Deputy Chief Executive Vacancy - Microsoft Chief Executive Vacancy ... appointment to visit us or...

Deputy Chief Executive Vacancy

Registered Charity Number: 1105062 Company Limited by Guarantee Number: 05115062

Chief Executive: Mr Michael Howe Chair of Trustees: Mrs Christine Cole

Are you looking for a new challenge?

Do you want to work with a Charity which is really going places and making a difference?

Are you innovative, a self-starter and ambitious?

If you answered yes to all the above we want to hear from you!

We are currently looking to expand our senior team with a new role of Deputy Chief Executive. On a day to day basis you will lead and line manage all operational services under the direction of the Chief Executive. We have a vibrant mix of services at Families First Bedfordshire and we are ambitious in our plans for the future. You will support the Chief Executive in devising and delivering a new vision for the Charity which will see us reaching more families and expanding the work we do.

In return you will receive a generous package which includes 25 days annual leave per annum plus 5 additional family days, excellent opportunities for your own professional development and an opportunity to work with a vibrant and enthusiastic team of staff.

We are looking for a strong leader of people who can demonstrate empathy, have decisive decision making skills and the ability to think outside of the box.

After reading the information in the application pack we strongly recommend you make an appointment to visit us or speak with our Chief Executive, Michael Howe over the telephone about the role before applying.

How to Apply

A full application pack can be downloaded from our website, www.gfc.gb.com

Alternatively please contact Julie Smith, HR Administrator on 01234 341 977 and we can email one out to you.

Application forms are to be submitted by 9am on Monday 13th February 2017 with interviews scheduled for shortlisted candidates on Wednesday 22nd February 2017.

Unfortunately due to safer recruitment practices we are unable to accept CV’s.

Desired start date: April 2017

Salary: FfB Scale M3-M4 (£36,937pa - £43,387pa) placement on scale dependent on experience

Work Pattern & Location: 37 hours per week, Mon-Fri based primarily at Goldington Family Centre, Bedford, MK41 9HU.

FfB follows safer recruiting guidelines and this position is subject to an enhanced DBS check.

http://www.gfc.gb.com/

Registered Office: Goldington Family Centre, 28-30 Meadway, Bedford, MK41 9HU T: 01234 341 977 | F: 01234 353 510 | E: [email protected] | W: www.gfc.gb.com

@FfBeds facebook.com/familiesfirstbedfordshire

Registered Charity Number: 1105062 Company Limited by Guarantee Number: 05115062

Chief Executive: Mr Michael Howe Chair of Trustees: Mrs Christine Cole

Dear Applicant,

Thank you for your interest in the Deputy Chief Executive vacancy at Families First Bedfordshire (FfB).

This is a new role for the Charity and has come at an important stage in our development. We have, over the last 2 years worked extremely hard in securing additional funding for our services. This has resulted in us securing some sizable grants and contracts which has guaranteed our immediate future but the work doesn’t stop there!

The Deputy Chief Executive will play a pivotal role in building on our successes enabling me to continue to develop our organisation over the longer term. Significant staffing changes over the last year have provided the Trustees and me the opportunity to re-evaluate our ambitions for future growth and the Deputy Chief Executive is a crucial part of this.

On a day to day basis you will provide leadership and line management to the three service Managers and their teams. I thought it would be useful to provide you with some background information of each service area and the staff:

Specialist Services

This team is headed up by Mandy Conlon our Specialist Service Manager. Mandy has worked at FfB for over 20 years and is well respected by staff, partners, families and the Local Authority. She is a qualified counsellor with extensive experience in supporting victims of domestic abuse. She co-authored our domestic abuse programme, Liberty, and is currently building a new service called ‘Horizons’ which is funded by the National Lottery, The Harpur Trust and Children in Need.

‘Horizons’ aims to break the intergenerational cycle of adverse childhood experiences mainly, domestic abuse, parental substance misuse and parental mental ill health. Within the service we have 2 Play Therapists (one in training), 2 Family Support Practitioners (one of which is also a qualified counsellor), 2 children’s workers, an administrator and a number of volunteer trainee/qualified counsellors. Within the team we also have a Keys to Learning Coordinator who works with the most hard to reach families by sustaining engagement in services.

Children’s Centre Services

FfB are engaged in a wider partnership delivering children’s centre services across Bedford Borough. The partnership is made up of ourselves and 3 other organisations and is called the Early Childhood Partnership. FfB’s role within the partnership is to oversee the day to day running of services across all children’s centres in Bedford. This includes a universal service, targeted family support service and a perinatal offer. Over 30 activities are delivered per week and our target is to engage with at least 80% of Bedford Borough’s 12,500 under 5 population over the course of a year.

There are approximately 30 staff working within the children’s centre service who are employed by either FfB or one of the other partners.

Valerie Murray is our Children’s Centre Manager and has worked at FfB for just over 2 years. Previous to joining us in 2014 Valerie led and managed children’s centres in both Hertfordshire and Bedford. She has extensive experience of the sure start programme and excels in effective partnership working with our health colleagues.

The contract we hold has over four years left so there is a real opportunity to make a huge difference to the youngest population in Bedford Borough.

Smarteez Neighbourhood Nursery

Our Nursery can accommodate up to 64 children at any one time and currently has over 100 children on roll. We provide a stimulating learning environment for 2, 3 and 4 year olds many of whom have complex home lives and are in need of additional support. The Nursery was inspected by OFSTED in 2015 and received an overall Good grading with behaviour and safety rated as Outstanding.

Justyna Kuzio is our Nursery Manager and she is supported by a further 13 staff. Staff include apprentices, Early Years Educators, Assistant Managers and a Deputy Manager. Justyna took over as Nursery Manager at very short notice and has since transformed our provision over the last several years. Justyna and her Deputy, Claire, have an outstanding knowledge of Early Years education and are an inspiration to work with.

The Deputy Chief Executive Role

As you can see, the Managers you will be working with are all outstanding professionals and have a strong knowledge base of their individual work areas. For that reason we are looking for someone to compliment these skills, not duplicate them, and therefore the ability to support each service area differently will be a requirement of the role. You will quickly assimilate information and devise service improvement plans for each area and will be accountable to myself and a group of Trustees who make up the Quality and Impact sub-committee.

You may have experience of one or more of our work areas but the ability to lead teams and improve the quality of services for families is a crucial requirement of the role.

Before you start completing your application I would strongly recommend you come to visit us, see the environment and meet with me for an informal discussion. I will be available throughout the recruitment process and you can arrange an appointment by contacting Julie Smith, HR Administrator on 01234 341 977.

