF INVESTMENTS – ISIF 209 EXPLORE ONLINE SOCIAL MEDIA Visit our website to find Follow us and out more: www.ntma.ie join the conversation FUNDING IRELAND NTMA AND DEBT STRATEGIC AT A MANAGEMENT INVESTMENT GLANCE FUND The NTMA is responsible The NTMA controls and manages for borrowing on behalf of the the Ireland Strategic Investment Fund 2019 Government and managing (ISIF) which has a statutory mandate the National Debt in order to to invest on a commercial basis in a ensure liquidity for the Exchequer manner designed to support economic and to optimise debt service costs activity and employment in the State. over the medium term. Long-Term Issuance Investment Performance €15BN €1BN €14.4bn of benchmark bond issuance at accumulated returns since inception a weighted average yield of 0.9% and a by end-2019, investment returns of weighted average maturity of 16.4 years. +5.1% in 2019. The balance was in private placements - two 100-year notes and a new inflation linked bond maturing in 2045. Syndicated Tap of Ireland's Investing in Ireland First Sovereign Green Bond €13BN €2BN the total commitment to Ireland raised at a yield of 0.229%. The including co-investment by private transaction saw demand from more sector partners. ISIF committed €442m than 130 individual accounts. in 2019 across 21 investments bringing the total ISIF commitment to €4.6bn. Falling Debt Economic Impact Service Costs Responding to the housing crisis €5.0BN 3,000 NEW HOMES was the cash interest cost of the National sold by end-2019, 6,500 new homes Debt in 2019, a decline of almost 13% under construction and funding compared to 2018 and more than advanced for a further 5,500. 30% below the 2014 peak. Read more page 8 Read more page 20 NATIONAL NewERA STATE CLAIMS DEVELOPMENT AGENCY FINANCE AGENCY Acting as the National Development Through NewERA, the NTMA Acting as the State Claims Agency Finance Agency (NDFA), the provides a dedicated centre of (SCA), the NTMA manages personal NTMA provides financial advisory, corporate finance expertise to injury and property damage claims procurement and project delivery Government, providing financial against the State and State authorities services to State authorities on advice to Ministers regarding their and provides related risk management public infrastructure projects. shareholdings in major commercial services. It also manages claims for State bodies. legal costs against the State and State authorities, however so incurred. Delivering Projects Growth in Activity Estimated Outstanding Liability €1.3BN 138 €3.6BN the estimated total capital value of the number of Portfolio company the State Claims Agency was managing a range of education and housing assignments on which NewERA 11,580 active claims with an estimated projects being delivered by the provided financial analysis and, outstanding liability of €3.6bn at NDFA. where appropriate, recommendations end-2019. to Government Ministers. Providing Financial Advice Dividends Settling Claims €5.7BN €261M 54% providing financial advice on PPP in combined dividends were received over half of cases resolved by the (procurement, construction and operations) by the Exchequer from bodies within State Claims Agency in 2019 were and other infrastructure projects in different NewERA’s remit in 2018/19. resolved without court proceedings sectors including housing, climate action, being served. transport and education with an estimated capital value of €5.7bn. Social Housing PPP Advice – Capital Expenditure Reducing Legal Costs 1,500 €2.2BN 39% new social homes will be delivered by the of capital investment spend in the State Claims Agency settled 830 State through the Social Housing PPP 2018/19, more than three quarters bills of costs received from third Programme. The delivery is divided into of which related to the energy parties for €68m – a reduction of three distinct project bundles with and water sector companies. 39% on the amount claimed. construction of homes nationwide. Read more page 30 Read more page 38 Read more page 48 Introduction CHAIRPERSON'S STATEMENT Our Annual Report this year is published at a time of unprecedented challenge. COVID-19 has taken lives, placed an enormous burden on our health system and wider society, and triggered an economic shock with far-reaching consequences for jobs, livelihoods, employers and the State. The people who are charged with managing this public health emergency deserve great credit. I want to express the NTMA’s appreciation for the work being done throughout the country by healthcare workers, the emergency services, community groups, volunteers and everyone who has played a part in addressing the challenge we share. I also want to acknowledge the efforts being made throughout