TCV Annual Report and Financial Statements 2013-2014

Helping

the UK

grow

Annual Report and Financial Statements 2013-2014

Registered company number 976410 Registered charity in England 261009 and Scotland SCO39302

Contents From the Chair

4

From the Chief Executive

5

How did we do?

6

What next? Understanding what matters

7

People and health

8

People, learning and prospects

10

People and places

12

APRIL

MAY

Liverpool Festival Gardens TCV And The Land Trust In Partnership

Celebrating Adult Learning

This month TCV became the managing agent for Liverpool Festival Gardens on behalf of the Land Trust.

Over 550 volunteer days were delivered in the first six months, and 30 new volunteers recruited.

May celebrated Adult Learners' Week and gave TCV a chance to celebrate the work we do all year round helping people in the UK to grow their confidence and skill base - people like our volunteers in Scotland who took part in biological recording activities as part of our Natural Talent programme.

SEPT

OCT

A visit from our Patron HRH Prince Philip

Youth Spaces Conference

Trustees’ and Directors’ report

2

Our objectives and activities

14

Strategic report: achievements and performance

14

Strategic report: financial review

14

Strategic report: plans for future periods

15

Strategic report: principal risks and uncertainties

15

Policies

16

Structure, governance and management

16

The Board of Trustees

16

Trustees’ responsibilities for the financial statements

17

Trustees and advisors

18

Our Trustees

19

Independent auditor’s report to the Trustees and Members of The Conservation Volunteers

20

The primary statements and related notes

21

Schedule of restricted grants

39

Schedule of conditional grants

46

Prince Philip visited a group of TCV volunteers who were clearing part of the Dersingham Bog in Norfolk.

It was his first public enagagement post summer.

Over 210 delegates were brought together to unite in understanding how being outdoors can change the lives of disadvantaged young people to enhance their future wellbeing and prospects.

FEB

MARCH

Share the love celebrating diversity

TCV National Green Impacts Conference

TCV Hollybush in Leeds is a showcase for TCV's work in bringing people together. The Big Lottery has funded the Hollybush Volunteer Support and Inclusion Project since 2011. Year 3 of a four year project was completed in the year and helped 246 people. The four year aim is to help 225 people and the TCV team at Hollybush have already surpassed their original aim and continue to help more people than originally planned. Well done!

TCV shared the findings of a three year study aimed at proving the benefits of volunteering for health and wellbeing. The City Bridge Trust funded the programme and a copy of the report is available at www.tcv.org.uk

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2013-14

JUNE National Volunteers' Week TCV acknowledged the great work that TCV volunteers do by saying thank you in a week long digital campaign - I DO

JULY

AUG

TCV partners with the BBC to celebrate the Summer of Wildlife

Celebrating partnerships in Cornwall

Throughout the summer TCV joined in with the BBC's Summer of Wildlife. A number of events were arranged by TCV at our sites including the first ever Wildcraft Camp Out at Singleton Environment Centre which encouraged local families to get involved.

NOV

DEC

TCV Hollybush appear on National Lottery

TCV Xmas shopping online

TCV Hollybush team from Leeds shared their work and how it changes lives with Chris Evans and the nation.

JAN

TCV relaunched its online shop with a new range of products and 'how to' videos - www.tcv.org.uk/shop

THE CONSERVATION VOLUNTEERS

TCV partnered with the Health Promotion Service and Cornwall Neighbourhoods for Change to deliver a range of social, educational and health activities and classes to combat social isolation.

The partnership has been running for seven years and is still going strong.

Volunteers rid beach of litter mountain After the storms, huge amounts of litter washed up onto Cornish beaches. TCV Cornwall volunteers cleared Penhale and other beaches to remove the rubbish before it returned to the sea.

Helping the UK grow

3

From the Chair

F

or some reason, an unusual number of people, of all ages, have commented to me just how quickly this year has gone – and I hope not just because of my own advancing years! It has certainly felt like a busy and very interesting year for The Conservation Volunteers.

In the last report, I emphasised that times would continue to be challenging - both for us, for many in the not-for-profit sector as a whole and also for parts of the wider UK economic landscape, and so they have been. However, when I see the essential work TCV does across the UK helping people, communities and outdoor places to thrive and grow, I am constantly reminded of how vital it is that we are not only able to maintain the work we currently do for our beneficiaries, but also to grow our efforts and continue to help those who need us most.

4

TCV has developed significantly in the past year. Through the very hard work of our teams, financial challenges have been met with a notable degree of success.

Changes to management structures have streamlined delivery. We have enjoyed some terrific coverage in national TV and media, as well as at a local level.

Changing landscapes We do, though, remain in uncertain times and the landscape of policy and financial support remains uncertain with an election pending and the economic recovery far from consolidated. Systemic challenges in youth unemployment need help to fix. An increasingly aged population challenges social and health services and those in healthy older age seek more rewarding activity to fill leisure time. Environmental issues such as encroaching development in the countryside, intensive agriculture and diminishing wildlife add to the consequences of climate change and need addressing.