I look forward to receiving your application

Michael Howe Chief Executive

Deputy Chief Executive Recruitment Timeline

Date Action

23rd January 2017 Advert Live

13th February 2017 – 9.00am Closing Date

23rd Jan – 10th Feb 2017 Opportunity to visit

14th February 2017 Shortlisting

15th February 2017 Notify successful applicants & set task

22nd February 2017 Interviews

1st April 2017 Target start date

Interview Panel’s

Managers Panel Main Interview Panel

Mandy Conlon: Specialist Services Manager Valerie Murray: Children’s Centre Manager Justyna Kuzio: Nursery Manager

Michael Howe: Chief Executive (FfB) Christine Cole: Chairperson (FfB) Bob Thompson: Trustee (FfB) Martin Trinder: Chief Executive at Bedford CVS

JOB DESCRIPTION

Job Title Deputy Chief Executive

Responsible to Chief Executive

Responsible for 3 x Senior Managers and up to 30 indirect reports

Salary Scale M3-M4 (£36,937 - £43,387) Dependant on experience

Location Bedford

Job Purpose

The role of Deputy Chief Executive will oversee all operational service delivery at the direction of the CEO and be responsible for effective management of 3 Senior Managers. The post-holder will ensure that services provided are of good quality and meet the needs of families and children who attend them. The collation of data and presentation of regular impact reports to the Board of Trustees will fall under the Deputy CEO’s remit as well as supporting the Chief Executive in the preparation of funding applications for new business and income.

Role Profile

• Working closely with the Chief Executive, ensure all child and family services are effectively and efficiently managed and delivered.

• Provide line management and support to the Senior Managers in order to ensure the whole staff team work towards outcomes contained within service delivery plans.

• Present quarterly impact reports to the Trustees on all aspects of service delivery identifying successes and areas for development.

• Contribute to strategic planning and organisational development. • Ensure day to day management and delivery of all operational services to include;

o Specialist Services

Manage the quality of services, standards and outcomes. Ensure the welfare of clients. Manage and ensure the welfare of staff. Ensure and manage children’s safety and all statutory safeguarding

requirements. Develop and manage contracted specialist services. Ensure effective systems are in place to manage, monitor, evaluate and

measure the impact of services.

o Children’s Centre Services Work with the CEO in order to meet contractual and service delivery

requirements. Meet access and take up of service requirements by users. Meet required targets and outcomes.

JOB DESCRIPTION Ensure effective leadership and management requirements are in place

including an effective Advisory Board, management, appraisal and supervision of staff, and the effective safeguarding of children.

Ensure effective systems are in place to monitor, evaluate and measure the impact of services.

Work towards achieving and maintaining an Outstanding grading from Ofsted.

o Smarteez Neighbourhood Nursery Ensure the nursery is effectively and efficiently managed. Ensure that the curriculum meets the needs of all children and the

requirements of the Early Years Foundation Stage. Ensure the Nursery meets the Ofsted requirements for the childcare

register. Work towards achieving and maintaining an Outstanding grading from

Ofsted.

• Ensure staff, volunteers and others working in the Charity are focussed on achieving its aims, objectives and strategic priorities.

• Work closely with the Charity’s strategic partners, the Local Authority, and other funders to deliver services in line with agreed service specifications and contracts.

• Work with the Chief Executive to seek out and develop new strategies for ensuring future resources.

• Adhere to the Charity’s policies and procedures to ensure that high standards of quality and good practice are maintained, developed and monitored.

• Ensure Health and Safety, Safeguarding, and Equality policies and procedures are in place and ensure all legal responsibilities are fulfilled, taking all possible steps to ensure a safe working environment, reporting all incidents or potential hazards.

• Ensure all people are treated with respect, compassion, hospitality, natural justice and trust, thereby promoting the Charity’s core values.

• Promote equal opportunities through anti-discriminatory practice. • Ensure continuing personal and professional development is maintained. • Maintain confidentiality at all times. • Undertake any other duties and/or responsibilities in connection with the leadership and

management of the Charity as the Chief Executive may from time to time direct.

This job description is not necessarily an exhaustive list of duties but is intended to reflect a range of duties the post-holder will perform. The job description will be reviewed regularly and may be changed in the light of experience and in consultation with the post-holder.

Level of Disclosure: This post is subject to an Enhanced DBS check

JOB DESCRIPTION PERSON SPECIFICATION

Job Title: Deputy Chief Executive Salary Scale: FfB Scale 42-49

Essential Desirable Evidence

Qualifications • Professional qualification appropriate to the delivery of children and family services

• Graduate qualification or equivalent work related experience (in education, social care, early years, health)

• Membership of appropriate professional body

• Application • References

Experience • Significant experience of working in the children and family services sector, ideally at a local voluntary sector level.

• Significant experience of implementing children’s safeguarding / child protection

• Successful operational management of a medium–sized organisation

• Experienced line manager • Successful experience of

working with partner agencies.

• Working for a charity

• Fundraising • Publicity &

Marketing • Knowledge of the

EYFS and Ofsted frameworks for childcare settings and children’s centres

• Strategic and organisational development experience

• Application • Interview

process • References

Skills, Knowledge and Abilities

• Excellent interpersonal skills • Excellent verbal, written and

presentation skills • Business and outcomes

focused • Strong leadership qualities • Ability to develop and

maintain networks • Able to lead and motivate

staff • Able to analyse and solve

problems • Working knowledge of

Microsoft Outlook, Word, Excel and Powerpoint.

• Knowledge of Charity / voluntary sectors



JOB DESCRIPTION Essential Desirable Evidence

Personal Attributes

• Understand and respect the Charity’s core values

• Commitment to the Charity’s core values and to the specific aims and objectives

• Decisive, efficient, capable and self-motivated

• Proactive with enthusiasm and energy

• Able to travel within local area

• Charismatic management/leadership style

• Demonstrate high levels of integrity and confidentiality

• Able to lead but also to be a team player

• Able to use own initiative and demonstrate resilience.



Other Requirements

• Ability to work flexible hours on a regular basis according to the needs of the organisation, including evenings and weekends.

• Ability to travel to other venues across the region to attend other meetings when required

• Full UK driving licence and access to a vehicle insured for business purposes


process

Last updated: 6th January 2017

Chief Executive

Deputy Chief Executive

Specialist Services Manager

Play Therapists x 2 Families First Practitioners x 2

Crèche/Children’s Workers x 2 Administrator x 1

Keys to Learning Coordinator x 1 Volunteer Counsellors

Children’s Centre Manager

Family Support Practitioners x 2

Children’s Centre Practitioners x 2

Perinatal Practitioner x 1 Administrator x 1

Nursery Manager

Deputy Manager

Assistant Managers x 2

Early Years Educators x 7

Early Years Apprentices x 2

Central ManagementFinance Admin

HR AdminHousekeeper

Organisational Structure (April 2017)

COMPANY REGISTRATION NUMBER 05115062

FAMILIES FIRST BEDFORDSHIRE

FINANCIAL STATEMENTS

31 MARCH 2016

Charity Number 1108055

COLLETT HULANCE LLP Chartered Certified Accountants & Statutory Auditor

40 Kimbolton Road Bedford

MK40 2NR


FINANCIAL STATEMENTS

YEAR ENDED 31 MARCH 2016

CONTENTS PAGE Trustees Annual Report 1 Independent auditor’s report 17 Statement of Financial Activities (incorporating the income and expenditure account) 19 Balance sheet 20 Notes to the financial statements 21