the NTMA – by the Board, the Management Team and by our colleagues at every level in the Agency – to ensure all aspects of the Agency’s critical work on behalf of the State and citizens continue uninterrupted in what I know are exceptionally difficult circumstances. The NTMA has always recognised the importance of contingency planning; of investment in robust technology and operational platforms; and of investing in our people and their continuous learning. The value and importance of these priorities is clearer than ever today as the Agency, along with every individual and every organisation in the State deals with the challenges posed by the COVID-19 crisis. The Agency has a strong track record in creating value for the State, during both good times and bad. The challenge which the organisation faces today is to continue to do so, in the most extraordinary environment the Agency has yet faced. The investment in technology has proved invaluable in the current crisis as the Agency's remote working infrastructure is tested in an unprecedented manner. All of the Board members and I have huge admiration for the manner in which everyone across the organisation has responded to the crisis and continued to be so productive despite the challenging environment. 4 Introduction Business Review Business Governance and Corporate Information Our systems and processes have been stress tested in real ISIF increased its green investment commitments, taking time and the fact that the Agency has continued to deliver the total amount committed to €349m by the end of 2019. across all its mandates is a testament to the investment in NewERA continued to play a leading role in driving climate people and processes. action and facilitating the sharing of best practice in climate Our 2019 Annual Report sets out the progress the Agency measures throughout its portfolio companies and semi-State made during the year in delivering on its wide variety of bodies, while the NDFA successfully implemented major mandates: Funding and Debt Management, Ireland Strategic climate-friendly initiatives in projects in which it had a Financial Statements Investment Fund (ISIF), NewERA, the National Development procurement or advisory role. Finance Agency (NDFA) and the State Claims Agency (SCA). I will conclude by drawing attention to the NTMA’s formal The Board and I will do all we can to provide leadership, reporting on the Agency’s gender pay gap for the second guidance, challenge and support to the Chief Executive year. While the data we report this year highlight the extent and Management Team in their efforts to continue the of the challenge we face in closing the gender pay gap, they progress outlined in this Report. also serve to demonstrate our commitment to improvement. My assurance to all our stakeholders is that the NTMA The Board and Management Team are excited about the will continue to tackle every challenge that comes our way Agency's Inclusion and Diversity programme, and are with commitment, innovation and a strong desire to provide committed to greater equality throughout the organisation long-term value for Irish citizens. We recognise that the Portfolio of Investments - ISIF and, while we recognise that the steps we take to achieve this NTMA, thanks to its range of mandates and expertise, is in a will take some time to deliver results, we will not use time as unique position to support Ireland’s recovery efforts and all an excuse. The task is urgent and we want our improvements our energy and efforts will be deployed with this goal at the to be meaningful, tangible and implemented quickly. heart of everything we do. On behalf of the Board, I thank Mary Walsh, who retired from Of course, we also remain mindful of the many significant the Board in December 2019, for her significant contribution challenges that existed before the emergence of COVID-19 and wise counsel to the Board over the past five years. 2019 and which will continue to require effective management. also saw the appointment of two new Board members, Brian These include the challenges posed by climate change, the O’Kelly and Rachael Ingle and I wish to take the opportunity to transition to a low-carbon economy, Brexit, housing and formally welcome them both to the Board. infrastructure deficits. Finally, I would like to express my appreciation to my fellow Given the particular long-term importance of climate change, Board members, the Chief Executive and the Management I am pleased to say that the NTMA has continued to make Team, and everyone throughout the NTMA for their hard significant progress in supporting measures to address work and for the diligence, skill and innovation that they climate change across a range of our business units.