Social exclusion and deprivation continues in so many urban areas, and rural locations also suffer from net migration and a need to sustain healthy and stable populations.

Local authority and central Government support for services is continuing to shrink and there’s a huge need for innovation in the delivery of public services and quality of life.

Helping the UK grow This is why I believe the work of TCV is even more important than ever as we continue to address the local needs of people and communities every day across the UK. We do this by working together with people, funders, partners and places to improve health and wellbeing, creating more opportunities to learn practical new skills and transforming outdoor places in many environments, from urban to rural and coastal.

We manage this by keeping alert to the needs of all our beneficiaries, by staying true to our values and heritage, and by being clear about our strategy and plans.

We also measure our results constantly.

Even if the case for support is qualitatively compelling, today’s funders often need more professional demonstration of value in view of all the competing demands on their budgets.

Progress has been strong, which is reassuring, as has been the effort and determination of the TCV team, partners, funders and volunteers alike. I hope that you find the case studies and reports you’ll read this year both inspiring and clear demonstrations on why TCV can have such an important role in helping the UK grow.

I am also thrilled to confirm that Sir Jonathon Porritt, the sustainability guru, who has been a Vice President and great supporter of TCV for many years, has now taken up the role of President, and we are all very much looking forward to working together going forwards. I would also like to take the opportunity of saying a sincere thanks to our retiring President The Lord Norrie, who has been so supportive of the organisation for over 25 years.

Thank you But finally, a huge and sincere thank you to everyone who works so hard to fund and deliver our vital work every day. We are so grateful for the continuing support of our partners, funders, donors and volunteers both now, and to grow in the future.

Continuing to do what we do best – local support on a national scale The stories of the people and places we have helped are often deeply affecting.

TCV welcomes people right across the social and age spectrums, as well as doing extraordinary and truly effective work with those who feel most excluded by society.

But we believe there is still so much more that needs to be done, and that we can uniquely do. In the next year we will maintain our focus and relentlessly ensure we keep our beneficiaries at the heart of what we do – that’s why we are here.

Rita Clifton CBE, Chair

And why we’ve been here for the last 55 years. 2014 is the 55th anniversary of TCV and we are proud to be as relevant and needed today as we were many years ago, through all the social, economic and environmental changes over that time.

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2013-14

From the Chief Executive

I

n last year’s report I outlined the key elements of our new three year plan.

Phase one was about ensuring that TCV is fit for the future and, following two years of drawing on our reserves, our first step was to at least maintain reserves at their 12/13 year end level.

Improving our financial performance is critical to our ability to continue to work with people and communities across the UK to help them transform their health, prospects and outdoor places for the long term.

I am delighted to be able to tell you that we more than achieved our goal and we increased reserves by £1.2m. The main drivers of this improvement were: • Better than planned performance in our trading subsidiary. This is a 'one-off' benefit and is not something that will be repeated in next year’s results; and • Improved cost management across the organisation that is embedded in our daily ways of working.

Our performance means that we are able to make some much needed investment in technology, infrastructure and people all of which are aimed at securing the long term health of TCV for the benefit of the people and places we support. The timing of these investments means that in all likelihood they will be reported as a reduction in reserves in 2014/15.

At the same time as delivering this improvement, teams across the UK have been helping people to make their communities healthier and happier. Here’s a flavour of what has happened: • Volunteering Impact – We completed a great piece of work that provides strong evidence of the positive impact volunteering can have on our quality of life.

• Access to Nature - in Leeds, TCV acted as a facilitator to allow people in urban environments to access and learn about their natural environment.

• Green Gyms® - continuing to develop Green Gyms® across the UK, supported by a number of partners including People’s Health Trust and Intu Properties plc, to help tackle health inequalities.

It’s been really pleasing to see some of our work recognised publically.

This has helped us raise awareness of TCV with potential beneficiaries and funders. One of the highlights was the TCV Hollybush team being featured on Saturday night primetime TV. We have also been fortunate in hosting a number of high profile visits to meet TCV volunteers including visits by TCV’s Patron HRH Duke of Edinburgh and Ed Miliband MP for Doncaster North.

This year’s report features many of the stories of the people and partners we work with as well as an update on how we performed against our goals in 2013/14.

I hope our beneficiary stories inspire you as much as they have inspired my team and me.

become a significant concern in our society.

This partnership opens up new avenues for TCV to address these concerns as we help kids grow. To find out more about Moshi gardening, log onto www.tcv.org. uk/moshi.

On a different note…the growing importance of 'localism' offers us a number of opportunities to work with communities across the UK. TCV’s track record of working locally but on a national scale shows what can be achieved when a joined-up approach is taken to tackling social issues. With the continued strain on central and local government spending, finding innovative ways of delivering public services is going to be key and TCV is well placed to contribute to this challenge.

The achievements of the last year were only possible with the support of our volunteers, the TCV team, our funders and supporters and so I would like to end by saying an enormous thank you to you all.

What next?

The environment in which we operate continues to be very challenging but also offers new opportunities. It is vital that we continue to have a relentless focus on delivering our goals to meet these challenges and make the most of the opportunities to help our beneficiaries.