TRUSTEES ANNUAL REPORT

YEAR ENDED 31 MARCH 2016 The trustees, who are also directors for the purposes of company law, present their report and the financial statements of the charity for the year ended 31 March 2016. REFERENCE AND ADMINISTRATIVE DETAILS Registered charity name Families First Bedfordshire Charity registration number 1108055 Company registration number 05115062 Registered office 30 Meadway Bedford MK41 9HU The trustees The trustees who served the charity during the period were as follows: S Gillard C Cole R Hopkin M Hallett R Thompson S Allen A Victor H Cosham (appointed 29 July 2015) S Roberts (resigned 22 June 2016) Auditor Collett Hulance LLP Chartered Certified Accountants & Statutory Auditor 40 Kimbolton Road Bedford MK40 2NR Bankers Royal Bank of Scotland Plc 15-19 Mill Street Bedford MK40 3EU CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ

-1-


TRUSTEES ANNUAL REPORT (continued)

YEAR ENDED 31 MARCH 2016 1. CHAIR’S INTRODUCTION The Charity celebrated 30 years of service delivery to local families in the summer of 2015 and has continued to successfully support children and families to meet local need throughout 2015-16. It has also gone through a period of significant organisational change over the past financial year. The appointment of a new Chief Executive in January 2015 brought a new vision and leadership to the Charity which has facilitated further strategic developments in line with the Charity’s overall objectives set out in its 5 year Strategic Plan. This includes a more dedicated approach to national funding applications to both enhance and further develop the Charity’s range of services and increase longer term financial viability. Other areas of the Charity’s operational and support services have also been refocussed and reorganised to enable them to be more effective. The Board of Trustees is a dedicated group of volunteers with a variety of backgrounds and community interests. It continues to develop and recruit members with appropriate skills and expertise that support and challenge the Charity’s plans and provide the necessary support and advice to the Chief Executive. Delivery by the Charity of Children’s Centre Services has continued in one of the four network areas across the Bedford Borough area, under contract from the Council with a contract completion date of March 2016. The new Children’s Centre contract for one provider organisation to deliver the contract across the Borough was tendered in November 2015. By forming a consortium with two other smaller local organisations and a national charity, the Charity was successful in being part of the award of the 5 year contract in February 2016. The implementation plan will continue during the first half of 2016 in consultation with the Borough Council and the consortium partner organisations. This contract award has enabled the Charity to benefit from further financial stability in the longer term as well as being a vindication of the value and esteem in which its services are held as a successful local provider with a sound track record of service quality and successful outcomes. Apart from contracted services, the Charity benefits from a core business which comprises the Neighbourhood Nursery funded by Government grants and income from places. It has taken full advantage of increased funding for placement of 2 year olds. A range of specialist or ‘sold’ services is also delivered which provide those services not available from other sources locally and which provide valuable income. Examples are Play Therapy, support for victims of domestic abuse and running a Child Contact centre. These areas continue to develop. 2. THE CHARITY’S MISSION AND VALUES Our mission is to provide an empowering, community focussed service which enables families to thrive and have positive outcomes for today’s and tomorrow’s generations. Our Values:

• Honesty – A shared belief when working with families, partners and staff

• Trust – Vital in order to achieve success in our work

• Responsiveness – The right action at the right time

• Understanding – A non-judgemental disposition held by all

• Visionary – Striving to be the best, in practice and in reality

-2-




3. STRUCTURE, GOVERNANCE AND MANAGEMENT 3.1 Governing Document The organisation is a charitable company limited by guarantee, registered under the Companies Act 1985, incorporated on 28 April 2004 and registered as a charity on 20 January 1995. The company was established under a Memorandum of Association which established the objects of the charitable company and is governed under its Articles of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £10. 3.2 Board Structure During 2015-16 the Board of Trustees met monthly, with special or ad-hoc meetings being called when required, i.e. strategic planning sessions etc. Developments in both the structure and content of Board meetings have taken place during 2015-16 including the introduction of Trustee sub-groups. This development will be further enhanced during 2016-17 when it is intended to move to quarterly Board of Trustee meetings, underpinned by three Board sub-groups which are service led and supported by senior managers. All sub-groups will have a direct line of accountability to the main Board. 3.3 Trustee recruitment and induction The directors of the company are also charity Trustees for the purposes of charity law and under the company’s articles are known as members of the Board of Trustees. Under the requirements of the Memorandum and Articles of Association, the members of the Board of Trustees are elected to serve for a period of three years after which they must be re-elected at the next Annual General Meeting. All give their time voluntarily and receive no benefit from the charity other than incurred expenses, when appropriate. Recruitment of Trustees is usually through current Trustee and Charity networks. The Charity is fortunate to have a good strong team of committed individuals who all bring a range of skills and experience and an overriding interest in the work and ethos of the Charity to better the lives of children and families locally. To underline and emphasise their role and function, a comprehensive recruitment and information pack for Trustees has been developed and a rigorous appointment process is in place. Visits to the Family Centre and informal discussions with fellow Trustees to answer questions and queries are arranged as well as attending Board meetings as an observer before proceeding with the formal application, references and DBS screening processes. External training opportunities are made available, particularly around areas of governance and safeguarding and attendance encouraged and logged. 3.4 Area of Benefit To increase the Charity’s capacity and flexibility to apply for grant and contract funding outside its previous area of benefit of Goldington and surrounding areas in Bedford, Trustees agreed that the registered area of benefit should be extended to cover the whole of Bedfordshire. This change was applied for and approved by the Charities Commission and is now officially registered. The decision was also taken, after consultation, to change the name of the Charity from ‘Goldington Family Centre’, the name of its operational base in Meadway, Bedford, to ‘Families First Bedfordshire’ which better reflected the strategic intention to both develop and further extend the scope and area of the Charity’s service delivery. Again, this change has been made in the Charity’s Governing Document and the change in name registered with Companies House and the Charities Commission. This change has been well received locally and has been used in the Charity’s updated corporate image and communications. -3-



YEAR ENDED 31 MARCH 2016 4. THE FOCUS OF OUR WORK 4.1 Statement of public benefit The Charities Act 2011 sets out thirteen kinds of activity that are recognised as ‘charitable’, provided that there is sufficient demonstrable public benefit. All the charity’s beneficiaries are individuals or communities that are in need of relief. The charity conducts activities in the following areas identified in the Act:

• To relieve poverty, sickness and distress

• To promote the preservation and protection of health

• To advance the education of the public

• To advance the education of children below compulsory school age

• To provide facilities for the recreation or other leisure-time occupation with the objective of improving the conditions of life of such persons having need of such facilities by reason of age, youth, infirmity, disablements, poverty and social economic circumstances

4.2 Strategic Review and Achievements

At the beginning of 2015 the trustees agreed our corporate priorities for the next 5 years. We have made positive progress over the year resulting in a strong foundation to continue working towards achieving full success by 2020. REF Priority Area Priorities

FfB1 Governance

• To have robust governance structures and procedures in place which meet necessary legal and statutory responsibilities

• To ensure Trustees have the necessary competency, experience and understanding to successfully lead the organisation’s strategic vision in partnership with charity officers

• To have in place a “full complement” of skills and experience on the Board of Trustees by providing training opportunities and having in place a rolling programme of recruitment and succession planning

Achievements and performance

• Trustees commissioned an external consultant to update them on the roles and responsibilities of the Board of Trustees. This covered all legal and statutory responsibilities and strengthened their knowledge and skills in relation to Charity Governance.

