BUSINESS PLAN

2006 – 2010

Contents About Us Introduction

pg 3

Brief Background Operating Area and Demographics SWOT Analysis

pg 3 pg 4 pg 6

Strategic Plan Vision Statement Strategic Objectives

pg 7 pg 9

Business Plan People Actions to Meet Strategic Objectives Risk Riskmap

pg 15 pg 17 pg 21 pg 22

Finances Commentary Income Expenditure Forecast Cash Flow Forecast Balance Sheet Forecast

pg 23 pg 24 pg 25 pg 26

Flexed Finances Balance Sheet Forecast Cash Flow Forecast Income Expenditure Forecast

pg 27 pg 28 pg 29

Key Performance Indicators

pg 30

Conclusions

pg 31

2 Strategic and Business Plan 2006 - 2010

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. 3

Strategic and Business Plan 2006 - 2010

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 Merton Kingston London Average

Total population 187,908 147,273 ----

0 -4 % 6.7 6.2 6.6

5 – 15 % 12.7 12.6 13.5

16 – 19 % 4 4.8 4.6

20 – 44 % 43.1 41.2 42.7

45 – 64 % 20.4 21.6 20

65+ % 12.9 13.3 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

Merton Kingston London Average

White %

Mixed Race %

74.9 84 71

3.1 2.2 3.1

Asian or Asian British % 11 7.7 12

Black or Black British % 7.7 1.5 10.9

Chinese or other ethnic group % 3 3.9 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.

4 Strategic and Business Plan 2006 - 2010

Health Borough

Good Health %

Merton Kingston London Average

72.6 73.9 70.8

Fairly Good Health % 20.2 19.8 20.9

Poor Health % 7.06 6.2 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)

Full time employed Part time employed Self employed Unemployed Full time students Retired Full time education At home Long term sickness Other

Merton 47.8 8.8 9.1 3.2 2.5 9.4 5.1 6.6 3.1 3.4

Kingston 45.7 9.6 9.7 2.4 4.1 9.8 6.8 6.4 2.5 2.6

London Average 42.6 8.6 8.9 4.3 2.9 9.8 6.5 7.1 4.5 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 longterm 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.

5 Strategic and Business Plan 2006 - 2010

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

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

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

6 Strategic and Business Plan 2006 - 2010

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”

7 Strategic and Business Plan 2006 - 2010

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. 8 Strategic and Business Plan 2006 - 2010

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) 9

Strategic and Business Plan 2006 - 2010

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.

10 Strategic and Business Plan 2006 - 2010

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.

2.

3.

4.

5.

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. 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. 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. 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. 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%)

11 Strategic and Business Plan 2006 - 2010

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%)

12 Strategic and Business Plan 2006 - 2010

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)

13 Strategic and Business Plan 2006 - 2010

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)

14 Strategic and Business Plan 2006 - 2010

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 Number of Female Members Number of Male Members Number of Members from BME Communities Numbers from Professional Backgrounds Town Planning Consultant Youth Work Consultant Solicitor Business Background Finance/Audit/Regulatory Child Care Management Priest HR

11 5 6 2 1 1 1 2 3 1 1 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) 15 Strategic and Business Plan 2006 - 2010

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.

16 Strategic and Business Plan 2006 - 2010

Actions to meet our Strategic Objectives No. 1

Strategic Objective 6

Detailed Action

Start

Finish

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

Commenced

January 2007

2

1,2

Conclude the review of our future building requirements in the Borough of Merton Conclude the fundamental review of the operation of our residential care provision Further engage young people in decision making with the appointment of two people under the age of 25 on the Board.