Load more

Recommended publications
  • Microfinance & the Double Bottom Line
    Copenhagen Business School May 2012 Microfinance & the Double Bottom Line A study on how the Microfinance Sector can prevent Mission-Drift Author: Michael Fhima Cand.Merc.Int Supervisor: Peter Wad Number of pages : 111 Number of units: 179.862 Master Thesis Contents Acknowledgements………………………………………………………………………………………..3 Abbreviations and explanations………………………………………………………………………….4 Introduction……………………………………………………………………………………………….5 Research Question………………………………………………………………………………...6 Definitions and Explanations …………………………………………………………………….7 Delimitation……………………………………………………………………………………….7 Structure of thesis…………………………………………………………………………………7 Methodology………………………………………………………………………………………………9 Research purpose………………………………………………………………………………….9 Research design…………………………………………………………………………………...9 Data gathering……………………………………………………………………………………10 Primary data……………………………………………………………………………..10 Secondary data…………………………………………………………………………..10 Methodological approach in two research papers………………………………………………...11 ‘State of Practice in Social Performance Reporting and Management’…………………12 ‘Microfinance Synergies and Trade-offs’……………………………………………….12 Data Structure…………………………………………………………………………………….13 Research strategy…………………………………………………………………………………13 Choice of theories………………………………………………………………………………………...14 CSR in GCV – Principal / Agent…………………………………………………………………14 Governing through Standards…………………………………………………………………….17 Multistakeholder CSR…………………………………………………………………………….18 Theoretical Framework…………………………………………………………………………...19 Validity and reliabilty……………………………………………………………………………..19
    [Show full text]
  • Time to Touch up the CV? Beeb Launches Search for New Director General
    BUSINESS WITH PERSONALITY PLOUGHING AHEAD 30 YEARS LATER THE WIMBLEDON LOOK LAND ROVER DISCOVERY TO HEAD BACK TO HITS A LANDMARK P24 MERTON HOME P26 TUESDAY 11 FEBRUARY 2020 ISSUE 3,553 CITYAM.COM FREE HACKED OFF US ramps up China TREASURY TO spat with fresh Equifax charges SET OUT CITY BREXIT PLAN EXCLUSIVE Beyond Brexit, it will also consider “But there will be differences, not CATHERINE NEILAN the industry’s future in relation to least because as a global financial cen- worldwide challenges such as emerg- tre the UK needs to keep pace with @CatNeilan ing technologies and climate change. and drive international standards. THE GOVERNMENT will insist on the Javid sets out the government’s Our starting point will be what’s right right to diverge from EU financial plans to retain regulatory autonomy for the UK.” services regulation as part of a post- while seeking a “reliable equivalence He also re-committed to concluding Brexit trade deal with Brussels. process”, on which a “durable rela- “a full range of equivalence assess- Writing exclusively in City A.M. today, tionship” can be built. ments” by June of this year, in order to chancellor Sajid Javid says the “Of course, each side will only give the system sufficient stability City “will no longer be a rule- grant equivalence if it believes ahead of the end of transition. taker” and reveals that the other’s regulations are One senior industry figure told City ministers are working on compatible,” the chancel- A.M. that while a white paper was EMILY NICOLLE Zhiyong, Wang Qian, Xu Ke and Liu Le, a white paper setting lor writes.
    [Show full text]
  • The Social Enterprise Life Cycle
    DRAFT – Do not cite or circulate without the authors’ permission. The Social Enterprise Life Cycle by Dana Brakman Reiser and Steven A. Dean The Social Enterprise Life Cycle unfolds at two levels. Collectively, much of the work of advocates for the growth of the social enterprise sector has focused on legitimating the double bottom line through the development of specialized legal forms of organization. Their efforts have been extraordinarily successful in making such forms available, even cracking the gold standard of Delaware law. For social enterprise law to continue to catalyze the expansion of the sector, it must move beyond developing forms of organization to deploying tools for growth. Lawyers and legal scholars can and should turn to designing tools to help entrepreneurs and investors find and trust each other, and to persuade employees, consumers and other key constituencies to have faith in their resolve. Looking forward, social enterprise law might aim to help commitments to social missions survive over time, through successive owners and beyond the demise of any particular entity. This chapter will chart the challenges of The Social Enterprise Life Cycle, and offer legal tools and technologies designed to help social enterprise—and individual social enterprises—navigate its path. Just as social enterprise writ large seeks legitimacy, growth and, perhaps, a kind of immortality, so too do individual double-bottom-line ventures. Those social enterprises are all for-profit firms that pursue profits for owners while achieving social good. But they are not all alike. Social enterprises fill every conceivable niche in terms of the products they sell and the services they provide.
    [Show full text]
  • Sustainability Reporting and Performance Measurement Systems: How Do Small- and Medium- Sized Benefit Corporations Manage Integration?