• The structure of the Board has been strengthened and realigned to bring greater accountability to charity managers.

• Ongoing review of Trustee’s knowledge and skills takes place annually in order to identify priorities for the forthcoming year.

• The Board of Trustees have recruited 2 further members during 2015 with a further 2 currently going through the application stage. A skills audit has been completed to identify areas where expertise is still required.

-4-



YEAR ENDED 31 MARCH 2016 REF Priority Area Priorities

FfB2 Finance

• To secure the long term financial stability of the Charity in partnership with key stakeholders and funders

• To ensure that all financial processes and procedures are robust adhering to relevant legal and statutory responsibilities

• Continue to build the Charity’s reserves to support the sustainability and financial viability of the organisation over the short to mid term


• A full review of charity finances and underlying procedures was carried out during the year

• Revised management reporting has been implemented and continues to provide a more comprehensive picture of all financial aspects of the charity

• A new finance and reserves policy has been reviewed and ratified by Trustees

• Finance procedures carried out by staff have been strengthened in line with best practice guidance

• Financial reporting arrangements between the management team and trustees have been embedded

• Year-end financial outturn has positively impacted on the level of reserves the charity holds.

• The charity, as part of the ‘Early Childhood Partnership’ has secured a 5 year contract for the delivery of children’s centre services in Bedford Borough

• The charity has secured a 3 year grant from children in need for the delivery of the play therapy service

REF Priority Area Priorities

FfB3 Provision

• To maximise and exploit the Charity’s strengths in order to develop our provision into visionary, fit for purpose services which are ‘purchase ready’

• To grow our skills and expertise as an organisation into new remits led by demographic need and local/national strategic priorities

• Establish and promote the Charity’s unique selling point of delivering a whole family transitional approach across the entire continuum of need throughout all provision provided


• The charity management team have re-aligned some of the specialist services provided in order to strengthen the full portfolio of services.

• A full review of the Liberty programme, which supports women who are victims of domestic abuse, was carried out with newly defined outcomes measures.

• All potential loss making activity has been ceased until additional funds are secured therefore adding to the sustainability of services.

• All service planning now takes account of a whole family approach to dealing with identified need.

• Staff have received a number of development opportunities over the year to expand the skill set of the workforce.

-5-



YEAR ENDED 31 MARCH 2016 REF Priority Area Priorities

FfB4 Impact

• To ensure a systematic approach to demonstrating positive outcomes is embedded across all services the charity deliver

• To establish a robust methodology to generate the organisations evidence base which is concise and seamless therefore supporting the charity in marketing the outstanding achievements made by service users

• To receive local and national recognition of the impact of FfB’s ‘home grown’ interventions and programmes by establishing them as recognised evidence based provision


• All areas of the Charity’s work have been reviewed to ensure consistency in the collation of impact data.

• A shared understanding into the need for data collation and outcomes reporting is recognised by staff at all levels in the organisation.

• Annual impact reports of services provided over the year have been created and a cycle of quarterly impact monitoring is in place.

• We have partnered with the University of Bedfordshire to support us in the longitudinal evaluation of several of our ‘home grown’ services.


FfB5 Recognition

• To embed a corporate image to match the ambitions Trustees and Senior Managers have for the Charity

• To ensure a consistent marketing and promotional methodology is applied to celebrating the Charity’s achievements which is targeted at all stakeholders

• To receive local and national recognition for the work the charity does in the form of awards, kite marks, published articles and research papers

Achievements and Performance

• 7 studies were carried out of the Liberty programme and published resulting in the presentation at 5 international conferences.

• A rebrand of the Charity has ensured the standardisation of all marketing and publicity material.

• Our Specialist Services Manager has achieved the first stage of the CAADA Leading Lights accreditation demonstrating our good practice with victims of domestic abuse.

• Social media is effectively used to promote the successes of the charity.

-6-





FfB6 Workforce

• Work in partnership with senior managers to ensure that staff are appropriately trained and can demonstrate the necessary competence to fulfil individual job roles

• To work with senior managers to ensure succession plans are in place to support the potential future growth of the Charity

• To create an internal and external ethos and culture which sustains and rewards outstanding performance and “attracts the best” candidates to work for the Charity

Achievements and Performance

• A review of the charity’s mission, vision and aims has been carried out with staff and trustees.

• All job descriptions have been reviewed bringing greater clarity and accountability for staff

• A revised professional development framework has been implemented to support the identification of workforce development priorities

4.3 Service Review Children’s Centre Services The current grading for the children’s centre based on the OFSTED inspection carried out in 2014 is ‘Good’ in all areas. Based on our current performance and data we evaluate our current grading as; Access to Services: Outstanding Quality and Impact: Good Leadership and Management: Outstanding Overall Effectiveness: Good The table below gives comparison data for the number of children we have registered and seen during this financial year compared to the previous year. Whilst our overall registration figure has increased by a small margin of 1.3% (25 children) out focussed work in our targeted LSOA’s (areas with higher indices of deprivation) demonstrates a 12% increase in registration. More significantly more than double 313 (71%) of the children living in these areas have accessed children’s centre services over the year compared with 129 (33%) in the previous year.

-7-




Families had the opportunity to access 921 universal services over the year (2015: 480). Services were offered in line with the ages and stages of development (baby, toddler and fully mobile) and 2907 children accessed these opportunities. We have successfully engaged with families who are eligible for two year old funding (15 hours free childcare for disadvantaged families) and we have contacted over 500 families over the year. From initial engagement we registered 64% (313) children with the centre (2015: 19). In a recent evaluation of children’s developmental progress attending Smarteez Neighbourhood Nursery we have identified that there is a 25% achievement gap in the ‘Making Relationships’ aspect of learning between those who have attended children’s centre services and those who have not. Children who have accessed more than 10 services at the children’s centre are outperforming their peers in this category. This has provided strong evidence that accessing children’s centre services prior to starting at a nursery or pre-school setting accelerates developmental progress. Our work with expectant parents through a new antenatal programme has significantly improved our registration data. 100% of families who have accessed antenatal support were registered with the centre and out of the 570 babies born in our reach area over the year 490 (86%) were registered. This has consequently resulted in the increasing monthly attendance at our baby groups of 2%. Specialist Services The charity’s specialist services are broken down into 3 core areas; The Liberty Domestic Abuse Programme, Play Therapy and the Bedford Child Contact Centre. Liberty Programme A full review of the Liberty programme was carried out by staff and resulted in refreshed aims, outcomes and impact measurement tools. Seven retrospective studies were carried out of the Liberty programme and the impact it had on women attending over the last 13 years. As a result of securing funding from the Harpur Trust in September 2014 we were able to extend the programme delivering 2 cohorts per week. In the year we received 62 referrals for and we have supported 50 of those through the 24 week programme.