Commenced

January 2007

3

1

Commenced

February 2007 February 2007

4

1,3,6

5

1

Develop a “Well-being” centre utilising the shop front space in Surbiton Achieve the “Investors in People” Standard

Commenced

July 2007

6

3

Commenced

September 2007 September 2007

7

1

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

Commenced

8

2

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

Commenced

Commenced

March 2010

Budgetary Provision Some additional funding might be required dependent upon the outcome of the review Up to £20,000 Up to £50,000 £1,000 for mentoring and training Funding applied for £3,000 Capital funding applied for. Revenue neutral based upon the current business case Generation of surpluses required each year

SST lead CEO

Staff hours 24

BDM

Not known* 120

CI YW/ CEO

40

CDS

120

HR

120

YW/ BDM

120

FD/ CEO

Difficult to quantify

*dependant upon the outcome of the review

17 Strategic and Business Plan 2006 - 2010

No. 9

Strategic Objective 1

10

Detailed Action

Start

Finish

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

1

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

January 2007

April 2007

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

12

5

January 2007

May 2007

13

2

Conclude an International Partnership Agreement with Bitola YMCA in the FYR of Macedonia Complete an energy conservation plan and implement

January 2007

June 2007

14

4

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

February 2007

April 2007

Budgetary Provision Funding of £8,000 per annum required in order to continue to employ the activator. £32,000 per annum. Should see a return in year two through productivity improvements and increased sales £35,000 per annum – costs to be met from fundraising income £600

SST lead CS

Staff hours 24

BDK

40

CS

16

CEO

24

Some initial capital costs should result in significant revenue savings and also have a positive environmental impact. £1,000

FD

200

CEO

32

18 Strategic and Business Plan 2006 - 2010

No. 15

Strategic Objective 1

16

1

17

1,2

18

2

19

Detailed Action

Start

Finish

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

March 2007

June 2007

March 2007

December 2007

Invest in upgrading the three move-on properties in Surbiton

April 2007

July 2007

June 2007

3

Review our maintenance services in order to provide a responsive, yet cost effective service Appoint a Volunteer Co-ordinator

20

2

Review the operation of YMCA Parsons Green

June 2007

21

3

Achieve and maintain the YMCA “Insync” Standards

September 2007 September 2007 December 2007 January 2008

22

1

23

4

24

2

June 2007

September 2007 Review and decide upon the future provision of services to Seniors September 2007 Review the operation and scale of the PR and Marketing September operations 2007

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

January 2008 February 2008

December 2008

Budgetary Provision None

SST lead CS

Staff hours 120

From trust and legacy fundraising Up to £70,000 – from the proceeds of the sale of 58 Upper Brighton Road None

YW

120

CDS

24

FD

80

£15,000 pa

HR

16

£5,000

BDM

32

None

CS

120

Limited funding required Dependent upon the outcome of the review additional resources might be required Unknown at this stage

CS

48

CS

80

FD

160

19 Strategic and Business Plan 2006 - 2010

No. 25

Strategic Objective 2

26

6

27

1&4

28

1

29

1

30

1&5

31

Detailed Action

Start

Finish

Budgetary Provision Initial capital cost but with the potential for substantial revenue savings Some legal fees might be required External funding required Possible substantial financial obligations Subject to funding streams

SST lead FD

Staff hours 40

CEO

40

YW

80

CEO/ BDK

120

CEO

120

YW/ CEO HR

160

CEO

8

On-going

£5,000 to be raised externally Dependent upon the outcome some financial resource might be required £1,000 per annum None

CS

80

May 2009

None

CEO

24

Review and decide upon the future telecommunication needs of the Association

November 2007

February 2008

Review the Association’s Governing Documents

January 2008

May 2008

To launch a piece of work on engagement with young people from a variety of faith groups to assist in community cohesion Consider continuing contract management of the YMCA Hawker Centre

January 2008

On-going

March 2008

July 2008

Commence a feasibility study into the development of a new supported housing scheme for young people with physical/learning disabilities To fully participate in the YMCA European Festival

March 2008

March 2009

August 2008

August 2008

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

32

6 6

34

6

Commence a campaign to attract new Full Members

September 2008 September 2008 October 2008

On-going

33

To have two Board members engaged fully at an international level Participate in a benchmarking club with similar organisations

120

20 Strategic and Business Plan 2006 - 2010

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.