Julie Hopes, CEO

We will continue to diversify our sources of income and move our funding onto a more long-term basis. We have a number of new opportunities in the pipeline and one of our very exciting developments is focused on 'Helping Kids Grow'. TCV is working in partnership with the creators of the popular Moshi Monsters to develop a range of children’s seeds and gardening tools. TCV will host an interactive website where children can learn about nature, ask questions and post their individual stories and pictures. The benefits of playing outdoors and interacting with nature throughout childhood are widely recognised and childhood obesity has

THE CONSERVATION VOLUNTEERS

Helping the UK grow

5

How did we do?

T

CV’s strategic business plan for 2013/14 set out six strategic goals, each with targets and measures.

The overarching financial goal for the year was to achieve a break even position.

Goal 1 Work together with people and communities to transform their health, prospects and outdoor places for the long term Three targets were set to help measure the impact TCV is making. Two out of the three targets were surpassed.

6

FOCUS

TARGET

ACHIEVED

People

80,000

94,657

Places Helped

2,500

2,340

Prospects Improved

2,000

3,554

Continued strides in engaging with a number of different beneficiaries through learning, skills exchange and practical training and support have resulted in surpassing the target number of 2,000 people helped into jobs by over 75%. TCV helps a range of young people and adults back into employment by understanding their needs and ensuring a practical and inclusive approach. Many of the stories of the people helped are featured on pages 10 and 11.

Whilst the headline target for places helped was not fully achieved (94% of target), this was the result of a planned focus to deliver more work in the same place to provide the maximum impact for our beneficiaries.

In 2014/15 the measures TCV uses to quantify its impacts will be reviewed and amended to ensure we can demonstrate to a wide range of stakeholders the real and lasting impact we make.

Goal 2 Be a resilient organisation In 2013/14 a number of strategic initiatives were embedded within TCV, helping the organisation to become stronger and more efficient – delivering greater impact for each £ of funding received. A robust financial plan, a procurement strategy that has realised annualised savings of £0.5m, and strong decision making framework were all put in place in the year. These core attributes were all delivered within the

Group's risk appetite framework ensuring the organisation had the best possible chance of reaching a break even position for the year. This target was surpassed and as described in the strategic review on pages 14 and 15, £1.2m has been returned to reserves. This is a reverse of the previous two years when reserves were called upon and shows a notable degree of financial success, although improvements in the performance of our trading subsidiary were driven by contracts that will end within the life of the current plan. 2014/15 will see further investment in technology, infrastructure and people.

Partners such as Mondelēz, People’s Health Trust, RBS, National Grid and Intu Properties continued their invaluable support and new support was won from a number of other partners and funders. Investment is being made in a new Customer Relations database to help TCV manage its relationship with its customers, donors and funders. This will be implemented in 2014/15.

Goal 3

Raising profile and awareness of the core work TCV does with its beneficiaries, and having a public voice to drive policy and change at national and local levels is essential to winning support and achieving Goals 1 to 5. A plan encompassing press, public relations, marketing and social media activities was developed and executed in 2013/14 and is being improved upon for 2014/15.

Progress has been swift and significant resulting in a number of national television broadcasts, a multitude of local broadcasts and numerous print media mentions. Highlights of coverage are featured within this report.

Be a great place to work In 2013/14 a new people plan was developed which included a staff engagement plan and a performance management framework. These were launched during the year and are now the key vehicle through which all staff understand how what they do supports the delivery of TCV's purpose. The framework also provides the mechanism for staff development and succession planning. This plan has created the climate for the other goals to be achieved and will continue to be developed in future plan years.

Goal 4 Be a great place to volunteer Throughout its history TCV has been highly successful at attracting volunteers, without the efforts of whom TCV would not be able to achieve its goals.

TCV's volunteers help the UK grow in towns, villages, cities and many other environments. A refreshed volunteer proposition will be developed in 2014/15 with the aim of making the TCV volunteering experience as rewarding and consistent as possible and providing a framework within which the contribution and impact of volunteers can be further recognised and celebrated.

Goal 6 Be better known and supported for the value we deliver

A target of 10% increase in social media followers and likes has been surpassed with a 79% increase in facebook likes and 25% increase in Twitter followers.

In 2014/15 a new policy strategy will be developed to increase TCV’s influence and reach at a national and local government level and our stakeholder strategy will be further developed.

Goal 5 Have customers who love us Retaining and attracting new customers is essential to growth and 2013/14 delivered some success in this area but with a recognition that there is much more work to do. Participant satisfaction rates remained high at 95% for TCV’s Employment and Training Services programmes.

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2013-14

What next? Understanding what matters

H

aving begun to address the 6 goals of our strategic business plan, TCV is now better able to face the social, environmental and financial challenges of the future.

Local authority and central Government support for services is continuing to shrink. This requires innovation in the delivery of public services to enable significant improvements in beneficiaries’ quality of life despite funding constraints.

There is still a landscape of uncertainty around public finances and service delivery. However this does not dampen our enthusiasm, aspirations or belief that TCV is very much part of the solution.