-8-



YEAR ENDED 31 MARCH 2016 In using the Warwick Edinburgh Mental Wellbeing Scale (WEMWBS) the average starting point for women’s emotional wellbeing attending the Liberty programme, was 42, meaning their wellbeing score is judged as average. After completing the programme, average scores rose considerably to 65, meaning their wellbeing is judged as above average. This represents a 50% increase. Of the women who attended Liberty, and had a starting point lower than 40, meaning their wellbeing was judged as below average or very low, improvement were greater. From an average starting point of 31, these women improved their scores to an average of 60, an increase of 94%. Average WEMWBS for Annual Cohort of Liberty Participants;

A full evaluation of Liberty was published at the end of the year and can be downloaded from our website. Play Therapy Service Demand for our play therapy service continued to grow over the year with 58 referrals being received (2014: 21). Referrals were largely from individual schools and academies spot purchasing therapy for individual students. Over the year we expanded our offer of group based therapies for children and we plan to roll these out over the coming year.

-9-



YEAR ENDED 31 MARCH 2016 Outcomes achieved from our play therapy service are exceeding national comparisons with 87% of children demonstrating improvements in their strengths and difficulties (SDQ) scores from their starting points (average national figure: 74%). Average pre and post SDQ scores for children accessing play therapy:

Bedford Child Contact Centre Out child contact centre offers a range of services including supervised contact, supported contact and handover. We have received 25 referrals over the year with 18 proceeding with the service. Referrals are largely self-referrals or via family solicitors making referrals on behalf of their client(s). The contact centre received a small grant from CAFCASS in the year which has supported us in refreshing resources and improving our marketing of the centre. Re-accreditation is due in the new financial year and to ensure the sustainability of the service going forward, a priority to secure a long term contract has been identified. Smarteez Neighbourhood Nursery Smarteez has undergone some significant changes in the last year as well as having some exciting achievements. At the end of August 2015 we were inspected by OFSTED and we managed to sustain our ‘Good’ overall grading. A breakdown of inspection judgements are as follows; Inspection Area Judgement

How well the early years provision meets the needs of the range of children who attend

Good

The contribution of the early years provision to the well-being of children Outstanding The effectiveness of the leadership and management of the early years provision

Good

The quality and standards of the early years provision Good

-10-



YEAR ENDED 31 MARCH 2016 Inspectors commented that the “The key-person system is exceptionally strong” and that “Staff have established exceptionally strong partnerships with parents. They go the extra mile in the support they offer to them. Parents talk about the care and support staff provide for the whole family”. During the summer of 2015 the Nursery underwent some extensive refurbishment to enable us to expand our 2 year old places. Funding was secured from Bedford Borough Council and as from September 2015 we ceased providing childcare for under 2’s. Capacity of the Nursery has now increased being able to care for 32 two year olds and 32 three and four year olds at any one time. The Nursery is well supported by the Borough Council who have provided a number of training opportunities for staff in communication and language and the enabling environment. Other evidence based programmes of support are gradually being implemented in the nursery to further the development of the children in our care. A strong partnership with the University of Bedfordshire has enabled the Nursery to access additional opportunities such as level 5 qualifications and the development of our Forest School provision. 5. FINANCIAL REVIEW The Charity like many other smaller charities continues to meet funding challenges within an uncertain financial environment. The sound financial management of the Charity’s income during 2015-16 has resulted in a surplus of £94,407 (2015: £28,583 deficit). A deficit forecast was anticipated earlier in the financial year based on the situation at that time, but in the event, welcome additional funds have provided a very positive turnaround in the Charity’s finances. This occurred with the careful realignment of budgets, rigorous spending controls and additional grant income as well as consolidation of non-essential support staff. The Charity continues to receive two grants from the Harpur Trust totalling £20,550 in 2015-16. This is to continue until August 2017 to support our Liberty and Keys to Learning Programmes. Additional surplus income from the Neighbourhood Nursery and the award of the Children’s Centre contract for the next five years from September 2016 has ensured that the longer term financial stability of the organisation is now more secure. An application for Big Lottery funding in the sum of £491,793 has also been submitted. This was successful at the first stage during 2015-16 and the final decision is expected sometime later in the summer of 2016. The Charity also secured a Children in Need grant of £119,773 over the next three years to support our play therapy work which is due to commence in April 2016. In the period leading up to the financial year 2015/16 the Charity’s % increase/decrease in expenditure exceeded the % increase/decrease of income compared to previous years. Greater accountability and scrutiny of Charity finances has resulted in an 18% increase in income compared to the previous year with increases in expenditure of only 2%.

-11-




5.1 Principal Funding sources During the year the charity has prioritised the diversifying of income from smaller grant makers. 47% of income for 2015-2016 came from Bedford Borough Council for the purposes of delivering Network 2 children’s centre (2015: 55%). The next largest source of income is from the ‘Nursery Education Funding’ (NEF) for the delivery of 2, 3 and 4 year old free nursery entitlement. This makes up 22% of our income for the year which is broadly similar to the previous financial year. Within this includes funding for pupil premium, children with special educational needs and looked after children. NEF income has increased over the year to £188,386 due to the expansion of the 2 year old unit and the growing popularity of the Nursery (2015: £166,979) 18% of income was self-generated through the selling of services and activities (2015: 21%). These include;

• Nursery education including Smarteez holiday club

• Play Therapy Service

• Supervised and supported child contact

• One to One counselling

Income from these sources either comes from service users topping up their child’s free entitlement to childcare, schools commissioning play therapy for their students and parents who require the services of a child contact centre. Self-generated income amounts to £165,618 (2015: £155,466). Grants during 2015-2016 include the continuation of funding from the Harpur Trust for the Keys to Learning project and a new 2 year grant for the Liberty programme (started in September 2015). In addition the charity secured a grant from the Wixamtree Trust to support us in the re-branding of the charity and a new website. We were fortunate enough to secure a capital grant from Bedford Borough Council to enable us to expand our 2 year old nursery provision. Grants for specific projects contributed 13% of our overall income for the year (2015: 0.92%). Grants for specific projects excluding our core children’s centre funding and daily nursery activities amounted to £116,106 for the year (2015: £7,232). Additional grants and fundraising activity have contributed to the increase in funds specifically for the charity’s specialist services generating £48,787 over the year (2015: £27,077). -12-



YEAR ENDED 31 MARCH 2016 As a charity we continue to rely on our supporters for the generation of unrestricted funds through fundraising activity and donations. During the year 0.32% of our total income was from general fundraising activities and donations from the public/corporate partnerships (2015: 0.30%).