    sustainability Article Sustainability Reporting and Performance Measurement Systems: How do Small- and Medium- Sized Benefit Corporations Manage Integration? Giorgia Nigri 1,* and Mara Del Baldo 2 1 Department of Economics, LUMSA University, Via Pompeo Magno 22, 00192 Rome, Italy 2 Department of Economics, Society, Politics, Urbino University, Via Saffi 42, 61029 Urbino, Iatly; [email protected] * Correspondence: [email protected]; Tel.: +39-3484987966 Received: 16 October 2018; Accepted: 26 November 2018; Published: 29 November 2018 Abstract: Benefit Corporations and B Corps represent alternative models of enterprise, often referred to as “hybrid companies” that bridge the for-profit and not-for-profit models. Italy is the first country outside the USA to pass Benefit Corporation legislation and introduce the Società Benefit. A large number of Italian Benefit Corporations are small- and medium-sized companies (SMEs), since SMEs are widespread within the entrepreneurial fabric and have great relevance in the Italian socio-economic context. A key issue in the emerging debate on small- and medium-sized Benefit Corporations concerns how these companies—with limited reach and considerable financial and human resource constraints—can effectively absorb their added social responsibility. In particular, such firms need to manage their dual mission, integrate social and environmental goals in their business model, and incorporate accountability mechanisms, all while scaling up and garnering the necessary resources to be economically competitive. Starting from these premises, this paper focuses on the performance measurement and reporting systems that are adopted by SMEs that are also Benefit Corporations, and investigates whether benefit impact assessment indicators integrate into an overall sustainability performance management system.
    [Show full text]
  • Alan Duffy As Well As Being HSBC Ireland’S CEO, Alan Is Also in Charge of the Company’S Corporate Banking and Security Services Businesses in Ireland
    The Business & Finance CEO 100 Index profiles Ireland’s business leaders and their career progression. The top 100 CEOs in Ireland work across the widest possible variety of industries, implementing long-term strategies, spearheading corporate culture and delivering strong results. COMMUNICORP GROUP Adrian Serle With Communicorp since January 2017, Adrian has spent over 20 years in media, predominantly UK radio. From 2000, he spent nine years with Emap where he operated local and national radio stations leading teams across TV, radio, magazines, digital and sales. In 2009 he joined Orion Media where he assumed roles as the Group Commercial Director and Group CEO. DELL EMC Aisling Keegan After beginning her career in New York, Aisling returned to Ireland 18 years ago to join technology giant Dell. In 2016, a year before Dell Technologies was formed in 2017, she was appointed chief integration officer for the UK and Ireland market, and more recently appointed vice president and general manager of the Dell EMC commercial business in Ireland. HSBC Alan Duffy As well as being HSBC Ireland’s CEO, Alan is also in charge of the company’s corporate banking and security services businesses in Ireland. He joined HSBC Ireland in 2006 and his experience of 25 years spans the US, Canadian, European and Nordic markets. He holds an MBA from the Smurfit Graduate School of Business. SHIRE Alan Walshe Alan Walshe heads up bio-pharmaceutical company Shire, which has been present in Ireland since 1994. After studying life sciences at university, he moved into commercial roles In the pharmaceutical industry and lead the foundation of a biopharma start-up before joining Shire.
    [Show full text]
  • Section 7 Social Audit
    WISE Section 7 Social Audit Introduction Social audit is the process which allows a social enterprise to determine what is happening within the organisation, and to identify what (if any) improvements need to be made. In this section we look at the following key topics: Topic 1: What is a Social Audit? When you have worked through this topic you should be able to: • list the benefits of carrying out a social audit • describe the scope of a social audit • identify the elements of social policy which already exist within your enterprise, and those which need to be further developed or created • set target dates for completing the process of creating any necessary elements of social policy for your social enterprise. Topic 2: The Process of Social Audit When you have worked through this topic you should be able to: • describe the six-stage process of carrying out a social audit • identify the tools you intend to use (if any) to assist with the social audit process. Topic 3: Sustainability When you have worked through this topic you should be able to: • explain what sustainability means for a social enterprise • describe some of the strategies used to achieve sustainability • identify at least four relevant strategies for sustainability which you can put into practice within your own social enterprise, together with target dates for their implementation. 122 WISE ı Section 7 ı Introduction Resource finder Organisation Website address Body Shop, Australia www.thebodyshop.com.au EnviroWindows (European environmental website) www.ewindows.eu.org Forum for the Future www.forumforthefuture.org.uk Institute of Social and Ethical Accountability www.accountability.org.uk New Economics Foundation www.neweconomics.org SIGMA Project www.projectsigma.com Social Enterprise UK www.socialenterprise.co.uk Sustainable Development – UK government www.sustainable-development.gov.uk The Industrial Society www.indsoc.co.uk VanCity Credit Union www.vancity.com Make a note here of any other helpful resources you find.