Work has started on developing our new strategic plan for the period 2015/18 which will ensure we are fit for future challenges. This has been a main focus of our management team in the latter part of 2013/14 and will continue throughout 2014/15.

We believe that • Government policy may change in emphasis but it is unlikely there will be a major change in direction over the period 2015/18. Therefore, we can expect 'more of the same' in terms of continued pressure on spending and priorities such as youth employment, health and an ageing population • Deprived areas are likely to continue to be in need of the most help from key public services • Health and employment will be key priorities for statutory and voluntary sectors • Conditions have rarely been more requiring of innovation in delivery of public services • Localism and community engagement and ownership of assets in one form or another looks set to grow in importance • Support for the environment is likely to be related to very tangible issues and reactive in nature. Wildlife conservation will remain a challenging sector with continued declines in biodiversity in the face of climate change and other pressures.

This is why TCV is more relevant than ever - giving ‘Local’ a ‘National’ voice With an election on the horizon in 2015, all parties are recognising the importance that the third sector can play in local contract delivery. Charities like TCV have an increasingly vital role in connecting local people and local needs to the winning and delivery of the local contracts needed to satisfy local demand. Self-help democracy is a burgeoning thought, which has local power and public service reform at its heart. ‘Power to the people’ is at the core of this and to be able to be part of this reform, we recognise that we need to be part of the discussion and lobby hard for real reform in public sector procurement. It is an opportunity for us to give ‘Local’ a ‘National’ voice – a great example of this is the case study on this page of how TCV is helping Belfast grow.

The future is Localism in action Our future strategy will be based on improving more places and more people’s lives through the development of innovative approaches to personal and community engagement at a grassroots level. Localism in action will allow local communities to be in control of and feel part of their locality. Improved neighbourhood quality, improved prospects and improved health can combine to help solve some of the most pernicious problems in our society.

Whilst we have a committed staff and volunteer base, we need to broaden and deepen significantly our funding base if we are to meet the challenges of the future.

Consequently, we will be calling for Government to provide the investment needed for the third sector to be able to play its part in delivering innovative solutions to service delivery – by doing this, ‘Localism’ can truly thrive and deliver the vision of local choice.

THE CONSERVATION VOLUNTEERS

TCV and Belfast City Council – Helping Belfast Grow The Growing Communities programme in Belfast is a positive partnership model between Belfast City Council, TCV and many communities across Belfast. The project was initiated following TCV’s involvement with the development of Belfast City Council’s Growing Communities Strategy 2012 to 22 which itself was a direct response to the demand for growing opportunities in Greater Belfast.

The programme developed from a series of smaller projects delivered in partnership with Belfast City Council which showed TCV as a market leader for delivering both social and environmental outcomes and having the ability to respond to community needs at grassroots level.

The partnership recognises the important balance in the development of community gardens for people to use and enjoy whilst promoting both biodiversity and food growing activities. TCV also worked with communities to create a sustainable resource with the objective of enabling community groups to take over the management of each garden in the near future.

During the last year the Growing Communities Partnership has been recognised with a number of awards including Best Community Group, Best Community Garden and Best Community Street in the Belfast in Bloom Competition and an award for our Green Gym® in the Belfast Healthy Cities Special 25th Year Awards.

These achievements have proved TCV’s ability to partner at a local level to help combat social exclusion and deliver true social impact.

Billy and Joan have been involved with the Grove Community Garden for almost a year. They volunteer twice a week, their only social contact within their community.

Joan says: "Billy and I love the garden, it's our chance to get out of the house, to do something good".

Billy is 85, Joan is 75 and they are two of the most reliable workers on the project.

Helping the UK grow

7

People and health

P

eople are at the heart of everything we stand for. By connecting people with the places and opportunities around them and providing support and practical skills, we can demonstrate local health and wellbeing outcomes on a national scale, providing real benefits – ‘a natural health service’.

We work across the UK with people and communities to improve their health and wellbeing in a number of different ways, including: • food growing initiatives, promoting healthy eating, exercise and social inclusion • volunteering with local projects to help others whilst helping yourself • exercising at a TCV Green Gym® • learning a new skill to increase wellbeing and confidence

8

All of the above deliver great social and health benefits and none more so than our Green Gym® which delivers effectively to the public health agenda; helping people to stay healthy and develop resilience from threats to their physical and mental health.

The real improvements that we help people to make to their lives are illustrated in the stories opposite.

TCV’s Green Gym® movement There are currently 141 Green Gyms ® across the UK involving thousands of

participants of all ages and backgrounds.

Their purpose is to transform people’s health and wellbeing through participation in outdoor, group based and physically challenging activities by maintaining green spaces for the wider public benefit. This helps people increase the control they have over their own lives, make positive decisions about their own health and wellbeing and become a ‘producer’ rather than a mere recipient of health-care. Through Green Gyms®, participants become more active physically and socially.

Improved fitness With almost a third more calories burnt in an hour during some Green Gym® sessions than in an average step aerobics class, Green Gym® sessions can improve fitness.