5.2 Reserves Policy The Board of Trustees has carefully examined the Charity’s requirements for reserves in light of the main risks to the organisation. There is a commitment for improved financial management enshrined in its new financial procedures. It has also established a Financial Policy whereby unrestricted funds not committed and held by the Charity should be not less than three months operational expenditure, i.e. £150,000. Total funds and assets carried forward into 2016-17 total £300,212 (2015: £205,805). Excluding the value of property and other fixed assets, unrestricted funds carried forward into 2016-17 total £118,160 (2015: £47,648) therefore making significant progress against the Charity’s reserves policy. 2015-16 is the first year for some time that the Charity has been in the position to declare a surplus of unrestricted funds and plans to build on this achievement year on year over the next 3-4 years to reach the minimum £150,000 target for reserves. A proportion of the surplus made during the year has been ring-fenced for development funding for the next year to support the Charity in raising its profile in the community and develop its capacity in general fundraising activity. A Reserves Policy to this effect has been incorporated into the Charity’s main Financial Policy.

-13-




5.3 Liquidity Risk Sound leadership and competent management of finances over the past year have improved significantly the future viability of the Charity. The future is now more secure financially and the liquidity risk reduced from that in previous financial years. However Trustees recognise that despite an improved financial situation it is still important to continue increasing the level of reserves as outlined in its Reserves Policy and create an adequate ‘buffer’ to sustain the Charity in the event of sudden loss of income or other unforeseen financial situation. In addition the improved financial situation also gives funders confidence in the financial viability of the Charity. Work continues to diversify service delivery and seek alternative streams of funding both locally and further afield in the county, building on the success achieved over the past few months. The strategic direction and operational leadership now in place has given Trustees improved confidence in the future. The situation will continue to be reviewed on a regular basis through comprehensive financial and business reports considered by the Board of Trustees on a quarterly basis and more often if required. Where appropriate, the Trustees will respond accordingly and take the action necessary to maintain a sound financial position. 6. RISK MANAGEMENT Increased emphasis on risk management has resulted in the previous organisational matrix being completely revised and updated to better reflect the current position of the Charity’s operations to mitigate, as far as possible, its exposure to risk. The new risk management matrix is based on good practice and the model advocated by the Charity Commission. The document will provide a sound framework on which to consider the mitigation of risk at every level of decision making by the Board of Trustees and updated and reviewed accordingly. The Trustees have identified that its major risks relate to:

• The security of the Charity’s assets. Due to the peripatetic nature of our work the security of assets is a key risk. The trustees have ensured adequate insurance is in place to mitigate against any risk and staff are well trained in keeping allocated assets safe and secure.

• Competition from similar organisations. Competition for grants and contracts is increasing and senior managers seek new ways to secure additional funds. These include the innovation of new services, ongoing research into demand and demographic need and consortium partnerships in order to deliver on contracts.

• Dependency on income sources. The trustees have identified the need to diversify our income to not be too dependent on one particular funder and to ensure that we have adequate reserves to become more financially stable should the need arise. This will remain a priority for the charity over the coming years.

7. PLANS FOR FUTURE PERIODS Continuing to work towards its 5 year corporate priorities and the diversifying of income remains a priority for the charity. The charity was successful during 2015-2016 in securing 3 year funding from Children in Need for the Play Therapy service. In addition to this, we have been awarded a 3 year grant from Big Lottery Reaching Communities funding to support us in the continuation of our specialist services.

-14-



YEAR ENDED 31 MARCH 2016 These fresh funding opportunities enable the charity to re-define itself outside of the children’s centre contract. The evaluation of the specialist services the charity has provided over the last 12-14 years has provided a platform to seek new opportunities and begin to develop our work with domestic abuse victims and therapeutic interventions for women and children. We will continue to seek new opportunities to broaden our portfolio of services in line with our charitable objectives and recently refreshed charitable mission, aims and vision. The contract for Network 2 children’s centre with Bedford Borough Council came to an end on the 31st March 2016. The charity has entered into a new consortium of other local providers called the ‘Early Childhood Partnership’ (ECP). The partners making up the ECP include Families First Bedfordshire, One YMCA, FACES Bedford and Peter Pan Teaching School Alliance. The ECP tendered for and secured a 5 year contract for the delivery of children’s centre services in Bedford Borough. Families First Bedfordshire will have particular responsibility for the delivery of targeted family support, universal and perinatal services. External considerations to include in the longer term strategy for the charity are;

• The expansion of 3 and 4 year old entitlement to childcare (from 15 to 30 hours per week for working parents). Whilst this guarantees a certain amount of funding for the nursery the logistical arrangements required are yet unknown. The Government are trialling the 30 hour entitlement in other local authority areas and we are awaiting a summary of findings before we begin our own implementation plan ready for implementation in September 2017.

• The Government consultation on the future of Sure Start children’s centres. This is due to commence in the summer of 2016 after a delay of several months. Having secured the children’s centre contact in Bedford Borough for the next 5 years the outcome of this consultation is of upmost importance.

• A new Government strategy on ending violence against women and girls. In March 2016 the government published a four year strategy on how they propose to address the increased problem of violence and abuse against women and girls in the UK. This is of significant interest to the charity given the type of work we do and we will be encouraging our involvement in how the local authority implements this at a more local level.

-15-



YEAR ENDED 31 MARCH 2016 TRUSTEES' RESPONSIBILITIES STATEMENT The trustees (who are also the directors of Families First Bedfordshire for the purposes of company law) are responsible for preparing the Trustees Annual Report and the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the income and expenditure of the charity for that period. In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP;

• make judgements and accounting estimates that are reasonable and prudent; and

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. AUDITOR Collett Hulance LLP are deemed to be re-appointed under section 487(2) of the Companies Act 2006. Each of the persons who is a trustee at the date of approval of this report confirms that:

• so far as each trustee is aware, there is no relevant audit information of which the charity's auditor is unaware; and

• each trustee has taken all steps that they ought to have taken as a trustee to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that information.

