business plan - ymca international mobilization/6_business...business plan provides detail actions...

BUSINESS PLAN

2006 – 2010

Strategic and Business Plan 2006 - 2010

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Contents About Us

Introduction pg 3

Brief Background pg 3 Operating Area and Demographics pg 4 SWOT Analysis pg 6

Strategic Plan

Vision Statement pg 7 Strategic Objectives pg 9

Business Plan

People pg 15 Actions to Meet Strategic Objectives pg 17

Risk pg 21

Riskmap pg 22

Finances

Commentary pg 23 Income Expenditure Forecast pg 24 Cash Flow Forecast pg 25 Balance Sheet Forecast pg 26

Flexed Finances

Balance Sheet Forecast pg 27 Cash Flow Forecast pg 28 Income Expenditure Forecast pg 29 Key Performance Indicators pg 30

Conclusions pg 31


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Introduction This document brings together Kingston and Wimbledon YMCAs Strategic Plan and Business Plan for the period 2006 – 2010. The Strategic Plan sets out our vision, values and strategic objectives and was approved by the Board in early 2006. The Business Plan provides detail actions that will be required in order to deliver our key strategic objectives. Whilst taking a “long-look” it is accepted that circumstances change and the external environment in which we operate evolves on a regular basis. Therefore these plans will be reviewed and updated annually alongside the detailed annual plans that include operating budgets and departmental plans.

Brief Background Kingston and Wimbledon YMCA is a large, diverse and complex organisation. The Association was formed from two historic YMCAs – Kingston YMCA and Wimbledon and District YMCA, who merged their operations in April 2004. It has constantly adapted and changed to face the evolving world in which we all live. The Association operates a number of different projects and programmes from over twenty different locations in South-West London and Surrey providing the following range of services: -

• Surbiton Centre – Supported housing, health and fitness, restaurant and functions, conference facilities, children’s work and senior programme.

• Hawker Centre – Sports health and fitness, youth and junior programme activities, community initiatives, restaurant and functions.

• Wimbledon Centre – Supported housing, health and fitness, restaurant and functions, conferences, children’s work and senior programme.

• Parsons Green Centre – Housing. • 16 and 18 Victoria Avenue, 18 Balaclava Road – “Move-on” housing. • The Summers – Residential accommodation for adults with physical

disabilities. • Rodney House – Residential accommodation for adults with learning

disabilities. • Langdown House – Residential accommodation for adults with learning

disabilities. • HMP Latchmere House – operating Health and fitness facilities at this

open prison. • Kingsnympton Holiday Clubs – Operating holidays clubs for children on

this housing estate in Kingston. • John Fisher School – Provision of After-School activities for children at

this Merton School. • “Room” – Activities for young people at a number of locations in the area. • Detached Youth Work – The Ham Estate and Wimbledon Town Centre. • Dinton Field – Sports pitches and pavilion in North Kingston. • After-School and holiday play schemes – From a number of different

locations in the area.


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Operating Area and Demographics

The Association has operations across a large geographical area, with projects in four London Boroughs (Kingston, Merton, Richmond and Hammersmith & Fulham) as well as in The Borough of Elmbridge in Surrey. The total population of these Boroughs is 636,328*. The area is generally regarded as affluent with a higher than average for London of individuals who own their own home, who are educated to degree standard and who are economically active. However, significant pockets of deprivation exist and the general affluence of the area can often highlight the polarisation of those on low incomes and who are in other ways disadvantaged. The following census figures for the two Boroughs where most of our operations are located, Kingston and Merton, indicate key statistics in relation to age profile, ethnic origin, health and economic activity: Age Profile Borough Total

population 0 -4 %

5 – 15 %

16 – 19%

20 – 44 %

45 – 64 %

65+ %

Merton 187,908 6.7 12.7 4 43.1 20.4 12.9 Kingston 147,273 6.2 12.6 4.8 41.2 21.6 13.3 London Average

---- 6.6 13.5 4.6 42.7 20 12.4

The age profile for the two Boroughs is generally in line with the average across London. However, both Borough have a higher percentage of those over the age of 65 than the London average. Ethnic Groups

Borough White %

Mixed Race

%

Asian or Asian

British %

Black or Black British

%

Chinese or other ethnic

group %

Merton 74.9 3.1 11 7.7 3 Kingston 84 2.2 7.7 1.5 3.9 London Average

71 3.1 12 10.9 2.6

In comparison to the rest of London, the two Boroughs have a much lower than average number of non-white residents. In particular Kingston has a very low number of BME residents, particularly Black/Black British. Conversely there is a higher percentage of Chinese and other ethnic residents – this mainly relates to the significant Korean community in both Boroughs.


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Health

Borough Good Health % Fairly Good Health %

Poor Health %

Merton 72.6 20.2 7.06 Kingston 73.9 19.8 6.2 London Average

70.8 20.9 8.2

Generally residents in both Boroughs consider themselves to be in better health than the average across London. This may well be due to the relevant affluence of the area. Economic Activity (Those between the ages of 16 – 74) Merton Kingston London Average Full time employed 47.8 45.7 42.6 Part time employed 8.8 9.6 8.6 Self employed 9.1 9.7 8.9 Unemployed 3.2 2.4 4.3 Full time students 2.5 4.1 2.9 Retired 9.4 9.8 9.8 Full time education 5.1 6.8 6.5 At home 6.6 6.4 7.1 Long term sickness 3.1 2.5 4.5 Other 3.4 2.6 4.3 A significant higher percentage of residents in the two Boroughs are economically active compared to the London average, with a much lower unemployment and long-term sickness rates. Average income per household is also higher than the average in London. As has been stated these statistics show that, whilst the Association operates in a generally affluent area, real pockets of deprivation exist, with needs that are often masked by this polarisation. The Association is committed to working with communities across our area of benefit, with a particular focus upon those most in need. The Strategic Plan and subsequent Business Plan indicate our priorities and how we intend to achieve and resource our objectives.


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Swot Analysis

STRENGTHS Size Diversity of activities Resources and assets Staff – calibre and retention levels Partnership working Profile Governance arrangements Clarity of purpose Policy and procedures framework Reputation with stakeholders Skills base Stakeholders reliance upon us to meet their statutory obligations

WEAKNESSES

Cash poor Middle manager capacity Implementation of polices and procedures Reliance on contractual funding streams Reputation with elements of the local community Lack of local donors/community fundraising; Standard of some property assets; Communications Lack of volunteers Catering operations Financial viability of the Hawker Centre Corporate planning

OPPORTUNITIES

Improve PR and marketing Long-term decision in relation to new facilities Junior Programme development Cross usage Young peoples engagement Community and church partnerships International engagement “Shop front” presence Fundraising Volunteering

THREATS

Reductions in statutory funding Competition Pension deficit Salary pressure Building maintenance Policy changes Poor public perception


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Strategic Plan

Our Visions Statement:

“Kingston and Wimbledon YMCA is committed to putting Christian principles into action through programmes that

promote a healthy body, mind and spirit for all.