21 Strategic and Business Plan 2006 - 2010

©Just Assured 2005

Kingston & Wimbledon YMCA - Risk Assessment Contingency

20th June 06

Primary

10

Impact

9

6,

"Oh S***!"

8

10,23,

4,

11,17,

7

13,

8,16,18,

3,14,

6

2, 24,

9,12,

22, 5,

5

7,19,20,

4

1,

"Oh Dear"

15,

21,

3

"Oh Well"

2 1

Score

1

2

3

4

5

6

7

8

9

10

Probability Monitor & Review Not likely

Risk No.

Housekeeping More than evens

Description

Almost certain

probability impact

Reduction in Supporting Peoples income Failure to renew Surrey County Council contracts Significant drop in programme income Failure to protect vulnerable adults & children Changes in residential client group leading to poor community relations Flu pandemic amongst staff & client groups Poor budgetary management New projects having a serious negative impact on our financial health Inadequate preventative maintenance on buildings Major disaster leading to loss of key buildings Inadequate cash flow / resource (failure to achieve projected surplus) Loss of control of rent arrears Significant fraudulent activity by key personnel Lack of competent and skilled staff (new & existing staff) Poor personal safety of staff, volunteers & users Poor relationships with key stakeholders Unclear presentation / disapproval of our ethos & values Incompatability with partner organisations Lack of Board members with appropriate skills, knowledge and time Non compliance with H&S regulations Non compliance with legal & regulatory requirements High void levels Significant IT failure Managing ongoing pension deficit

TOTALS

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Less than evens

Accumulative scores

8 6 4 3 6 3 5 3 3 2 4 3 2 4 7 3 4 3 5 5 4 6 2 5 100

8 8 7 8 6 9 5 7 6 8 8 6 7 7 5 7 8 7 5 5 4 7 8 7 163 CRITICAL HIGH MEDIM LOW

Score

64 48 28 24 36 27 25 21 18 16 32 18 14 28 35 21 32 21 25 25 16 42 16 35 667 1 7 15 1

COPYRIGHT 2005 Just Assured

22 Strategic and Business Plan 2006 - 2010

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.

23 Strategic and Business Plan 2006 - 2010

Apr-06 Mar-07 £ 2,628,568 904,320 12,100 3,559,987 881,766 41,000 467,400 458,000 277,880 0 74,000 169,800 9,474,821

Apr-07 Mar-08 £ 2,700,602 931,450 12,700 3,666,787 873,810 43,050 490,770 480,900 291,776 75,000 76,960 178,290 9,822,095

Apr-08 Mar-09 £ 2,835,630 959,395 13,336 3,776,791 894,609 45,202 515,308 504,945 158,280 100,000 80,038 187,204 10,070,738

Apr-09 Mar-10 £ 2,914,831 988,182 14,008 3,890,095 955,268 47,463 541,074 530,192 10,200 150,000 83,240 196,565 10,321,118

Apr-10 Mar-11 £ 3,041,430 1,017,834 14,704 4,006,798 1,003,036 49,836 568,128 556,702 10,200 175,000 86,570 206,393 10,736,631

£ 14,121,061 4,801,181 66,848 18,900,458 4,608,489 226,551 2,582,680 2,530,739 748,336 500,000 400,808 938,252 50,425,403