(Oxford Brookes University independent evaluation) 'I’ve lost weight; my type 2 diabetes has improved and I’ve changed my diet. I go swimming and to the gym too, but the conservation work is my best workout each week' – Green Gym® participant

Social benefits Many Green Gyms® are funded and developed in partnership with other organisations to further improve the experience for targeted participant groups.

'I’m getting out, I feel more active. I’m doing more things, I feel less isolated, not

doing the same things I was doing, and I’m starting to learn more…every time I come I’m feeling more lively and myself. I seem to be coming out of my skin a bit more, getting a lot of support.' – Green Gym® participant

TCV – there is another way

Partnership working PHT and TCV - healthy people, healthy places TCV and the People’s Health Trust (PHT) renewed their partnership in 2013/14 when PHT awarded TCV funding to develop projects at nine locations across the UK. The award was made because of past partnership work and to drive forward the outcomes from previous funding rounds, focussing on the most deprived and disadvantaged areas in the UK. PHT has recognised TCV’s ability to access the ‘hard to reach’ audiences who need help most. TCV and PHT work in partnership to ensure people are equipped with the skills and knowledge they need to take control of their communities, lives and outdoor places.

By delivering funding and practical skills support, with a focus on health, wellbeing and community engagement, TCV and PHT are making a difference across the UK, helping communities to grow.

‘It gets me out in the fresh air and socializing.

I also get the feel good factor’ – Project Volunteer

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2013-14

TCV Hollybush –

helping Damion grow

The impact that contact with nature and the environment can have is incredibly powerful and can transform wellbeing for many people, including people like Damion.

TCV and the Mary Russell School –

helping Paisley grow

Over the past two years a series of Green Gym® projects have been organised with Mary Russell School in Paisley. TCV has worked with the school to give their primary schoolchildren access to nature and the outdoors through a range of activities promoting health and wellbeing through learning experiences.

The project been a great success according to Anne Kennedy, Acting Principal Teacher (Primary Department).

'All of our pupils have a wide range of additional support needs and the opportunity to take part in the Green Gym® gave our children a fantastic, inclusive learning experience.

The Green Gym® offers our pupils a taste of life beyond the classroom walls. Many of them seldom, perhaps never, get the chance to engage with the environment the way the Green Gym® enables them to do. The fact that our pupils, after being out with Anna from TCV, are keen to talk about what they experienced that day, convinces me that the Green Gym® plays an important part in the overall learning of our pupils. I hope our partnership with the Green Gym® is able to continue for many years to come.'

Damion reached a low point that resulted in a diagnosis and treatment for schizophrenia. His relationship with his partner had broken down and he was no longer working as a salesperson.

Finding his way to TCV Hollybush Centre, Damion is now on his fourth short course doing an introduction to woodwork having hugely enjoyed bush craft, catering and a two day residential course.

Having gained a lot from the skills he has learnt, and the places he has visited, Damion feels these experiences with TCV are helping him with his role as a young Dad. 'I no longer fear insects intruding on my home, as I have shaken hands with nature and learned to stop worrying and love the green spaces I so readily overlooked in the past. . . I certainly feel greatly at rest mentally when out amongst natural life. Without TCV Hollybush I do not believe I would have ever thought to seek it out at all.'

TCV and Keith –

helping Haringey grow

Keith, 59, worked in Post Office branches for 25 years, with 20 of these spent as a manager. However, a series of armed robberies at his branch triggered a bout of psychological ill-health, leading to a period of treatment in hospital and, soon after, medical retirement. In 2008 Keith’s life changed when he saw a notice inviting volunteers to get involved in the local community.

One day volunteering each week quickly became two. His volunteering experience also reignited his passion for leadership, driving him to embark on a leadership training course with TCV. Shortly after completing the course, Keith became a Green Gym® Project Leader with TCV’s Railway Fields project in London.

Under Keith’s leadership, volunteer numbers at Railway Fields have increased substantially and he credits his volunteering experience with TCV as completely turning his life around.

Keith says, 'I’ve always had an interest in plants, animals and the outdoors, so volunteering with The Conservation Volunteers has been one of the best decisions that I’ve ever made. I’ve gone from feeling totally depressed, to spending all my time on conservation volunteering and doing what I enjoy. I’m now coming up to the big 60 and have never felt healthier.'

Throughout 2013/14 Keith helped many volunteers and beneficiaries across London and has been a key spokesperson and media star for TCV. Thank you, Keith!

THE CONSERVATION VOLUNTEERS

Helping the UK grow

9

People, learning and prospects

10

I

n 2013/14 we set out to help 2,000 people into employment. We exceeded this target by 75% with 3,554 people moving into employment as a result of working with TCV to improve their prospects and learning.

The array of opportunities for practical learning and employment skills training available across TCV is extensive. Anything from a volunteer opportunity building skills and confidence, to practical NVQ training and working with young people to seek out opportunities, can be accessed in various locations across TCV. We work in partnership with a range of agencies and partners including local and city councils, educational colleges, the National Careers Service and commercial organisations to help with support, learning and access to employment.