It is passionate in its desire to respond to the needs of the local community and in growing people”


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In our desired future Kingston and Wimbledon YMCA… ..is an inclusive Christian organisation, with a passion for helping people feel a sense of…

• value and purpose • belonging and trust • growth and development

..offers programmes and services that…

• nurture these qualities in young people and their communities • are widely known and respected for their creativity and quality • respond to young people’s changing needs • provide activities for the entire community

..affirms the God-given value of each person, so that individuals are:

• valued for who they are • encouraged, supported and challenged to become who they can be • offered a wide range of opportunities to participate and develop

Working in partnership, the Association will help to build communities characterised by inclusiveness, diversity and mutual respect. ..builds relationships of openness, support and trust by…

• working co-operatively with the YMCA family regionally, nationally and internationally, whilst remaining autonomous yet inter-dependent

• encouraging local people to be involved in decision making about the Association’s life and work

• creating a culture of openness, transparency and development • sharing information, expertise, knowledge and insights with each other

..is an advocate for change, where…

• young people can participate, share in leadership and speak out for change • the Association’s experiences inform public attitudes and influence

policies in favour of young people and communities • policy trends and changing needs of young people and those who are

excluded are anticipated and acted upon In all this, we aspire to be more Christ-like: Passionate in our desire to promote justice and fullness of life for all…yet modest because we ourselves want to learn and change. Realistic about human strengths and weaknesses…yet hopeful for change, growth and development. Aware of how costly love and service can be, yet inspired by the extravagance of a generous God.


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Strategic Objectives 1. We will deliver inclusive services, ensuring equality and diversity,

particularly for vulnerable people in our geographical catchment area in order to improve the quality of their lives.

Context

The Association operates within a large geographical area in south-west London and North Surrey in the local authority areas of Kingston-upon-Thames, Richmond, Merton, Wandsworth, Sutton, parts of Hammersmith and Fulham, Elmbridge, Epsom & Ewell and Mole Valley. This area is generally accepted as being prosperous and affluent. However, a number of significant pockets of deprivation exist within these geographical boundaries and those who live within these areas are often more excluded due to the significant polarisation between affluence and poverty. In addition specific groups within our communities can feel excluded due to their age, ethnic origin, sexual orientation, disability, poor health and economic circumstances. The Association is committed to providing services in these areas and to these individuals in order to reduce exclusion.

Specific Goals

1. To increase provision of services to young people between the ages of 13 and 25

in accordance with the provisions of “Every Child Matters” 2. To tackle poor health through the provision of sports, health, exercise and fitness

facilities for all sections of the community including those with disabilities. 3. To increase the quality and quantity of our supported housing provision,

particularly focussed on those with more complex needs. 4. To transform our residential care operations in order to assist individuals with

physical and learning disabilities to live as independently as possible. 5. To provide a growing range of social activities for older people. 6. To provide a range of activities, care, fun and advice to children and those who

care for them. Targets

By 2010:- • 1,000 children and young people will participate in over one hour of physical

activity through our programmes per week (450) • 200 people with a disability will access health and fitness facilities per month

(80) • To have reconfigured two of our current housing schemes (0) • To have 300 people engaged in social and activity programmes per week (120) • To engage with over 300 young people between the ages of 13 and 25 per week

in personal and social developments initiatives (75) • To have established at least one supported housing scheme for young people

with disabilities (0)


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2. We will utilise all of our assets in order to generate diverse opportunities for income generation and capital development through a creative and innovative approach.

Context The Association has a substantial property portfolio that is mainly used as locations for the provision of our services. However, use can be made of our property assets in order to raise additional funding for on-going development. In addition it should be noted that currently over 70% of the Association’s income is derived from statutory funding, and therefore there is a risk that a change in external policy could have an adverse impact upon the Association. Specific Goals

1. We will ensure that our property portfolio is maintained to the highest possible

standard, not only in order to continue to provide quality services from our buildings, but also in order to protect and enhance the Association’s capital assets.

2. We will seek to increase the amount of non-statutory funding available to the

Association through fundraising initiatives, legacy income, earned income, through the development of trading initiatives and through partnership working.

3. We will seek to develop new capital projects through a risk-based approach of

borrowing against our current property assets. 4. We will constantly seek and develop new income streams.

Targets

By 2010:- • We will have reduced our reliance on statutory funding from 70% to 65% • We will have raised £500,000 through fundraising initiatives, including from

local churches. (£65,000) • We will have repaid the current mortgages on all of our properties (6 properties) • To have a maintenance service that meets the needs of the Association.


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3. We will provide continuous development and training opportunities for our people (staff, board members and volunteers) in order to ensure that they can deliver services in a changing world.

Context

The Association currently directly employs over 250 people and further 100 staff are engaged in our work under contract with Surrey County Council. We recognise that the staff, Board members and volunteers that assist in delivering an increasing range of services are our most valuable assets and we are therefore committed to ensuring that they are not only supported in their work but also motivated, developed and provided with adequate training opportunities. As the needs of our communities change and the range of staff disciplines increase, we must ensure that our employment polices and practices are not only fit for purpose but assist us in becoming an employer of choice. Our volunteers, including Board members, also need to be skilled and motivated, as they give freely of their valuable time, talents and expertise. Specific Goals

1. We will invest in order to create a strong HR function in order to empower staff

and volunteers through the provision of sound and robust HR policies and procedures.

2. We will ensure that our learning and development strategy is fit for purpose and that all staff and volunteers have access to opportunities to develop the competencies and skills they need to excel in their work.

3. We will commit ourselves to appropriate recruitment, selection, induction and supervision processes in order to employ and develop enthusiastic and dedicated staff from diverse backgrounds.

4. We will communicate effectively with staff and volunteers ensuring that all those involved in the work of the Association can contribute to its on-going development.