157,714 9,632,535

0 9,822,095

0 10,070,738

0 10,321,118

0 10,736,631

157,714 50,583,117

151,770 208,650 145,900 367,250 218,800 5,000 1,097,370

156,323 214,910 119,377 408,117 219,064 35,000 1,152,791

161,013 221,356 122,958 419,311 109,668 35,000 1,069,306

165,843 227,997 126,647 430,840 0 35,000 986,327

170,818 234,837 130,446 442,715 0 35,000 1,013,816

805,767 1,107,750 645,328 2,068,233 547,532 145,000 5,319,610

927,960 1,034,725 963,489 523,959 2,589,793 145,289 158,677 6,343,892

955,799 1,065,767 992,394 539,677 2,667,487 113,598 163,437 6,498,159

984,473 1,097,740 1,022,165 555,867 2,747,512 117,006 168,340 6,693,103

1,014,007 1,130,672 1,052,830 572,543 2,829,937 120,516 173,391 6,893,896

1,044,427 1,164,592 1,084,415 589,720 2,914,835 124,131 178,592 7,100,712

4,926,666 5,493,496 5,115,293 2,781,766 13,749,564 620,540 842,437 33,529,762

102,996 330,520 113,555 201,450 748,521

102,996 347,044 116,962 207,493 774,495

102,996 364,396 120,470 213,718 801,580

102,996 382,616 124,084 220,130 829,826

102,996 401,752 127,807 226,734 859,289

514,980 1,826,328 602,878 1,069,525 4,013,711

53,980 60,200 47,495 25,650 43,500 6,100 38,450 275,375

55,599 62,006 48,920 26,419 44,805 6,283 39,603 283,635

57,267 66,866 50,387 27,212 47,964 6,471 40,792 296,959

58,985 65,782 51,899 28,028 46,149 6,666 42,015 299,524

60,755 67,756 53,456 28,869 47,534 6,866 43,276 308,512

286,586 322,610 252,157 136,178 229,952 32,386 204,136 1,464,005

45,650 50,000 45,400 80,500 221,550

47,020 51,500 46,762 85,915 231,197

48,430 53,045 48,165 85,402 235,042

49,883 54,636 48,609 87,965 241,093

51,379 56,275 51,098 90,603 249,355

242,362 265,456 240,034 430,385 1,178,237

31,150 34,000 70,000 186,576 19,296 39,052 143,075 4,682 527,831

32,084 35,020 0 186,576 19,296 52,552 241,000 5,239 571,767

33,047 36,071 0 186,576 19,296 40,857 313,000 8,500 637,347

34,038 37,153 0 186,576 19,296 40,500 395,000 7,500 720,063

35,060 38,268 0 186,576 19,296 30,000 520,000 10,000 839,200

165,379 180,512 70,000 932,880 96,480 202,961 1,612,075 35,921 3,296,208

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

INCOME Housing Income Supporting People Other Housing Income Care Income Health And Fitness Income Sports Income Youth And Community Programme Income Catering Income Olympic House Income Fundraising Investment Income Other Non-Rental Income OTHER INCOME (EXPENSE) Gain on sale of fixed assets TOTAL INCOME

TOTAL

EXPENDITURE DIRECT COSTS Housing Care Programme and Youth & Community Catering Olympic House Costs Fund Raising STAFF COSTS CEO, Centre Management & Admin Housing Staff Programme, Youth & Community Staff Catering Staff Care Staff Costs Other Staff Costs Pension Contributions PREMISES EXPENDITURE Rent & Service Charges etc Utilities Cleaning & Hygiene Repairs & Maintenance OTHER ESTABLISHMENT COSTS Telephone Costs Insurance Security & Safety Items Vehicle Costs YMCA National/ International Gardening Costs Fees

ADMINISTRATION Printing & Stationery Marketing IT & Office Equipment Costs Professional Fees

FINANCE COSTS Bank Charges Other Finance Costs Finance Re-organisation Costs Depreciation- Housing Property Depreciation- Non-Housing Property Depreciation- Computer Equipment Depreciation- Fixtures, Furniture & Equipment Depreciation- Motor Vehicles

TOTAL EXPENDITURE

Cash Flow Forecast for the Years 2006/7 to 2010/11

RECEIPTS Invoiced Sales Housing Income Supporting People Care Income Health And Fitness Income Sports Income Youth And Community Progrmme Income Catering Income Olympic Income Fundraising Investment Income Other Non Rental Income Housing Property Stocks

PAYMENTS Invoiced Costs Housing Staff Care Staff Costs Programme, Youth & Community Staff Catering Olympic House Care Staff Costs Rent & Service Charges etc Utilities Cleaning & Hygiene Repairs & Maintenance Telephone Costs Insurance Security & Safety Items Vehicle Costs YMCA National International Gardening Costs Fees Bank Charges Loan Payments Computer Equipment Fixtures, Furniture & Equipment Motor Vehicles Stocks Investments VAT