    [Show full text]
  • Managing the Double Bottom-Line of Microfinance Summary of a Baseline Study on Social Performance Management (SPM) of Cordaid Partner Mfis Presentation
    Managing the double bottom-line of microfinance Summary of a baseline study on Social Performance Management (SPM) of Cordaid partner MFIs Presentation During the past few years there has situation. But is it? Such is the growth in been an enormous growth in the field number and volume of institutes focusing of microfinance. Investors have become on microfinancing that microfinancing is increasingly interested in investing their seen to be a tremendous success. NGOs are money in this fast developing market. turning into MFIs, successful MFIs are, in turn, being bought up by commercial banks Ten years ago microfinance was dominated and one or two have even ended up on the by NGOs and social investors; nowadays, stock exchange. And at the other end of the a growing number of NGOs are developing market new, fledgling MFIs are emerging. into sustainable Microfinance Institutions But I feel we do not know enough about (MFIs) and besides social investors we can how the MFI clients themselves are doing. see a growing number of investors who are Are they experiencing the same growth? Are also interested in a high financial return in they truly able to develop and escape from the long run. And the market is big enough the poverty trap? What percentage of clients for everyone. It seems to be a win-win is actually successful? And not just briefly, Managing the double bottom-line of microfinance Managing the double bottom-line of microfinance but for an extended period of time? Have We expect to do more research into this their lives actually improved permanently matter at a later date.
    [Show full text]
  • Acct 514 Ethics of Business Fall 2014
    ACCT 514 ETHICS OF BUSINESS FALL 2014 Professor: Dr. John Fraedrich Address: Department of Marketing; Rehn Hall, Room 219A Phone: 3-7786 E-mail: [email protected] Office Hours: M,W 10-12 or by Appointment REQUIRED TEXT O.C. Ferrell, John Fraedrich, and Linda Ferrell (2015) Business Ethics: Ethical Decision Making and Cases, Cengage. Books are available at: http://www.cengagebrain.com. Put in the ISBN: 978128542371 and you will have several purchase options (softcover, e-book, rental). COURSE DESCRIPTION This course is an overview of the ethical concepts, processes, and best practices within business and Accounting. It addresses the complex environment of ethical decision making and organizational compliance in organizations as well as enhancing the awareness and decision- making skills needed to contribute to responsible business conduct. MBA students will have a better understanding of the Accounting profession as it relates to the corporate social responsibility function within the 21st century. At the end of this course all should have a differential advantage in understanding values, the reality of business decision making, and be able to develop and implement an Ethics Evaluation. One of the most important aspects of the course is the learning what types of questions to ask within a firm. COURSE OBJECTIVES 1. Discussion of the legal, social, and ethical aspects of business within a global context. 2. The cultivation of an analytical approach to ethical decision-making within business. 3. Awareness of global ethical and legal issues as they apply to business 4. The encouragement of analytical thinking and writing. 5. Basic understanding of Accounting, their ethics, and functions.
    [Show full text]
  • Social Impact of Value-Based Banking: Best Practises and a Continuity Framework
    sustainability Article Social Impact of Value-Based Banking: Best Practises and a Continuity Framework Adriana Kocornik-Mina 1,*, Ramon Bastida-Vialcanet 2 and Marcos Eguiguren Huerta 3 1 Metrics and Research, Global Alliance for Banking on Values, 1092AD Amsterdam, The Netherlands 2 Department of Finance, Accounting and Control, UPF–Barcelona School of Management, 08008 Barcelona, Spain; [email protected] 3 UPF–Barcelona School of Management, 08008 Barcelona, Spain; [email protected] * Correspondence: [email protected] Abstract: How do financial institutions enable social impact? We examined this question in the context of values-based financial institutions, which are amongst the most experienced institutions around the world in addressing the very real banking needs of enterprises and individuals within their communities. There is, indeed, an urgency today to have the banking industry consider its social impact in a holistic way. This paper expands our understanding of how these financial institutions, all members of the Global Alliance for Banking on Values, define, design, implement, monitor and scale-up social impact. We used a multiple-case studies design to investigate their approach and inductive analysis to derive a model. From a theoretical perspective, we found that a social impact virtuous circular model best reflects how values-based financial institutions approach and practise Citation: Kocornik-Mina, A.; social impact. Each step of the circular model clearly shows the way in which these institutions Bastida-Vialcanet, R.; Eguiguren address and achieve social impact. Our findings have important implications for academic research Huerta, M. Social Impact of focussed on understanding how finance can generate social impact.