Working with young people who are not in education, employment or training is a specialisation and we are working hard to strengthen our offer for learners.

Why people and not just numbers count at TCV Annual reports and accounts can be all about numbers but at TCV it’s the people behind the numbers that count.

Whether school children and volunteer groups taking part in educational, biodiversity,citizen science projects (which count species of plants and wildlife to inform research) or adults who attend one of our TCV Employment and Training Services (TCV E&TS) centres, every person TCV sets out to help, in whatever way counts.

At TCV the key aims are to raise aspirations, increase self esteem and confidence and support people on their learning journey – at TCV everybody counts. Michelle attended a TCV Skills Support project in Northampton which helps people up-skill and re-skill when they are affected by redundancy or unemployment. Here is Michelle’s story: 'Since I lost my job in 2013, all I have done is count. At first I counted the number of years I had worked for that company and felt betrayed, like I was worthless. Then I counted how many jobs I had applied for, then I counted how many interviews I went on. Then I counted the knock backs, the times I had to put shopping off and turn the heating down. TCV gave me the support, skills and confidence to keep trying, they taught me not to give up. The only thing they expect of you is that you keep counting, make everything you do count and that way

you can never look back and feel there is no hope.

TCV – Helping young adults ‘Get Some Credit’ TCV’s Get Some Credit programme gives 16-24 year olds the experience and qualifications they need to compete for jobs in the environmental, landscaping and forestry sectors. Young people typically volunteer with TCV Scotland for two to three days per week over a period of six months, during which they also attend a series of training courses covering a diverse range of subjects.

During 2013-14, The Get Some Credit programme helped many participants.

This is Alan’s story and how he felt he has definitely benefited from the experience: 'The most enjoyable part has been learning a lot of new skills and having a greater understanding of the environment around us. I would also say that getting to know new people and finding a new career path have been great too. The experience has definitely made me more employable. The amount of training I have received has been more than I could ever ask for. I believe that TCV has put me in a place where I am an excellent candidate for a job within conservation.'

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2013-14

The physical space and the multi-sensory stimuli of working outdoors was, and still is, overwhelmingly therapeutic to me – Project Volunteer TCV and Sheffield City Council –

helping Communities grow

TCV’s Natural Communities Apprenticeship Programme

helping Scotland grow –

The Natural Communities Apprenticeship Programme provides trainees with a practical and flexible methodology for engaging everyone to enjoy, understand, value and care for the green places around them.

During the year, TCV’s Natural Communities trainees worked with 23,500 volunteers to improve 98 sites throughout Scotland. By engaging more than 40 communities in their local green spaces, the trainees improved the skills and confidence within those communities for them to take ownership of projects which benefited their health and wellbeing as well as supporting biodiversity.

The trainees developed and delivered projects with individuals and groups from a range of backgrounds. Activities varied from consulting on the future of National Nature Reserves to evaluating the role that Citizen Science can play in Green Gyms®.

The Improving Communities project in Sheffield is a partnership between TCV ET&S and Sheffield City Council. The project’s aim is to increase the number of people in work who are aged 50 plus or who have a health condition in work.

Through helping these residents move into work, it is hoped that negative employer perceptions will be broken down. The project will have a lasting impact by increasing the number of Sheffield residents in work through development of their skills levels, leading to a diversified workforce and an increase in the economic performance of Sheffield’s businesses.

90 people have been helped into work through this project – people like Barry.

Barry came to TCV for support and guidance whilst suffering from a health condition. He was unsure which career direction to pursue. After sustained one to one support, Barry was confident he could work full time hours, and has now been working continuously for nine months. His employer is extremely pleased to have Barry as a member of the team and says: 'Barry is a hardworking valued member of staff who I can always rely on.'

Laura, one of our 2013 intake of trainees, worked with Scottish National Heritage (SNH). Alan at SNH had this to say about her work: 'Laura’s time and energy provided impetus for community engagement that we had long aspired to achieve but never managed to deliver, because of a lack of staff time to develop contacts and trial different approaches. As a result of Laura’s input, we now have some techniques that work and a significant number of local contacts to deliver these with.'

THE CONSERVATION VOLUNTEERS

TCV Hollybush –

helping Sam grow

Sam started as a casual volunteer two to three days a week with TCV when she was 18, when mental health problems had led her to withdraw from society. In her own words, Sam says: 'Through The Conservation Volunteers I was able to access a space that I had thought was off limits to me. Working outside gave me the safety and freedom to work at my own pace, explore my physical limits and new territory, focus on something bigger than myself and engage in relaxed social interactions and teamwork. The physical space and the multi-sensory stimuli of working outdoors was, and still is, overwhelmingly therapeutic to me.'

She quickly sought to expand her experience with TCV and applied to become a Volunteer Officer, helping to lead volunteers on a wide range of environmental conservation projects.

Sam has just turned 20 and, 18 months after coming to TCV, is now helping others to grow in a project supporting people with experience of mental health issues to access outdoor opportunities.

'As well as having the best time of my life, being a Volunteer Officer gave me the practical, first hand, experience of the environmental sector that I needed to land my first job as a support officer for The Great Outdoors Project in Kirklees.'