Apr-06 Mar-07 £

Apr-07 Mar-08 £

Apr-08 Mar-09 £

Apr-09 Mar-10 £

Apr-10 Mar-11 £

Total

793,565 2,345,651 1,062,576 3,559,987 881,766 41,000 467,400 538,148 277,880 67,833 169,800 0 420,000 0 10,625,606

89,861 2,861,348 1,094,454 3,666,787 873,810 43,050 490,770 565,056 291,776 75,000 76,714 178,290 0 2,550 10,309,466

115,606 3,004,421 1,127,290 3,776,791 894,609 45,202 515,308 593,313 158,280 100,000 79,781 187,204 0 0 10,597,805

166,390 3,092,059 1,161,114 3,890,095 955,268 47,463 541,074 622,976 10,200 150,000 82,973 196,565 0 0 10,916,177

192,208 3,227,522 1,195,954 4,006,798 1,003,036 49,836 568,128 654,126 10,200 175,000 86,293 206,393 11,200 0 11,386,694

1,357,630 14,531,001 5,641,388 18,900,458 4,608,489 226,551 2,582,680 2,973,619 748,336 567,833 495,561 768,452 431,200 2,550 53,835,748

5,059,862 148,583 191,263 106,242 353,476 218,800 2,573,802 102,996 318,124 122,308 216,981 63,424 60,200 55,810 30,138

4,177,973 166,549 214,388 119,087 396,215 219,064 2,648,063 102,996 362,950 137,100 243,213 65,331 62,006 57,476 31,039 44,805 6,267 39,507 32,006 367,326 47,000 288,184 11,750

4,425,085 176,693 227,443 126,340 420,345 0 2,809,331 102,996 400,150 145,450 258,023 69,305 65,782 60,983 32,936 46,149 6,650 41,913 33,955 352,552 47,000 734,373 11,750 4,200 25,000 162,514 10,786,918

4,557,608 181,991 234,267 130,129 432,954 0 2,893,610 102,996 420,165 149,810 265,764 69,305 67,756 62,812 33,921 47,534 6,849 43,171 34,975 336,822 47,000 807,812 11,750 0 25,800 163,494 11,128,295

22,518,962 845,356 1,088,180 604,457 2,011,088 547,532 13,652,312 514,980 1,882,483 695,879 1,234,493 334,652 322,610 296,288 160,010 138,488 31,814 200,530 162,457 1,876,438 198,508 2,650,861 47,000 9,560 122,350 871,344 53,018,632

£

5,592 35,246 28,554 465,758 10,508 203,619 0 1,800 20,000 169,750 10,562,836

21,550 206,160 10,068,005

4,298,434 171,540 220,819 122,659 408,098 109,668 2,727,506 102,996 381,094 141,211 250,512 67,287 66,866 59,207 31,976 0 6,456 40,693 32,967 353,980 47,000 616,873 11,750 3,560 30,000 169,426 10,472,578

NET CASH FLOW

62,770

241,461

125,227

129,259

258,399

817,116

OPENING BANK CLOSING BANK

391,974 454,744

454,744 696,205

696,205 821,432

821,432 950,691

950,691 1,209,090

391,974 1,209,090

25 Strategic and Business Plan 2006 - 2010

Opening £

Mar-07 £

Mar-08 £

8,969,610 571,032 234,979 2,127,435 64,123 (2,524,775) 9,442,404

8,682,636 571,032 243,922 2,358,491 64,123 (2,892,768) 9,027,436

8,682,636 571,032 283,922 2,608,491 74,123 (3,397,431) 8,822,773

8,682,636 571,032 323,922 3,158,491 84,123 (3,965,660) 8,854,544

8,682,636 571,032 363,922 3,808,491 94,123 (4,614,532) 8,905,672

8,682,636 571,032 403,922 4,508,491 104,123 (5,380,404) 8,889,800

391,974 780,533 86,184 411,462 1,670,153

454,744 469,008 87,984 431,462 1,443,198

696,205 492,203 85,434 453,012 1,726,854

821,432 516,559 88,994 483,012 1,909,997

950,691 537,868 93,194 508,012 2,089,765

1,209,090 558,941 81,994 533,812 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