Registered office: Signed on behalf of the trustees 30 Meadway Bedford MK41 9HU C COLE Trustee 28 September 2016

-16-


INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF FAMILIES FIRST BEDFORDSHIRE


We have audited the financial statements of Families First Bedfordshire for the year ended 31 March 2016 on pages 19 to 29. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). This report is made solely to the charity's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity's trustees as a body, for our audit work, for this report, or for the opinions we have formed. RESPECTIVE RESPONSIBILITIES OF TRUSTEES AND AUDITOR As explained more fully in the Trustees’ Annual Report, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors. SCOPE OF THE AUDIT OF THE FINANCIAL STATEMENTS An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the charity's circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the trustees; and the overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the Trustees Annual Report to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report. OPINION ON FINANCIAL STATEMENTS In our opinion the financial statements:

• give a true and fair view of the state of the charitable company's affairs as at 31 March 2016 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

-17-


INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF FAMILIES FIRST BEDFORDSHIRE (continued)


OPINION ON OTHER MATTER PRESCRIBED BY THE COMPANIES ACT 2006 In our opinion the information given in the Trustees’ Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements. MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees' remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit. ANDREW ROBERT UPTON FCCA (Senior Statutory Auditor) For and on behalf of COLLETT HULANCE LLP Chartered Certified Accountants & Statutory Auditor 40 Kimbolton Road Bedford MK40 2NR 28 September 2016

-18-


STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT)


Unrestricted Restricted Total funds Total funds Note Funds Funds 2016 2015 £ £ £ £ Income and endowment from: Donations 3 1,084 10,600 11,684 1,476 Charitable activities 4 165,618 736,050 901,668 775,352 Other trading activities 5 1,376 - 1,376 1,338 Investments 6 51 - 51 17 ____________________________ _______

Total 168,129 746,650 914,779 778,183 ================================= ========

Expenditure on: Raising funds 6,037 - 6,037 - Charitable activities 7,9 151,214 663,121 814,335 806,766 ____________________________ _______

Total 157,251 663,121 820,372 806,766 ================================= ========

Net income/(expenditure) 10,878 83,529 94,407 (28,583) Transfer between funds 189,900 (189,900) - - ____________________________ _______ Net movement in funds 200,778 (106,371) 94,407 (28,583) Reconciliation of funds: Total funds brought forward 47,648 158,157 205,805 234,388 ____________________________ _______

Total funds carried forward 248,426 51,786 300,212 205,805 ================================= ========

The Statement of Financial Activities includes all gains and losses in the year and therefore a statement of total recognised gains and losses has not been prepared.

All of the above amounts relate to continuing activities.

The notes on pages 21 to 29 form part of these financial statements.

-19-


BALANCE SHEET

31 MARCH 2016 2016 2015 Note £ £ £ FIXED ASSETS Tangible assets 12 130,266 143,991 CURRENT ASSETS Debtors 13 3,325 4,203 Cash at bank and in hand 184,864 104,467 _______ _______

188,189 108,670 CREDITORS: Amounts falling due within One year 14 (18,243) (46,856) _______ _______ NET CURRENT ASSETS 169,946 61,814 _______ _______

TOTAL ASSETS LESS CURRENT LIABILITIES 300,212 205,805 _______ _______

NET ASSETS 300,212 205,805 ======== ========

FUNDS Restricted income funds 15 51,786 158,157 Unrestricted income funds 16 248,426 47,648 _______ _______

TOTAL FUNDS 300,212 205,805 ======== ========

These accounts are prepared in accordance with the special provisions of Part 15 of the Companies Act relating to small companies. These financial statements were approved by the members of the committee and authorised for issue on 28 September 2016 and are signed on their behalf by: M HALLETT C COLE Trustee Trustee Company Registration Number: 05115062

-20-


NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 31 MARCH 2016 1. ACCOUNTING POLICIES Basis of preparation The financial statements have been prepared in accordance with Accounting and Reporting by

Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard for Smaller Entities published on 16 July 2014, the Financial Reporting Standard for Smaller Entities (effective January 2015) and the Companies Act 2006. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

Income recognition policies Items of income are recognised and included in the accounts when all of the following criteria are met:

• the charity has entitlement to the funds;

• any performance conditions attached to the item(s) of income have been met or are fully within the control of the charity;

• there is sufficient certainty that receipt of the income is considered probable; and

• the amount can be measured reliably.

Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work. Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. Allocation of support costs Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charitable activities. The bases on which support costs have been allocated are set out in note 7.

-21-


NOTES TO THE FINANCIAL STATEMENTS (continued)


1. ACCOUNTING POLICIES (continued) Tangible fixed assets Individual items costing £2,000 or more are capitalised at costs and are depreciated over their estimated useful economic lives on a straight line basis as follows: Office Equipment – 33% straight line Fixtures & Fittings – 20% straight line Leasehold property improvements – over the remaining term of the lease

2. LEGAL STATUS OF THE CHARITY

Families First Bedfordshire is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity.

3. INCOME FROM DONATIONS Unrestricted Restricted Total funds Total funds Funds Funds 2016 2015 £ £ £ £ Access to work - 4,474 4,474 - Wixamtree - 5,000 5,000 - Family Holiday Association - 1,090 1,090 - Other 1,084 36 1,120 1,476 ____________________________ ______

1,084 10,600 11,684 1,476 ================================ =======

-22-



YEAR ENDED 31 MARCH 2016 4. INCOME FROM CHARITABLE ACTIVITIES Unrestricted Restricted Total funds Total funds Funds Funds 2016 2015 £ £ £ £ Grants Core funding - 428,320 428,320 428,320 Parenting funds - 36,160 36,160 - Play equipment award grant - 984 984 - Government funded free nursery places - 188,386 188,386 166,979 Nursery special needs - 9,049 9,049 8,774 Nursery new places funding - 8,000 8,000 - Nursery 2 year old resources - 5,000 5,000 5,000 Nursery 2 year funding grant - 577 577 - Nursery 2 year old build - 1,867 1,867 - Nursery capital project grant - 37,157 37,157 - Liberty domestic abuse - 10,000 10,000 5,813 Keys 2 Learning project - 10,550 10,550 5,000 Other income Paid nursery fees 139,717 - 139,717 141,312 Other income 25,901 - 25,901 14,154 ____________________________ _______

165,618 736,050 901,668 775,352 ================================ ========

5. INCOME EARNED FROM OTHER ACTIVITIES Unrestricted Restricted Total funds Total funds Funds Funds 2016 2015 £ £ £ £ General fundraising activities 1,376 - 1,376 1,338 ================================= ========

6. INVESTMENT INCOME Unrestricted Restricted Total funds Total funds Funds Funds 2016 2015 £ £ £ £ Bank interest received 51 - 51 17 ================================= ========

-23-




7. ANALYSIS OF EXPENDITURE ON CHARITABLE ACTIVITIES Smarteez Neighbourhood Family 2016 2015 Nursery Centre Total Total £ £ £ £ Direct costs Family Centre project costs - 24,053 24,053 29,322 Family Centre - printing, stationery and advertising - 14,230 14,230 22,198 Family Centre – training costs - 8,372 8,372 5,176 Nursery - project costs 39,704 - 39,704 23,266 Nursery - printing, stationery and advertising 2,649 - 2,649 4,909 Nursery - training costs 646 - 646 414 Staff costs – wages and salaries 146,476 335,409 481,885 504,163 Staff costs – employer’s NIC 6,881 23,194 30,075 30,860 Staff costs – pension costs 2,956 6,008 8,964 7,086 Establishment – rent 15,903 1,008 16,911 17,773 Establishment – light and heat 3,770 11,699 15,469 15,897 Establishment – repairs and maintenance 49,235 8,230 57,465 27,400 Establishment – insurance - 4,479 4,479 4,845 Office expenses – release of contingency - (11,945) (11,945) (16,014) Depreciation 466 13,259 13,725 16,469 Support costs Staff costs – wages and salaries 37,811 56,716 94,527 98,896 Staff costs – employer’s NIC 2,634 3,951 6,585 6,756 Staff costs – pension costs 896 1,345 2,241 1,771 Governance costs Professional – Auditor fees 1,680 2,520 4,200 4,200 Professional – Legal fees 100 - 100 1,379 ____________________________ _______

311,807 502,528 814,335 806,766 ================================= ========

Support costs and governance costs are apportioned separately between the Nursery and Family

Centre. The basis of apportionment is on estimated time spent. The actual apportionment applied during the year was 40% to the Nursery and 60% to the Family Centre.