Sam, TCV Hollybush volunteer.

Helping the UK grow

11

People and places From Local to National

T

CV began life 55 years ago with a vision to involve volunteers in practical conservation work with a training and education remit. That principle is as true today as it was then.

In 2013/14 we worked with a network of over 2,000 local groups and many thousands of volunteers to transform outdoor places, helping the UK grow in 2,340 places.

RBS and TCV - a partnership built on solid ground

12

Putting the ‘action’ into Employee Action Days ‘The Conservation Volunteers and RBS have been working collaboratively since September 2007. The Employee Action

By working with local people and communities and enabling them to take day to day responsibility for their outdoor spaces, we help tackle social exclusion, increase local knowledge and expertise, improve the environment and help communities to thrive and become sustainable. We do our best work when we work in partnership with people and land owning organisations to get the best possible outcomes in the most economic way.

Our services are constantly in demand

Days are not only enjoyable events but also support employees to make a real difference to the local environment and communities and to develop their own skills and team spirit.’

James Graham Charitable Programmes Manager | RBS Sustainability Almost a quarter of all RBS volunteering days in 2013 took place in the 40% most deprived areas in the UK. This last year has witnessed a new initiative as part of the partnership – ‘Nominate a Patch’ – where RBS staff are encouraged to nominate a project close to their hearts. A team from

and in this last year we have had some significant achievements which we will take into 2014/15 with a continued focus on driving Localism on a National scale.

There is always more we can do and we will be seeking out more partnership opportunities to help communities and people thrive whilst conserving and transforming outdoor spaces from inner cities to coastal paths.

The following case studies reveal the extent and breadth of experience and expertise we have and the communities and partners we share them with.

RBS nominated Sklemorlie Primary School in Ayrshire, Scotland to have a garden transformation.

The garden is a memorial garden for the school caretaker who passed away and the children held a garden design competition which was translated by the TCV team into a sensory garden space for the children to enjoy.

The RBS team deployed over 50 staff and all their volunteering days to get a huge amount of the work on site completed in time for the garden opening by the caretaker’s widow and family.

The Employee Action Days are not only enjoyable events but also support employees to make a real difference to the local environment – James Graham

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2013-14

I think that the gardening club is fun, and is a nice activity for the people who particularly don’t enjoy sports clubs – Year 8 pupil, Colmers School, Rednal, Birmingham.

TCV and Mondele ¯z International Health for Life in the Community programme –

helping South Birmingham communities grow

‘Being involved in the Health for Life programme has made me feel fitter and healthier, and a lot happier in myself, as well as learning new things and making new friends.’ Richard, volunteer, Health for Life in the Community.

From day one, The Health for Life in the Community programme has involved volunteers, many of whom have done so

for the first time. So far, 390 Green Gym® Sessions have been run, and over 20,000 packets of seeds have been distributed to local communities to help them grow food.

in Birmingham. By supporting classes and providing seeds and help for a year, a group from each school is sowing food plants for themselves and taking them home to grow with friends and family.

Volunteers within the programme have reported improved levels of physical exercise by being involved in the programme's activities and 70% of participants say that they have joined the programme to make new friends and are doing this by volunteering. Social inclusion at its best.

'I think that gardening club is fun, and is a nice activity for the people who particularly don’t enjoy sports clubs. You can meet lots of new people and learn new skills, which can be useful if you want to do your own gardening at home'. Year 8 pupil, Colmers School, Rednal, Birmingham.

On the Health for Life in Secondary Schools programme, over 2,800 secondary school children have been involved in activities such as helping to set up food growing spaces in six secondary schools

What impact has this Project had?

Results show that involvement in volunteering has a positive impact on attitudes and behaviours towards the environment, lifestyles and willingness to engage in local community. Furthermore, the impact increases over time.

The key findings of the Green Impacts Project were as follows:

Green Impacts Project – volunteering in action TCV was funded by the City Bridge Trust and John Laing Charitable Trust to create the Green Impacts Project.

The culmination of the project in March 2014 was a publication of a report which demonstrates the impact of volunteers on pro-environmental behaviour and the belief that local volunteer groups can enhance community resilience.

Volunteering has a greater effect on the most deprived.

Active volunteering has a greater effect on the most unhealthy.

Women change their behaviour three times more and faster than men.

Trained volunteers receive the greatest benefits.

To find out more information about the outcomes of this project, please visit www. tcv.org.uk/volunteeringimpacts where a copy of the report and the video ‘What does volunteering mean to me’ in which the beneficiaries share their experiences can be found.

The research took place in London and surveyed 789 volunteers from 8 TCV Action Teams and 8 Green Gyms® across the city.

The community resilience component of the research worked with over 20 local community groups to develop an understanding of what made them resilient.