2,483,948 2,483,948

2,265,269 2,265,269

2,045,725 2,045,725

1,813,273 1,813,273

1,582,114 1,582,114

1,582,114 1,582,114

6,760,443

7,016,168

7,177,572

7,380,537

7,610,826

7,870,910

6,760,443 0 6,760,443

6,760,443 255,725 7,016,168

7,016,168 161,404 7,177,572

7,177,572 202,965 7,380,537

7,380,537 230,289 7,610,826

7,610,826 260,084 7,870,910

FIXED ASSETS Housing Property Non-Housing Property Computer Equipment Fixtures, Furniture & Equipment Motor Vehicles Accumulated Depreciation

CURRENT ASSETS Bank Trade Debtors Stocks Investments

CREDITORS DUE AFTER ONE YEAR Mortgages And Loans

TOTAL NET ASSETS CAPITAL & RESERVES Reserves Retained Earnings

Mar-09 £

Mar-10 £

Mar-11 £

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.

26 Strategic and Business Plan 2006 - 2010

Balance Sheet Forecast at End of Years 2006 to 2011 Opening £

Mar-07 £

Mar-08 £

Mar-09 £

Mar-10 £

Mar-11 £

8,969,610 571,032 234,979 2,127,435 64,123 (2,524,775) 9,442,404

8,682,636 571,032 243,922 2,358,491 64,123 (2,892,768) 9,027,436

8,682,636 571,032 283,922 2,608,491 74,123 (3,397,431) 8,822,773

3,915,270 571,032 323,922 2,758,491 84,123 (3,238,405) 4,414,433

3,915,270 571,032 363,922 3,008,491 94,123 (3,715,277) 4,237,561

3,915,270 571,032 403,922 3,408,491 104,123 (4,334,149) 4,068,689

391,974 780,533 86,184 411,462 1,670,153

454,744 469,008 87,984 431,462 1,443,198

696,205 492,203 85,434 453,012 1,726,854

4,211,470 440,342 88,994 483,012 5,223,818

4,255,862 465,644 93,194 508,012 5,322,712

4,319,068 492,212 81,994 533,812 5,427,086

CREDITORS DUE WITHIN ONE YEAR NET CURRENT ASSETS

(1,868,166) (198,013)

(1,189,197) 254,001

(1,326,330) 400,524

(562,118) 4,661,700

(568,890) 4,753,822

(346,344) 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

6,760,443 0 6,760,443

6,760,443 255,725 7,016,168

7,016,168 161,404 7,177,572

7,177,572 85,288 7,262,860

7,262,860 146,409 7,409,269

7,409,269 158,048 7,567,317

FIXED ASSETS Housing Property Non-Housing Property Computer Equipment Fixtures, Furniture & Equipment Motor Vehicles Accumulated Depreciation

CURRENT ASSETS Bank Trade Debtors Stocks Investments

CAPITAL & RESERVES Reserves Retained Earnings

27 Strategic and Business Plan 2006 - 2010

Apr-06 Mar-07 £

Apr-07 Mar-08 £

Apr-08 Mar-09 £

Apr-09 Mar-10 £

Apr-10 Mar-11 £

Total

2,628,568 904,320 12,100 3,559,987 881,766 41,000 467,400 458,000 277,880

2,835,630 959,395 13,336

2,977,410 988,182 14,008

3,126,282 1,017,834 14,704

74,000 169,800 9,474,821

2,700,602 931,450 12,700 3,666,787 873,810 43,050 490,770 480,900 291,776 75,000 76,960 178,290 9,822,095