5. We will commit ourselves to meeting the approved YMCA Standards. Targets

By 2010:-

• We will have 100 volunteers assisting in our work per week. (25) • We will have achieved accreditation of all applicable YMCA Standards. (0) • We will have achieved and maintained the “Investors in People” Standard. • Our workforce will more adequately reflect the diverse communities that we

serve at all levels. • We will aim to have 20% of managers from BME communities (10%) • We will spend 3% of our turnover on staff training and development. (between 1

– 2 %) • We will ensure that 80% of staff have appropriate qualifications for their

specialist areas of work (60%)


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4. We will communicate effectively with key stakeholders in order to develop partnerships that assist in the growth of individuals in body, mind and spirit.

Context

Historically we have been poor at communicating our vision and strategy to our local communities and stakeholders. We are rightly proud of our work, but have shown a reluctance in communicating our stories effectively to as wide an audience as possible. This not only hampers the reach of our services but also has a negative impact upon our financial resources. Specific Goals

1. We will be represented in key local forums that relate to our work and

experience. 2. We will invite feedback from our stakeholders on our performance and our

relevance to their needs. 3. We will enhance our publicity and marketing capacity in order to communicate

our mission, values and programmes to a wider audience. 4. We will develop our services in consultation with key stakeholders

Targets

By 2010:-

• Over 100 positive news stories will appear in the media each year. (24) • We will ensure that 50,000 different households receive an annual newspaper

from the Association (0) • We will be represented in local forums for each specialist area of our work.

(70%)


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5. We will seek to develop, nurture and assist organisations with similar ethos

and values locally, nationally and internationally.

Context KWYMCA is a Christian organisation that is committed to working in partnership with organisations with similar ethos and values as well as working more broadly in a multi-cultural and multi-ethnic environment. Whilst confident in our Christian faith we wish to respect and value those of other faiths and those of none. We are committed to partnership working and in being a resource to the wider-community, including churches and other voluntary and statutory agencies. Specific Goals

1. We will seek to be a resource to local organisations, including faith groups

(particularly local churches), in order to assist them in meeting our shared objectives

2. We will enhance our role as a strategic partner with our stakeholder local

authorities. 3. We will ensure that, as a large YMCA, we play a full part in the YMCA

Movement at a regional, national and international level. 4. We will nurture a sense of belonging through all our projects and activities in

order to assist in reconnecting individuals with their communities and in exploring their obligations to the wider world.

Targets

By 2010:-

• We will have assisted 10 local organisations through the provision of

accommodation, staff resource and programme development (4) • We will be working in partnership with 15 local churches. (3) • We will have ensured that we are represented by young people, Board members,

staff, volunteers (or some of these groups) at YMCA events at a regional, national and international level.(we are represented 60% of events)

• We will have developed a lasting partnership with a YMCA in the developing world. (0)


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6. We will ensure that the Association is governed, led and managed in accordance with the highest possible standards and in and open and transparent manner.

Context

KWYMCA wishes to ensure that we base our work on the crucial partnership between lay leaders and staff members in order to achieve the Christian mission and purposes of the Association. It is therefore vitally important that there is a clear understanding of the different but vital responsibilities of management and governance, ensuring that Board Members act as the guardians of the mission values and ethos that informs the Association’s strategy. We wish to ensure that Board Members have the relevant skills and information in order to govern the Association in an effective and accountable manner, managing risks with openness and integrity. Specific Goals

1. We will ensure that our governance structures are clear and understandable,

ensuring clear delegation of responsibilities. 2. We will review our governance arrangements in order to facilitate the active

participation of young people in decision making. 3. We will develop our full membership in order to create positive links with the

local community and thereby ensuring local accountability. 4. We will implement a range of training opportunities for Board Members to

assist them in exercising their responsibilities effectively. 5. We will have an inclusive management and leadership style ensuring that

contributions of staff at all levels are welcomed and valued. 6. Encourage risk awareness at all levels, ensuring that Board Members, Staff and

volunteers are fully involved in the risk management process. Targets

By 2010:-

• The Association will have over 300 full members. (40) • Five young people will be actively involved in our governance structures. (0) • We will benchmark our services against other similar organisations. (1) • Membership of our governing body will more adequately reflect the diversity of

the people that we serve. • Two Board members will have an involvement at a regional, national or

international level. (0)


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Business Plan

People Board of Management The Association is governed by a Board of Management consisting of skilled local people who give of their time voluntarily in order to provide strategic direction and over-sight of the Association. The Board meets ten times per year, and receive reports from various members of the Senior Staff Team. A forward plan is in place and the Board regularly review key polices and procedures that are required to manage such a complex organisation. Regular skills audits exist in order to ensure that an appropriate level of expertise exists in order to maintain and develop governance within the Association. As of 1st October 2006 the Board of Management consists of the following members:- Total Number of Members 11 Number of Female Members 5 Number of Male Members 6 Number of Members from BME Communities 2 Numbers from Professional Backgrounds Town Planning Consultant 1 Youth Work Consultant 1 Solicitor 1 Business Background 2 Finance/Audit/Regulatory 3 Child Care Management 1 Priest 1 HR 1 Regular reviews of the skills mix will take place and Board training, induction and recruitment will take place on a continuous basis. Senior Staff The Senior Staff Team corporately manage the association on behalf of the Board. Led by The Chief Executive the team week bi-weekly and have specific areas of operational oversight. The SST currently consists of the following individuals:- Chief Executive (CEO) Finance Director and Company Secretary (FD) Director of Corporate Services (CS) HR Director (HR) Director of Youth and Community Work (YW) Director of Care and Inclusion (CI) Borough Director, Kingston (BDK) Borough Director, Merton (BDM) Centre Director, Surbiton (CDS)


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The SST undertakes training and personal development opportunities either as a team or as individuals. All receive regular supervision from the Chief Executive and undertake an annual appraisal at which targets and developmental plans are developed. Management The Association employs approximately 30 departmental managers who are accountable to members of the SST. They are responsible for the day-to-day management of their departments and for meeting the requirements of the annual departmental plans. All middle managers are required to complete YMCA England’s nine day “Line Managers Development Programme” and receive regular supervision and annual appraisal. Operational Staff The Association employs approximately 200 operational staff who are responsible for programme and operational delivery in a wide-range of disciplines. Currently almost a third of staff are under the age of twenty-five and this is regarded as a strength in a youth-focussed organisation. All staff receives regular supervision and an annual appraisal. Regular training opportunities are provided either for entire teams of for individuals.


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Actions to meet our Strategic Objectives No. Strategic

Objective Detailed Action Start Finish Budgetary

Provision SST lead

Staff hours

1 6 Consider the structure of the Senior Staff Team in light of the retirement of the Director of Care and Inclusion

Commenced January 2007 Some additional funding might be required dependent upon the outcome of the review

CEO 24

2 1,2 Conclude the review of our future building requirements in the Borough of Merton

Commenced January 2007 Up to £20,000 BDM Not known*

3 1 Conclude the fundamental review of the operation of our residential care provision

Commenced February 2007

Up to £50,000 CI 120

4 1,3,6 Further engage young people in decision making with the appointment of two people under the age of 25 on the Board.