-24-



YEAR ENDED 31 MARCH 2016 8. SUMMARY ANALYSIS OF EXPENDITURE AND RELATED INCOME FOR CHARITABLE

ACTIVITIES This table shows the cost of the two main charitable activities and the sources of income directly

to support those activities. Smarteez Neighbourhood Family 2016 2015 Nursery Centre Total Total £ £ £ £ Costs (note 7) (311,807) (502,528) (814,335) (806,766) Donations (note 3) - 11,684 11,684 1,476 Income from charitable activities (note 4) 389,753 511,915 901,668 775,352 _______ _______ _______ _______

Net income/(cost) 77,946 21,071 99,017 (29,938) ======== ======== ======== ========

9. NET INCOMING RESOURCES FOR THE YEAR This is stated after charging: 2016 2015 £ £ Staff pension contributions 11,205 8,857 Depreciation 13,725 16,469 Auditors’ remuneration:

- audit of financial statements 4,200 4,200 ======== ========

10. STAFF COSTS AND TRUSTEE REMUNERATION AND EXPENSES Total staff costs were as follows: 2016 2015 £ £ Wages and salaries 576,412 603,060 Social Security costs 36,660 37,615 Other pension costs 11,205 8,857 _______ _______

624,277 649,532 ======== ========

-25-



YEAR ENDED 31 MARCH 2016 10. STAFF COSTS AND TRUSTEE REMUNERATION AND EXPENSES (continued) Particulars of employees:

The average number of employees during the year, calculated on the basis of full-time equivalents, was as follows:

2016 2015 No No Number of administrative and professional staff 42 45

=== === No employees had emoluments in excess of £60,000 (2015 - £nil). The charity trustees were not paid or received any other benefits from employment with the charity in the year (2015 - £nil), neither were they reimbursed expenses during the year (2015 - £nil. Pension costs: Contributions to the charity’s defined contribution pension scheme are held in independently administered funds. The pension cost charge represents amounts payable by the charity to the scheme. Pension costs for the year were £11,205 (2015 - £8,857). The charge includes £1,275 unpaid at 31 March 2016 (2015 - £1,152).

11. CORPORATION TAXATION

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

12. TANGIBLE FIXED ASSETS Leasehold Office Fixtures Property Equipment & Fittings Improvements Total £ £ £ £ COST At 1 April 2015 and 31 March 2016 20,891 54,306 162,524 237,721 ======= ======= ======== ========

DEPRECIATION At 1 April 2015 18,407 47,012 28,311 93,730 Charge for the year 1,686 2,443 9,596 13,725 ______ ______ ______ _______

At 31 March 2016 20,093 49,455 37,907 107,455 ======= ======= ======= ========

NET BOOK VALUE At 31 March 2016 798 4,851 124,617 130,266 ======= ======= ======== ========

At 31 March 2015 2,484 7,294 134,213 143,991 ======= ======= ======== ========

-26-




13. DEBTORS 2016 2015 £ £ Other debtors 1,233 1,700 Prepayments 2,092 2,503 ______ ______

3,325 4,203 ======= =======

14. CREDITORS: Amounts falling due within one year 2016 2015 £ £ Trade creditors - 7,386 PAYE and Social Security - 9,692 Other creditors 1,275 13,808 Accruals 16,968 15,970 ______ ______

18,243 46,856 ======= =======

-27-




15. ANALYSIS OF CHARITABLE FUNDS Balance Incoming Outgoing Balance 1 Apr 15 Resources Resources Transfers 31 Mar 16 £ £ £ £ £ RESTRICTED Tangible assets 134,227 - - (134,227) - Extension project 15,346 - - (15,346) - Smarteez Nursery refurbishment - 39,601 (39,601) - - New Places – for furniture - 8,000 (4,260) - 3,740 Keys to Learning project 5,498 10,550 (9,771) - 6,277 Families in Need fund 3,086 7 (3,093) - - Wixamtree Trust - 5,000 (2,002) - 2,998 Parenting fund - 36,160 (2,910) - 33,250 Nursery 2 Year Old resources - 5,000 (4,982) (18) - Play equipment award grant - 984 (1,078) 94 - Family Holiday Association - 1,090 (928) (162) - Liberty domestic abuse - 14,474 (11,823) - 2,651 Pupil Premium and LAC - 3,761 (891) - 2,870 Core funding - 428,320 (400,610) (27,710) - Garden project grant income - 29 (27) (2) - Early Years’ Funding - 184,625 (172,681) (11,944) - Special Needs Funding - 9,049 (8,464) (585) - ___________________________________________________

158,157 746,650 (663,121) (189,900) 51,786 ===========================================================

UNRESTRICTED Tangible assets - - - 130,266 130,266 General funds 47,648 168,129 (157,251) 59,634 118,160 ___________________________________________________

47,648 168,129 (157,251) 189,900 248,426 ===========================================================

Total funds 205,805 914,779 (820,372) - 300,212 ===========================================================

Name of restricted fund, description, nature and purposes of the fund

New Places A furniture grant from Bedford Borough Council.

Keys to Learning Funding for a coordinator to engage hard to reach families in support services. Wixamtree Trust Funding for the development of a new website.

Parenting fund Funds provided by Bedford Borough Council to spend on parenting in early years.

-28-



YEAR ENDED 31 MARCH 2016 16. ANALYSIS OF NET ASSETS BETWEEN FUNDS Tangible Net current fixed assets assets Total £ £ £ Restricted Income Funds - 51,786 51,786 Unrestricted Income Funds 130,266 118,160 248,426 _______ _______ _______

130,266 169,946 300,212 ======== ======== ========

17. RELATED PARTY TRANSACTIONS

Alan Victor was appointed a trustee on 25 February 2015. Alan Victor’s wife was an employee prior to Alan Victor’s appointment and was employed throughout the year as a receptionist. During the year her remuneration was £12,988. There have been no other related party transactions in the year that require disclosure.

-29-

Deputy Chief Executive Vacancy - Microsoft Chief Executive Vacancy ... appointment to visit us or...

Documents

Transcript of Deputy Chief Executive Vacancy - Microsoft Chief Executive Vacancy ... appointment to visit us or...