909,788 45,202 515,308 504,945 158,280 100,000 290,038 187,204 6,519,126

955,268 47,463 541,074 530,192 10,200 150,000 293,240 196,565 6,703,602

1,003,036 49,836 568,128 556,702 10,200 175,000 296,570 206,393 7,024,685

14,268,492 4,801,181 66,848 7,226,774 4,623,668 226,551 2,582,680 2,530,739 748,336 500,000 1,030,808 938,252 39,544,329

157,714 9,632,535

9,822,095

6,519,126

6,703,602

7,024,685

157,714 39,702,043

151,770 208,650 115,900 367,250 218,800 35,000 1,097,370

156,323 214,910 119,377 408,117 219,064 35,000 1,152,791

161,013

165,843

170,818

122,958 389,615 109,668 35,000 818,254

126,647 401,304

130,446 413,343

35,000 728,794

35,000 749,607

927,960 1,034,725 963,489 523,959 2,589,793 145,289 158,677 6,343,892

955,799 1,065,767 992,394 539,677 2,667,487 113,598 163,437 6,498,159

939,473 1,097,740 1,022,165 555,867

969,007 1,130,672 1,052,830 572,543

999,427 1,164,592 1,084,415 589,720

117,006 168,340 3,900,591

120,516 173,391 4,018,959

124,131 178,592 4,140,877

4,791,666 5,493,496 5,115,293 2,781,766 5,257,280 620,540 842,437 24,902,478

102,996 330,520 113,555 201,450 748,521

102,996 347,044 116,962 207,493 774,495

82,996 314,996 83,470 180,218 661,680

82,996 330,116 85,084 185,130 683,326

82,996 346,752 87,807 189,734 707,289

454,980 1,669,428 486,878 964,025 3,575,311

53,980 60,200 47,495 25,650 43,500 6,100 38,450 275,375

55,599 62,006 48,920 26,419 44,805 6,283 39,603 283,635

47,267 56,866 34,387 27,212 47,964

47,985 55,782 34,899 28,028 46,149

48,755 57,756 35,456 28,869 47,534

30,792 244,488

32,015 244,858

33,276 251,646

253,586 292,610 201,157 136,178 229,952 12,383 174,136 1,300,002

45,650 50,000 45,400 80,500 221,550

47,020 51,500 46,762 85,915 231,197

35,430 53,045 48,165 72,402 209,042

35,883 54,636 48,609 73,965 213,093

36,379 56,275 51,098 75,603 219,355

200,362 265,456 240,034 388,385 1,094,237

31,150 34,000 70,000 392,681 527,831

32,084 35,020

33,047 36,071

34,038 37,153

35,060 38,268

504,663 571,767

396,229 465,347

476,872 548,063

618,872 692,200

165,379 180,512 70,000 2,389,317 2,805,208

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

INCOME Housing Income Supporting People Other Housing Income Care Income Health And Fitness Income Sports Income Youth And Community Progrmme Income Catering Income Olympic Income Fundraising Investment Income Other Non-Rental Income OTHER INCOME (EXPENSE) Gain on sale of fixed assets TOTAL INCOME

£

EXPENDITURE DIRECT COSTS Housing Care Programme and Youth & Community Catering Olympic House Fund Raising STAFF COSTS CEO, Centre Management & Admin Housing Staff Programme, Youth & Community Staff Catering Staff Care Staff Costs Other Staff Costs Pension Contributions PREMISES EXPENDITURE Rent & Service Charges etc Utilities Cleaning & Hygiene Repairs & Maintenance OTHER ESTABLISHMENT COSTS Telephone Costs Insurance Security & Safety Items Vehicle Costs YMCA National/ International Gardening Costs Fees ADMINISTRATION Printing & Stationery Marketing IT & Office Equipment Costs Professional Fees FINANCE COSTS Bank Charges Other Finance Costs Finance Re-organisation Costs Depreciation