Commenced February 2007

£1,000 for mentoring and training

YW/ CEO

40

5 1 Develop a “Well-being” centre utilising the shop front space in Surbiton

Commenced July 2007 Funding applied for

CDS 120

6 3 Achieve the “Investors in People” Standard Commenced September 2007

£3,000 HR 120

7 1 Take over the operation of the John Innes Youth Centre in Wimbledon

Commenced September 2007

Capital funding applied for. Revenue neutral based upon the current business case

YW/BDM

120

8 2 Take continuous action to ensure £500,000 of free reserves by the end of the period under review

Commenced March 2010 Generation of surpluses required each year

FD/ CEO

Difficult to quantify

*dependant upon the outcome of the review


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No. Strategic Objective

Detailed Action Start Finish Budgetary Provision

SST lead

Staff hours

9 1 Review the operation of the IFI initiative in order to assess impact and to seek to develop new programmes for those with disabilities

November 2006

February 2007

Funding of £8,000 per annum required in order to continue to employ the activator.

CS 24

10 1 Appoint a Director of Catering Services to oversee all catering operations and to develop a catering business plan.

January 2007 April 2007 £32,000 per annum. Should see a return in year two through productivity improvements and increased sales

BDK 40

11 2 Appoint the Fundraising Manager in conjunction with YMCA England in order to achieve un-earmarked fundraising of £500,000 by 2010

January 2007 April 2007 £35,000 per annum – costs to be met from fundraising income

CS 16

12 5 Conclude an International Partnership Agreement with Bitola YMCA in the FYR of Macedonia

January 2007 May 2007 £600 CEO 24

13 2 Complete an energy conservation plan and implement January 2007 June 2007 Some initial capital costs should result in significant revenue savings and also have a positive environmental impact.

FD 200

14 4 Undertake a strategic operational review in conjunction with the European Alliance of YMCAs

February 2007

April 2007 £1,000 CEO 32


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No. Strategic Objective

Detailed Action Start Finish Budgetary Provision

SST lead

Staff hours

15 1 Undertake a review of child-care and junior programme provision in order to maximise opportunities for development. This to include a review of staffing provision

March 2007 June 2007 None CS 120

16 1 Develop two new youth work initiatives focussed on excluded and disenfranchised young people

March 2007 December 2007

From trust and legacy fundraising

YW 120

17 1,2 Invest in upgrading the three move-on properties in Surbiton April 2007 July 2007 Up to £70,000 – from the proceeds of the sale of 58 Upper Brighton Road

CDS 24

18 2 Review our maintenance services in order to provide a responsive, yet cost effective service

June 2007 September 2007

None FD 80

19 3 Appoint a Volunteer Co-ordinator June 2007 September 2007

£15,000 pa HR 16

20 2 Review the operation of YMCA Parsons Green June 2007 December 2007

£5,000 BDM 32

21 3 Achieve and maintain the YMCA “Insync” Standards September 2007

January 2008 None CS 120

22 1 Review and decide upon the future provision of services to Seniors September 2007

January 2008 Limited funding required

CS 48

23 4 Review the operation and scale of the PR and Marketing operations

September 2007

February 2008

Dependent upon the outcome of the review additional resources might be required

CS 80

24 2 Integrate our financial systems with our housing and programme systems so that both for reporting and forecasting we can integrate financial data with non-financial performance measures

September 2007

December 2008

Unknown at this stage

FD 160


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No. Strategic

Objective Detailed Action Start Finish Budgetary

Provision SST lead

Staff hours

25 2 Review and decide upon the future telecommunication needs of the Association

November 2007

February 2008

Initial capital cost but with the potential for substantial revenue savings

FD 40

26 6 Review the Association’s Governing Documents January 2008 May 2008 Some legal fees might be required

CEO 40

27 1 & 4 To launch a piece of work on engagement with young people from a variety of faith groups to assist in community cohesion

January 2008 On-going External funding required

YW 80

28 1 Consider continuing contract management of the YMCA Hawker Centre

March 2008 July 2008 Possible substantial financial obligations

CEO/BDK

120

29 1 Commence a feasibility study into the development of a new supported housing scheme for young people with physical/learning disabilities

March 2008 March 2009 Subject to funding streams

CEO 120

30 1 & 5 To fully participate in the YMCA European Festival August 2008 August 2008 £5,000 to be raised externally

YW/CEO

160

31 3 Undertake a fundamental review of all staffing polices and procedures in order to ensure a professional, diverse and skilled workforce

September 2008

January 2009 Dependent upon the outcome some financial resource might be required

HR 120

32 6 To have two Board members engaged fully at an international level

September 2008

On-going £1,000 per annum

CEO 8

33 6 Participate in a benchmarking club with similar organisations September 2008

On-going None CS 80

34 6 Commence a campaign to attract new Full Members October 2008 May 2009 None CEO 24


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Risk The Association has identified the key risks facing the Association. These are contained on the following page (as reviewed in June 2006). The responsibility for assessing and managing risk ultimately rests with The Board of Management who review the key risks faced by the association twice a year. Regular monitoring of risks is undertaken by the Audit Committee. The Director of Corporate Services in responsible for co-ordinating risk management within the Association and is accountable to The Chief Executive.


22

10

9 6,"Oh S***!"

8 10,23, 4, 11,17, 2, 1,

7 13, 8,16,18, 3,14, 24, 22,

6 9,12, 5,"Oh Dear"

5 7,19,20, 15,

4 21,

3"Oh Well"

2

1

Score 1 2 3 4 5 6 7 8 9 10

Not likely Less than evens More than evens Almost certain

Risk No. probability impact Score1 8 8 642 6 8 483 4 7 284 3 8 245 6 6 366 3 9 277 5 5 258 3 7 219 3 6 18

10 2 8 1611 4 8 3212 3 6 1813 2 7 1414 4 7 2815 7 5 3516 3 7 2117 4 8 3218 3 7 2119 5 5 2520 5 5 2521 4 4 1622 6 7 4223 2 8 1624 5 7 35

100 163 66717

151

COPYRIGHT 2005 Just Assured

Probability

New projects having a serious negative impact on our financial health

TOTA

LS CRITICALHIGH

MEDIM

Accumulative scores

LOW

Major disaster leading to loss of key buildingsInadequate cash flow / resource (failure to achieve projected surplus)Loss of control of rent arrears

