Powerpoint slides for Bryson Annual Conference Oct 2013


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  • This slide will be used during the AGM.
  • 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
  • Ulster Fry Index up 42%
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  • Powerpoint slides for Bryson Annual Conference Oct 2013

    1. 1. Welcome to our 107th AGM 2013
    2. 2. Welcome to our Annual Conference
    3. 3. Hugh Crossey Chairman
    4. 4. Ireland Excellence Award Staff receiving the Ireland Excellent Award at Titanic Belfast Jan 2013
    5. 5. John McMullan Chief Executive
    6. 6. Social Enterprise delivering • Total value of new contracts achieved by the Bryson Group in the last financial year. £27.6 million
    7. 7. 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.
    8. 8. 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.
    9. 9. 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
    10. 10. How social enterprise can become a driver to create new jobs in a more enterprising economy
    11. 11. Junior Minister OFMdFM Jonathan Bell
    12. 12. Chief Operations Officer Big Society Capital Caroline Mason
    13. 13. Big Society Capital Bryson Charitable Group Annual Conference Caroline Mason – 9th October 2013
    14. 14. 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
    15. 15. 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
    16. 16. 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
    17. 17. 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
    18. 18. 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
    19. 19. 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)
    20. 20. 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
    21. 21. 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
    22. 22. 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
    23. 23. 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
    24. 24. Are you seeking Social Investment? Social Sector Organisation Directory of Intermediaries www.bigsocietycapital.com Social Finance Intermediary Online Expression of Interest www.bigsocietycapital.com
    25. 25. Ulster Bank Richard Ramsey
    26. 26. 9th October 2013 Richard Ramsey Chief Economist Northern Ireland richard.ramsey@ulsterbankcm.com Northern Ireland Economy
    27. 27. Slide 28 6 years since Northern Ireland’s Wile E. Coyote moment The ‘NICE’ Decade The ‘RUDE’ Awakening Have we hit bottom yet?
    28. 28. Slide 29 Is the Northern Ireland economy experiencing a recovery? “Yeah, but, no but, yeah but…” Increasingly Economists are sounding like Vicky Pollard
    29. 29. 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**
    30. 30. 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
    31. 31. Slide 32 NI Recovery Checklist • New Car Sales Up • Unemployment falling • Business activity up • Mortgage activity up • Employment up
    32. 32. Recovery Checklist • Insolvencies rising • Retail vacancies • Disposable income • Construction jobs • Housing starts • Inward migration
    33. 33. Slide 34 The economy may have stopped falling but it still remains pretty frazzled
    34. 34. 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
    35. 35. Slide 36Slide 36 Consumers are experiencing ‘spreadsheet recovery’ Source: The Economist Computer says Yes. But consumer says No!
    36. 36. 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
    37. 37. 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
    38. 38. +68% +84% +23% +33% +42% +41%
    39. 39. Slide 40 Don’t expect a recovery in the High Street
    40. 40. Slide 41Slide 41 And don’t forget about the totaliser…
    41. 41. 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!
    42. 42. Slide 43Slide 43 Economic Growth will be an uphill challenge… Source: The Economist ?
    43. 43. Slide 44 The Coyote always returns, never gives up, becomes more innovative with whatever resources & the race never stops!
    44. 44. Slide 45
    45. 45. Slide 46Slide 46 Disclaimer This document is issued for information purposes only for clients of Ulster Bank Group who are eligible counterparties or professional customers, and does not constitute an offer or invitation to purchase or sell any instrument or to provide any service in any jurisdiction where the required authorisation is not held. Ulster Bank and/or its associates and/or its employees may have a position or engage in transactions in any of the instruments mentioned. The information including any opinions expressed and the pricing given, is indicative, and constitute our judgement at time of publication and are subject to change without notice. The information contained herein should not be construed as advice, and is not intended to be construed as such. This publication provides only a brief review of the complex issues discussed and readers should not rely on information contained here without seeking specific advice on matters that concern them. Ulster Bank make no representations or warranties with respect to the information and disclaim all liability for use the recipient or their advisors make of the information. Over-the-counter (OTC) derivates can involve a number of significant and complex risks which are dependent on the terms of the particular transaction and your circumstances. In the event the market has moved against the transaction you have undertaken, you may incur substantial costs if you wish to close out your position. Ulster Bank Limited Registered Number R733 Northern Ireland. Registered Office 11-16 Donegal Square East, Belfast, BT1 5UB. Authorised and regulated by the Financial Services Authority. Member of The Royal Bank of Scotland Group. Ulster Bank Ireland Limited, a private company limited by shares, trading as Ulster Bank, Ulster Bank Group and Bank Uladh. Registered No. 25766. Registered Office Ulster Bank Group Centre, George’s Quay, Dublin 2. Ulster Bank Ireland Limited is regulated by the Financial Regulator. Member of The Royal Bank of Scotland Group. Calls may be recorded.
    46. 46. Q&A
    47. 47. Please join us for lunch and we have three fringe events for you to choose from and an opportunity to view the exhibition area
    48. 48. Thank you all for attending.