TOTAL EXPENDITURE

805,767 423,560 615,328 1,979,629 547,532 175,000 4,546,816

28 Strategic and Business Plan 2006 - 2010

Income and Expenditure Forecast for the years 2006/07 to 2010/11 Apr-06 Mar-07 £ RECEIPTS Invoiced Sales Housing Income Supporting People Care Income Health And Fitness Income Sports Income Youth And Community Progrmme Income Catering Income Olympic Income Fundraising Investment Income Other Non-Rental Income Housing Property Stocks

PAYMENTS Invoiced Costs Housing Care Programme and Youth & Community Catering Olympic House Care Staff Costs Rent & Service Charges etc Utilities Cleaning & Hygiene Repairs & Maintenance Telephone Costs Insurance Security & Safety Items Vehicle Costs YMCA National/ International Gardening Costs Fees Bank Charges Loan Payments Computer Equipment Fixtures, Furniture & Equipment Motor Vehicles Stocks Investments VAT

Apr-07 Mar-08 £

Apr-08 Mar-09 £

Apr-09 Mar-10 £

Apr-10 Mar-11 £

793,565 2,345,651 1,062,576 3,559,987 881,766 41,000

89,861 2,861,348 1,094,454 3,666,787 873,810 43,050

15,606 3,004,421 1,127,290

16,390 3,154,638 1,161,114

17,208 3,312,374 1,195,954

909,788 45,202

955,268 47,463

1,003,036 49,836

467,400 538,148 277,880

490,770 565,056 291,776 75,000 76,714 178,290

515,308 593,313 158,280 100,000 290,038 187,204 4,212,111

541,074 622,976 10,200 150,000 293,240 196,565

568,128 654,126 10,200 175,000 296,570 206,393

67,833 169,800 420,000

Total £ 932,630 14,678,432 5,641,388 7,226,774 4,623,668 226,551 2,582,680 2,973,619 748,336 500,000 1,025,361 938,252 4,632,111 13,750 46,743,552

10,625,606

2,550 10,309,466

11,158,561

7,148,928

11,200 7,500,025

5,059,862 148,583 191,263

4,177,973 166,549 214,388

4,224,170 171,540 17,909

4,347,288 176,693

4,477,468 181,991

22,286,761 845,356 423,560

106,242 353,476 218,800 2,573,802 102,996 318,124 122,308 216,981 63,424 60,200 55,810 30,138

119,087 396,215 219,064 2,648,063 102,996 362,950 137,100 243,213 65,331 62,006 57,476 31,039 44,805 6,267 39,507 32,006 367,326 47,000 288,184 11,750

122,659 410,711 109,668 666,872 82,996 333,551 101,354 214,425 55,535 56,866 40,406 31,976

126,340 420,345

130,129 432,954

82,996 345,301 99,818 217,049 56,385 55,782 41,007 32,936 46,149

82,996 362,637 102,904 222,487 57,287 57,756 41,660 33,921 47,534

31,913 33,955 352,552 47,000 293,750 11,750 4,200 25,000 256,327 7,104,536

33,171 34,975 336,822 47,000 470,000 11,750 25,800 245,577 7,436,819

604,457 2,015,784 547,532 5,888,737 454,980 1,722,563 563,484 1,114,155 297,962 292,610 236,359 160,010 138,488 12,383 171,363 162,457 1,876,438 198,508 1,505,240 47,000 9,560 122,350 1,118,361 42,816,458

5,592 35,246 28,554 465,758 10,508 203,619 1,800 20,000 169,750 10,562,836

21,550 206,160 10,068,005

524 31,526 32,967 353,980 47,000 249,687 11,750 3,560 30,000 241,664 7,643,296

NET CASH FLOW

62,770

241,461

3,515,265

44,392

63,206

3,927,094

OPENING BANK CLOSING BANK

391,974 454,744

454,744 696,205

696,205 4,211,470

4,211,470 4,255,862

4,255,862 4,319,068

391,974 4,319,068

29 Strategic and Business Plan 2006 - 2010

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

30 Strategic and Business Plan 2006 - 2010

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.

31 Strategic and Business Plan 2006 - 2010