Description

Lack of Board members with appropriate skills, knowledge and time

Flu pandemic amongst staff & client groups

Monitor & Review

20th June 06Kingston & Wimbledon YMCA - Risk Assessment

Contingency Primary

Poor personal safety of staff, volunteers & usersPoor relationships with key stakeholders

Impa

ct

Poor budgetary management

Reduction in Supporting Peoples incomeFailure to renew Surrey County Council contractsSignificant drop in programme incomeFailure to protect vulnerable adults & childrenChanges in residential client group leading to poor community relations

Inadequate preventative maintenance on buildings

Managing ongoing pension deficit

Unclear presentation / disapproval of our ethos & valuesIncompatability with partner organisations

Housekeeping

Non compliance with legal & regulatory requirementsHigh void levelsSignificant IT failure

Non compliance with H&S regulations

Significant fraudulent activity by key personnelLack of competent and skilled staff (new & existing staff)

©Just Assured 2005


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Financial Commentary, Projections and Assumptions

The following two financial projections have been prepared based upon the Association’s strategic and business plans. These will be updated annually. The first projection has been prepared based upon the following sensitivity analysis – that they are somewhat less than the median approach based upon income and expenditure. The following assumptions have been made:-

• Current operations and programmes will continue as at present; • The head lease of Olympic House will revert to the Opes Group in June 2008; • 58 Upper Brighton road will be sold; • Income and expenditure will grow by approximately 2.5% per annum; • Efficiency savings of 1% will be made each year; • Interest rates will remain below 5% (as an average) over the period under review; • Staffing levels will remain static apart from growth areas identified in the business

plan; • Capital expenditure will be approximately £300,000 per annum.

Apr-06 Apr-07 Apr-08 Apr-09 Apr-10 TOTAL Mar-07 Mar-08 Mar-09 Mar-10 Mar-11

INCOME £ £ £ £ £ £ Housing Income 2,628,568 2,700,602 2,835,630 2,914,831 3,041,430 14,121,061 Supporting People 904,320 931,450 959,395 988,182 1,017,834 4,801,181 Other Housing Income 12,100 12,700 13,336 14,008 14,704 66,848 Care Income 3,559,987 3,666,787 3,776,791 3,890,095 4,006,798 18,900,458 Health And Fitness Income 881,766 873,810 894,609 955,268 1,003,036 4,608,489 Sports Income 41,000 43,050 45,202 47,463 49,836 226,551 Youth And Community Programme Income 467,400 490,770 515,308 541,074 568,128 2,582,680 Catering Income 458,000 480,900 504,945 530,192 556,702 2,530,739 Olympic House Income 277,880 291,776 158,280 10,200 10,200 748,336 Fundraising 0 75,000 100,000 150,000 175,000 500,000 Investment Income 74,000 76,960 80,038 83,240 86,570 400,808 Other Non-Rental Income 169,800 178,290 187,204 196,565 206,393 938,252

9,474,821 9,822,095 10,070,738 10,321,118 10,736,631 50,425,403 OTHER INCOME (EXPENSE) Gain on sale of fixed assets 157,714 0 0 0 0 157,714 TOTAL INCOME 9,632,535 9,822,095 10,070,738 10,321,118 10,736,631 50,583,117 EXPENDITURE DIRECT COSTS Housing 151,770 156,323 161,013 165,843 170,818 805,767 Care 208,650 214,910 221,356 227,997 234,837 1,107,750 Programme and Youth & Community 145,900 119,377 122,958 126,647 130,446 645,328 Catering 367,250 408,117 419,311 430,840 442,715 2,068,233 Olympic House Costs 218,800 219,064 109,668 0 0 547,532 Fund Raising 5,000 35,000 35,000 35,000 35,000 145,000 1,097,370 1,152,791 1,069,306 986,327 1,013,816 5,319,610 STAFF COSTS CEO, Centre Management & Admin 927,960 955,799 984,473 1,014,007 1,044,427 4,926,666 Housing Staff 1,034,725 1,065,767 1,097,740 1,130,672 1,164,592 5,493,496 Programme, Youth & Community Staff 963,489 992,394 1,022,165 1,052,830 1,084,415 5,115,293 Catering Staff 523,959 539,677 555,867 572,543 589,720 2,781,766 Care Staff Costs 2,589,793 2,667,487 2,747,512 2,829,937 2,914,835 13,749,564 Other Staff Costs 145,289 113,598 117,006 120,516 124,131 620,540 Pension Contributions 158,677 163,437 168,340 173,391 178,592 842,437 6,343,892 6,498,159 6,693,103 6,893,896 7,100,712 33,529,762 PREMISES EXPENDITURE Rent & Service Charges etc 102,996 102,996 102,996 102,996 102,996 514,980 Utilities 330,520 347,044 364,396 382,616 401,752 1,826,328 Cleaning & Hygiene 113,555 116,962 120,470 124,084 127,807 602,878 Repairs & Maintenance 201,450 207,493 213,718 220,130 226,734 1,069,525 748,521 774,495 801,580 829,826 859,289 4,013,711 OTHER ESTABLISHMENT COSTS Telephone Costs 53,980 55,599 57,267 58,985 60,755 286,586 Insurance 60,200 62,006 66,866 65,782 67,756 322,610 Security & Safety Items 47,495 48,920 50,387 51,899 53,456 252,157 Vehicle Costs 25,650 26,419 27,212 28,028 28,869 136,178 YMCA National/ International 43,500 44,805 47,964 46,149 47,534 229,952 Gardening Costs 6,100 6,283 6,471 6,666 6,866 32,386 Fees 38,450 39,603 40,792 42,015 43,276 204,136 275,375 283,635 296,959 299,524 308,512 1,464,005 ADMINISTRATION Printing & Stationery 45,650 47,020 48,430 49,883 51,379 242,362 Marketing 50,000 51,500 53,045 54,636 56,275 265,456 IT & Office Equipment Costs 45,400 46,762 48,165 48,609 51,098 240,034 Professional Fees 80,500 85,915 85,402 87,965 90,603 430,385 221,550 231,197 235,042 241,093 249,355 1,178,237 FINANCE COSTS Bank Charges 31,150 32,084 33,047 34,038 35,060 165,379 Other Finance Costs 34,000 35,020 36,071 37,153 38,268 180,512 Finance Re-organisation Costs 70,000 0 0 0 0 70,000 Depreciation- Housing Property 186,576 186,576 186,576 186,576 186,576 932,880 Depreciation- Non-Housing Property 19,296 19,296 19,296 19,296 19,296 96,480 Depreciation- Computer Equipment 39,052 52,552 40,857 40,500 30,000 202,961 Depreciation- Fixtures, Furniture & Equipment 143,075 241,000 313,000 395,000 520,000 1,612,075 Depreciation- Motor Vehicles 4,682 5,239 8,500 7,500 10,000 35,921 527,831 571,767 637,347 720,063 839,200 3,296,208 TOTAL EXPENDITURE 9,214,539 9,512,044 9,733,337 9,970,729 10,370,884 48,801,533 SURPLUS BEFORE INTEREST 417,996 310,051 337,401 350,389 365,747 1,781,584 INTEREST Loan Interest 162,271 148,647 134,436 120,100 105,663 671,117 SURPLUS AFTER INTEREST 255,725 161,404 202,965 230,289 260,084 1,110,467 CUMULATIVE 255,725 417,129 620,094 850,383 1,110,467 1,110,467