    [Show full text]
  • Wellington Management Funds (Luxembourg)
    Wellington Management Funds (Luxembourg) An open-ended unincorporated mutual investment fund (fonds commun de placement). R.C.S. Luxembourg K170. Management Company: Wellington Luxembourg S.à r.l. R.C.S. Luxembourg: B 37.861 Audited annual report For the financial year ended December 31, 2019 No subscriptions can be received on the basis of financial reports alone. Subscriptions are only valid if made on the basis of the current Prospectus and relevant Key Investor Information Document, supplemented by the latest available annual and semi-annual report if published thereafter. Wellington Management Funds (Luxembourg) Contents Contents Page General information to Unitholders ............................................................................................................ 5 Management and administration ............................................................................................................... 7 Report of the Management Company ......................................................................................................... 9 Audit report ........................................................................................................................................... 10 Combined statement of net assets .............................................................................................................. 13 Combined statement of operations and changes in net assets .......................................................................... 19 Wellington Asia Technology Fund .............................................................................................................
    [Show full text]
  • Glossary of Sustainable Investment Terms
    Glossary of Sustainable Investment Terms Active Ownership: Investors actively using their vot- businesses, quality affordable housing, and essential ing rights and/or directly engaging with company community services throughout the U.S. Four types management on ESG issues, as well as wider matters of institutions are included in the definition of a CDFI: of business strategy, to ensure the company’s inter- Community Development Banks, Community Devel- ests are aligned with their own. Active ownership opment Credit Unions, Community Development efforts can help reduce risk and enhance long-term Loan Funds (most of which are non-profit), and Com- shareowner value. munity Development Venture Capital Funds. Some, Best-in-Class but not all, CDFIs are certified by the CDFI Fund. Cer- : Focusing investments on companies tification is often necessary in order to receive sup- that have historically performed better than their port from the CDFI Fund, which is an agency of the peers within a particular industry or sector, based on U.S. Department of the Treasury. Community Invest- analysis of ESG factors. This typically involves positive ing/Community Impact Investing: Providing capital or negative screening. to communities that are underserved by traditional Bottom-Up Integration: This is the integration of ESG sources of investment. Community investing general- factors into security-specific fundamental analysis in ly provides credit, equity, and basic banking functions the context of security valuation and selection. Inves- to communities that would otherwise have no access. tors may apply bottom-up ESG techniques to inform Controversy: Collection of observation points reflect- their assessment of a particular company’s manage- ing the controversial behavior of a company regard- ment quality, growth prospects, and risk profile.
    [Show full text]
  • Balancing the Double Bottom Line of Social Enterprise: an Evaluation of the Business Cost Recovery Metric
    BALANCING THE DOUBLE BOTTOM LINE OF SOCIAL ENTERPRISE: AN EVALUATION OF THE BUSINESS COST RECOVERY METRIC by Taryn Pimento A thesis submitted in conformity with the requirements for the degree of Master of Arts Department of Adult Education and Counselling Psychology Ontario Institute for Studies in Education of the University of Toronto © Copyright by Taryn Pimento 2010 BALANCING THE DOUBLE BOTTOM LINE OF SOCIAL ENTERPRISE: AN EVALUATION OF THE BUSINESS COST RECOVERY METRIC Master of Arts 2010 Taryn Pimento Department of Adult Education and Counselling Psychology University of Toronto Abstract This study examines the utility of the Business Cost Recovery (BCR) metric, a social accounting tool that is used by social purpose enterprises in Toronto Enterprise Funds portfolio to separate their business and social costs. This research builds upon the BCR metric developing definitions for social and business costs and a guide to accompany the metric. The researcher tested the reliability of the metric useing test-retest methods with 20 participants. Three social enterprise experts evaluated the validity of the reliability test. The reliability test proved statistically significant, indicating that the BCR metric accompanied by the BCR guide can be used consistently. The BCR metric is a practical tool for the field of social accounting because of the relative ease with which it can be used to distinguish between social and business costs. The definitions created for this research can help mitigate ambiguity that exists across the field of social accounting. ii Acknowledgements It is a pleasure to acknowledge those who made this thesis possible. First of all, I would like to show my gratitude to my supervisor, Jack Quarter, whose expertise, patience, and guidance were invaluable to me throughout the writing process.
    [Show full text]