25

Cash Flow Forecast for the Years 2006/7 to 2010/11 Apr-06 Apr-07 Apr-08 Apr-09 Apr-10 Total Mar-07 Mar-08 Mar-09 Mar-10 Mar-11 £ £ £ £ £ £ RECEIPTS Invoiced Sales 793,565 89,861 115,606 166,390 192,208 1,357,630 Housing Income 2,345,651 2,861,348 3,004,421 3,092,059 3,227,522 14,531,001 Supporting People 1,062,576 1,094,454 1,127,290 1,161,114 1,195,954 5,641,388 Care Income 3,559,987 3,666,787 3,776,791 3,890,095 4,006,798 18,900,458 Health And Fitness Income 881,766 873,810 894,609 955,268 1,003,036 4,608,489 Sports Income 41,000 43,050 45,202 47,463 49,836 226,551 Youth And Community Progrmme Income 467,400 490,770 515,308 541,074 568,128 2,582,680 Catering Income 538,148 565,056 593,313 622,976 654,126 2,973,619 Olympic Income 277,880 291,776 158,280 10,200 10,200 748,336 Fundraising 67,833 75,000 100,000 150,000 175,000 567,833 Investment Income 169,800 76,714 79,781 82,973 86,293 495,561 Other Non Rental Income 0 178,290 187,204 196,565 206,393 768,452 Housing Property 420,000 0 0 0 11,200 431,200 Stocks 0 2,550 0 0 0 2,550 10,625,606 10,309,466 10,597,805 10,916,177 11,386,694 53,835,748 PAYMENTS Invoiced Costs 5,059,862 4,177,973 4,298,434 4,425,085 4,557,608 22,518,962 Housing Staff 148,583 166,549 171,540 176,693 181,991 845,356 Care Staff Costs 191,263 214,388 220,819 227,443 234,267 1,088,180 Programme, Youth & Community Staff 106,242 119,087 122,659 126,340 130,129 604,457 Catering 353,476 396,215 408,098 420,345 432,954 2,011,088 Olympic House 218,800 219,064 109,668 0 0 547,532 Care Staff Costs 2,573,802 2,648,063 2,727,506 2,809,331 2,893,610 13,652,312 Rent & Service Charges etc 102,996 102,996 102,996 102,996 102,996 514,980 Utilities 318,124 362,950 381,094 400,150 420,165 1,882,483 Cleaning & Hygiene 122,308 137,100 141,211 145,450 149,810 695,879 Repairs & Maintenance 216,981 243,213 250,512 258,023 265,764 1,234,493 Telephone Costs 63,424 65,331 67,287 69,305 69,305 334,652 Insurance 60,200 62,006 66,866 65,782 67,756 322,610 Security & Safety Items 55,810 57,476 59,207 60,983 62,812 296,288 Vehicle Costs 30,138 31,039 31,976 32,936 33,921 160,010 YMCA National International 44,805 0 46,149 47,534 138,488 Gardening Costs 5,592 6,267 6,456 6,650 6,849 31,814 Fees 35,246 39,507 40,693 41,913 43,171 200,530 Bank Charges 28,554 32,006 32,967 33,955 34,975 162,457 Loan Payments 465,758 367,326 353,980 352,552 336,822 1,876,438 Computer Equipment 10,508 47,000 47,000 47,000 47,000 198,508 Fixtures, Furniture & Equipment 203,619 288,184 616,873 734,373 807,812 2,650,861 Motor Vehicles 0 11,750 11,750 11,750 11,750 47,000 Stocks 1,800 3,560 4,200 0 9,560 Investments 20,000 21,550 30,000 25,000 25,800 122,350 VAT 169,750 206,160 169,426 162,514 163,494 871,344 10,562,836 10,068,005 10,472,578 10,786,918 11,128,295 53,018,632 NET CASH FLOW 62,770 241,461 125,227 129,259 258,399 817,116 OPENING BANK 391,974 454,744 696,205 821,432 950,691 391,974 CLOSING BANK 454,744 696,205 821,432 950,691 1,209,090 1,209,090


26

Opening Mar-07 Mar-08 Mar-09 Mar-10 Mar-11 £ £ £ £ £ £

FIXED ASSETS Housing Property 8,969,610 8,682,636 8,682,636 8,682,636 8,682,636 8,682,636 Non-Housing Property 571,032 571,032 571,032 571,032 571,032 571,032 Computer Equipment 234,979 243,922 283,922 323,922 363,922 403,922 Fixtures, Furniture & Equipment 2,127,435 2,358,491 2,608,491 3,158,491 3,808,491 4,508,491 Motor Vehicles 64,123 64,123 74,123 84,123 94,123 104,123 Accumulated Depreciation (2,524,775) (2,892,768) (3,397,431) (3,965,660) (4,614,532) (5,380,404) 9,442,404 9,027,436 8,822,773 8,854,544 8,905,672 8,889,800 CURRENT ASSETS Bank 391,974 454,744 696,205 821,432 950,691 1,209,090 Trade Debtors 780,533 469,008 492,203 516,559 537,868 558,941 Stocks 86,184 87,984 85,434 88,994 93,194 81,994 Investments 411,462 431,462 453,012 483,012 508,012 533,812 1,670,153 1,443,198 1,726,854 1,909,997 2,089,765 2,383,837 CREDITORS DUE WITHIN ONE YEAR 1,868,166 1,189,197 1,326,330 1,570,731 1,802,497 1,820,613 NET CURRENT ASSETS (198,013) 254,001 400,524 339,266 287,268 563,224 CREDITORS DUE AFTER ONE YEAR Mortgages And Loans 2,483,948 2,265,269 2,045,725 1,813,273 1,582,114 1,582,114 2,483,948 2,265,269 2,045,725 1,813,273 1,582,114 1,582,114 TOTAL NET ASSETS 6,760,443 7,016,168 7,177,572 7,380,537 7,610,826 7,870,910 CAPITAL & RESERVES Reserves 6,760,443 6,760,443 7,016,168 7,177,572 7,380,537 7,610,826 Retained Earnings 0 255,725 161,404 202,965 230,289 260,084 6,760,443 7,016,168 7,177,572 7,380,537 7,610,826 7,870,910

The second projection has been flexed to ascertain the impact of the disposal of one significant area of the Association’s current operations. For the purpose of this plan the assumption has been made that the Care Homes would be disposed of. However, it should be noted that this is for illustrative purposes only. The other assumptions outlined above remain. This flexed model shows that the Association retains its financial health despite the loss of such a significant piece of work.


27

Balance Sheet Forecast at End of Years 2006 to 2011

Opening Mar-07 Mar-08 Mar-09 Mar-10 Mar-11

£ £ £ £ £ £ FIXED ASSETS Housing Property 8,969,610 8,682,636 8,682,636 3,915,270 3,915,270 3,915,270 Non-Housing Property 571,032 571,032 571,032 571,032 571,032 571,032 Computer Equipment 234,979 243,922 283,922 323,922 363,922 403,922 Fixtures, Furniture & Equipment 2,127,435 2,358,491 2,608,491 2,758,491 3,008,491 3,408,491 Motor Vehicles 64,123 64,123 74,123 84,123 94,123 104,123 Accumulated Depreciation (2,524,775) (2,892,768) (3,397,431) (3,238,405) (3,715,277) (4,334,149) 9,442,404 9,027,436 8,822,773 4,414,433 4,237,561 4,068,689 CURRENT ASSETS Bank 391,974 454,744 696,205 4,211,470 4,255,862 4,319,068 Trade Debtors 780,533 469,008 492,203 440,342 465,644 492,212 Stocks 86,184 87,984 85,434 88,994 93,194 81,994 Investments 411,462 431,462 453,012 483,012 508,012 533,812 1,670,153 1,443,198 1,726,854 5,223,818 5,322,712 5,427,086 CREDITORS DUE WITHIN ONE YEAR (1,868,166) (1,189,197) (1,326,330) (562,118) (568,890) (346,344) NET CURRENT ASSETS (198,013) 254,001 400,524 4,661,700 4,753,822 5,080,742 CREDITORS DUE AFTER ONE YEAR Mortgages And Loans 2,483,948 2,265,269 2,045,725 1,813,273 1,582,114 1,582,114 TOTAL NET ASSETS 6,760,443 7,016,168 7,177,572 7,262,860 7,409,269 7,567,317 CAPITAL & RESERVES Reserves 6,760,443 6,760,443 7,016,168 7,177,572 7,262,860 7,409,269 Retained Earnings 0 255,725 161,404 85,288 146,409 158,048 6,760,443 7,016,168 7,177,572 7,262,860 7,409,269 7,567,317


28

Apr-06 Apr-07 Apr-08 Apr-09 Apr-10 Total Mar-07 Mar-08 Mar-09 Mar-10 Mar-11

£ £ £ £ £ £ INCOME Housing Income 2,628,568 2,700,602 2,835,630 2,977,410 3,126,282 14,268,492 Supporting People 904,320 931,450 959,395 988,182 1,017,834 4,801,181 Other Housing Income 12,100 12,700 13,336 14,008 14,704 66,848 Care Income 3,559,987 3,666,787 7,226,774 Health And Fitness Income 881,766 873,810 909,788 955,268 1,003,036 4,623,668 Sports Income 41,000 43,050 45,202 47,463 49,836 226,551 Youth And Community Progrmme Income 467,400 490,770 515,308 541,074 568,128 2,582,680 Catering Income 458,000 480,900 504,945 530,192 556,702 2,530,739 Olympic Income 277,880 291,776 158,280 10,200 10,200 748,336 Fundraising 75,000 100,000 150,000 175,000 500,000 Investment Income 74,000 76,960 290,038 293,240 296,570 1,030,808 Other Non-Rental Income 169,800 178,290 187,204 196,565 206,393 938,252 9,474,821 9,822,095 6,519,126 6,703,602 7,024,685 39,544,329 OTHER INCOME (EXPENSE) Gain on sale of fixed assets 157,714 157,714 TOTAL INCOME 9,632,535 9,822,095 6,519,126 6,703,602 7,024,685 39,702,043 EXPENDITURE DIRECT COSTS Housing 151,770 156,323 161,013 165,843 170,818 805,767 Care 208,650 214,910 423,560 Programme and Youth & Community 115,900 119,377 122,958 126,647 130,446 615,328 Catering 367,250 408,117 389,615 401,304 413,343 1,979,629 Olympic House 218,800 219,064 109,668 547,532 Fund Raising 35,000 35,000 35,000 35,000 35,000 175,000 1,097,370 1,152,791 818,254 728,794 749,607 4,546,816 STAFF COSTS CEO, Centre Management & Admin 927,960 955,799 939,473 969,007 999,427 4,791,666 Housing Staff 1,034,725 1,065,767 1,097,740 1,130,672 1,164,592 5,493,496 Programme, Youth & Community Staff 963,489 992,394 1,022,165 1,052,830 1,084,415 5,115,293 Catering Staff 523,959 539,677 555,867 572,543 589,720 2,781,766 Care Staff Costs 2,589,793 2,667,487 5,257,280 Other Staff Costs 145,289 113,598 117,006 120,516 124,131 620,540 Pension Contributions 158,677 163,437 168,340 173,391 178,592 842,437 6,343,892 6,498,159 3,900,591 4,018,959 4,140,877 24,902,478 PREMISES EXPENDITURE Rent & Service Charges etc 102,996 102,996 82,996 82,996 82,996 454,980 Utilities 330,520 347,044 314,996 330,116 346,752 1,669,428 Cleaning & Hygiene 113,555 116,962 83,470 85,084 87,807 486,878 Repairs & Maintenance 201,450 207,493 180,218 185,130 189,734 964,025 748,521 774,495 661,680 683,326 707,289 3,575,311 OTHER ESTABLISHMENT COSTS Telephone Costs 53,980 55,599 47,267 47,985 48,755 253,586 Insurance 60,200 62,006 56,866 55,782 57,756 292,610 Security & Safety Items 47,495 48,920 34,387 34,899 35,456 201,157 Vehicle Costs 25,650 26,419 27,212 28,028 28,869 136,178 YMCA National/ International 43,500 44,805 47,964 46,149 47,534 229,952 Gardening Costs 6,100 6,283 12,383 Fees 38,450 39,603 30,792 32,015 33,276 174,136 275,375 283,635 244,488 244,858 251,646 1,300,002 ADMINISTRATION Printing & Stationery 45,650 47,020 35,430 35,883 36,379 200,362 Marketing 50,000 51,500 53,045 54,636 56,275 265,456 IT & Office Equipment Costs 45,400 46,762 48,165 48,609 51,098 240,034 Professional Fees 80,500 85,915 72,402 73,965 75,603 388,385 221,550 231,197 209,042 213,093 219,355 1,094,237 FINANCE COSTS Bank Charges 31,150 32,084 33,047 34,038 35,060 165,379 Other Finance Costs 34,000 35,020 36,071 37,153 38,268 180,512 Finance Re-organisation Costs 70,000 70,000 Depreciation 392,681 504,663 396,229 476,872 618,872 2,389,317 527,831 571,767 465,347 548,063 692,200 2,805,208 TOTAL EXPENDITURE 9,214,539 9,512,044 6,299,402 6,437,093 6,760,974 38,224,052 SURPLUS BEFORE INTEREST 417,996 310,051 219,724 266,509 263,711 1,477,991 INTEREST Loan Interest 162,271 148,647 134,436 120,100 105,663 671,117 SURPLUS AFTER INTEREST 255,725 161,404 85,288 146,409 158,048 806,874 CUMULATIVE 255,725 417,129 502,417 648,826 806,874 806,874


29

Income and Expenditure Forecast for the years 2006/07 to 2010/11

Apr-06 Apr-07 Apr-08 Apr-09 Apr-10 Total Mar-07 Mar-08 Mar-09 Mar-10 Mar-11 £ £ £ £ £ £

RECEIPTS Invoiced Sales 793,565 89,861 15,606 16,390 17,208 932,630 Housing Income 2,345,651 2,861,348 3,004,421 3,154,638 3,312,374 14,678,432 Supporting People 1,062,576 1,094,454 1,127,290 1,161,114 1,195,954 5,641,388 Care Income 3,559,987 3,666,787 7,226,774 Health And Fitness Income 881,766 873,810 909,788 955,268 1,003,036 4,623,668 Sports Income 41,000 43,050 45,202 47,463 49,836 226,551 Youth And Community Progrmme Income 467,400 490,770 515,308 541,074 568,128 2,582,680 Catering Income 538,148 565,056 593,313 622,976 654,126 2,973,619 Olympic Income 277,880 291,776 158,280 10,200 10,200 748,336 Fundraising 75,000 100,000 150,000 175,000 500,000 Investment Income 67,833 76,714 290,038 293,240 296,570 1,025,361 Other Non-Rental Income 169,800 178,290 187,204 196,565 206,393 938,252 Housing Property 420,000 4,212,111 4,632,111 Stocks 2,550 11,200 13,750 10,625,606 10,309,466 11,158,561 7,148,928 7,500,025 46,743,552 PAYMENTS Invoiced Costs 5,059,862 4,177,973 4,224,170 4,347,288 4,477,468 22,286,761 Housing 148,583 166,549 171,540 176,693 181,991 845,356 Care 191,263 214,388 17,909 423,560 Programme and Youth & Community 106,242 119,087 122,659 126,340 130,129 604,457 Catering 353,476 396,215 410,711 420,345 432,954 2,015,784 Olympic House 218,800 219,064 109,668 547,532 Care Staff Costs 2,573,802 2,648,063 666,872 5,888,737 Rent & Service Charges etc 102,996 102,996 82,996 82,996 82,996 454,980 Utilities 318,124 362,950 333,551 345,301 362,637 1,722,563 Cleaning & Hygiene 122,308 137,100 101,354 99,818 102,904 563,484 Repairs & Maintenance 216,981 243,213 214,425 217,049 222,487 1,114,155 Telephone Costs 63,424 65,331 55,535 56,385 57,287 297,962 Insurance 60,200 62,006 56,866 55,782 57,756 292,610 Security & Safety Items 55,810 57,476 40,406 41,007 41,660 236,359 Vehicle Costs 30,138 31,039 31,976 32,936 33,921 160,010 YMCA National/ International 44,805 46,149 47,534 138,488 Gardening Costs 5,592 6,267 524 12,383 Fees 35,246 39,507 31,526 31,913 33,171 171,363 Bank Charges 28,554 32,006 32,967 33,955 34,975 162,457 Loan Payments 465,758 367,326 353,980 352,552 336,822 1,876,438 Computer Equipment 10,508 47,000 47,000 47,000 47,000 198,508 Fixtures, Furniture & Equipment 203,619 288,184 249,687 293,750 470,000 1,505,240 Motor Vehicles 11,750 11,750 11,750 11,750 47,000 Stocks 1,800 3,560 4,200 9,560 Investments 20,000 21,550 30,000 25,000 25,800 122,350 VAT 169,750 206,160 241,664 256,327 245,577 1,118,361 10,562,836 10,068,005 7,643,296 7,104,536 7,436,819 42,816,458 NET CASH FLOW 62,770 241,461 3,515,265 44,392 63,206 3,927,094 OPENING BANK 391,974 454,744 696,205 4,211,470 4,255,862 391,974 CLOSING BANK 454,744 696,205 4,211,470 4,255,862 4,319,068 4,319,068


30

Key Performance Indicators

The Association will use the following Key Performance Indicators in order to assess progress in meeting its strategic and operational objectives, targets being set annually by the Board:- Financial

• Performance to meet budget; • Un-earmarked fundraising; • Improvement to the Balance sheet;

Adult Programme

• Number of users paying monthly or annually • Number of day passes issued in the month; • Cancelled users per month; • Number of IFI users per month;

Junior Programme

• Number of children participating in activities per month; Work with young people

• Number of young people engaged with per month; Housing

• Percentage occupancy; • Rent arrears; • Planned move-ons • New admissions; • Ejections

Complaints

• Number of level 1 complaints • Number of level 2 complaints • Number of level three complaints

Maintenance

• % completed within 24 hours • % completed within 7 days • % completed within 28 days

Human Resources

• Number of training days in the month; • Sickness absence; • Equalities and Diversity of staff compared to communities we serve • Staff Turnover


31

Conclusions

These Plans set out ambitious targets and aspirations for the Association over the next five years. Regular monitoring and review will be required in order to achieve our ambitions for the on-going development and growth of the Association.