THE CONSERVATION VOLUNTEERS

Helping the UK grow

13

Trustees’ and Directors’ report incorporating the Strategic Report Our objectives and activities The Trustees confirm that they have referred to the guidance contained in the Charity Commission’s general guidance for the advancement of environmental protection or improvement for public benefit when reviewing the Charity’s aims and objectives and in planning future activities and setting the grant making policy for the year. The Charity’s objects continue to be: • Conservation of the environment for the benefit of the public including: • the conservation and maintenance of the character and amenity of rural, urban and inner city areas • the maintenance and management of nature reserves and other sites of biological, scientific or environmental importance • educating the public in principles of conservation through volunteering, community support and social inclusion • To advance the education of the public through the provision of training, in particular: • in practical conservation skills

them transform their health, prospects and outdoor places for the long term

Goal 2: Be a resilient organisation

14

During the year TCV embarked upon its strategic business plan covering the three years 2013-2016. The first phase of this plan has been completed including embedding and completing changes to our operating model and starting to make TCV fit for the future.

We have begun the second phase of our plan, building on these achievements and beginning a process of growing our beneficiary impact.

Strategic report: achievements and performance Our strategic plan is built around 6 strategic goals:

We have strengthened financial controls and processes and have exceeded our financial target of breaking even for the year.

Goal 3: Be a great place to work

We have developed a people plan and will continue to implement this over the remaining strategic plan period.

Goal 4: Be a great place to volunteer

• in skills to improve employment prospects • to develop the capacity and skills, primarily through volunteering opportunities, of the public at large and those who by reason of youth, age, infirmity or disability, poverty or economic and social circumstances, have need of such facilities with the object of improving their conditions of life.

The number of people we worked with and the people helped into employment both exceeded our targets.

The number of places helped was less than our target for the year but this was a result of focussing on helping more people in the same place to ensure efficiency in our delivery model and therefore the best use of our scarce resources.

Volunteers continue to be the bedrock on which TCV helps the UK grow. We have begun to review and refresh our volunteer proposition and will develop this work over the coming year.

Goal 5: Have customers who love us

We have achieved participant satisfaction rates of 95% in TCV Employment and Training Services and begun work on the implementation of a customer relationship database to ensure we are able to identify and value all of the many and varied stakeholder relationships the Group has.

Goal 6: Be better known and supported for the value we deliver

We have increased our profile on television, in print and on social media, and are developing strategies for working with key stakeholders.

Further detail of our performance against each of these goals is set out in the section 'How did we do?' on page 6.

Goal 1: Work together with people and communities to help

Strategic Report: financial review The Group has returned a surplus for the year of £1.2m (2013: £1.5m deficit) having reported deficits for the previous two years. Incoming resources increased by 2%, delivered from a reduced cost base.

This surplus has been translated into a £1.7m increase in net cash (2013: £2.4m reduction).

Incoming resources

2014 £’m

2013 £’m

Change £’m

Training

10.7

8.7

2.0

Grants

5.0

6.3

(1.3)

Conservation projects

5.1

5.5

(0.4)

Trading

0.4

0.3

0.1

Donations Other

0.3 0.5

0.3 0.5

0.0 0.0

22.0

21.6

0.4

Total income

During the year, Group total incoming resources increased by 2% to £22.0m.

Training and employment-related programmes increased by 23%, in large part due to greater numbers of people helped into sustained employment.

We remain conscious of the continued variability of this income, which is dependent on the number of people referred to our programmes and meeting an array of funder-specific performance criteria.

Grant income reduced by 20%, reflecting continuing pressure on government and other funders and the ongoing trend from upfront grant funding to performancelinked funding paid in arrears.

We are pleased to see a 16% increase in our trading income, albeit from a base of only £0.3m and are now developing new products and sales channels, including a children’s gardening range in collaboration with the creators of Moshi Monsters.

TRUSTEES’ AND DIRECTORS’ REPORT

Statement of financial activities

2014 £’m

2013 Change £’m £’m

Income

22.0

21.6

0.4

(12.9) (14.2)

1.3

Expenditure Direct operations Operational support Central support Total expenditure Surplus/ (deficit)

(4.7)

(5.7)

1.0

(3.2)

(3.2)

(0.0)

(20.8) (23.1)

2.3

1.2

(1.5)

2.7

Total resources expended reduced by 10% to £20.8m as a consequence of the continuing efforts in cost management including more efficient purchasing through national supply contracts and strengthening of our procurement and financial reporting procedures.

Actions taken by TCV leadership in the current and previous years in response to restrictions in government and other funding available, together with stronger than anticipated incoming resources, have resulted in the Group exceeding its target of breaking even for the financial year. It should be noted however, that the better than expected in year performance from the trading subsidiary was achieved by contracts which will end within the life of the current plan. Underlying financial performance continues to be adversely impacted by an uncertain, though recovering, economy and the sustained depression of historic funding streams.

Balance sheet 2014 2013 Change £’m £’m £’m

Tangible fixed assets Current assets and liabilities Debtors Net cash1 Creditors

2

Net current assets Provisions Net assets

3.6

4.0

(0.4)

3.0

3.5

(0.5)

4.0

2.4

1.6

(2.8) (3.2)

0.4

4.2

2.7

1.5

(0.4) (0.4)

0.0

7.4

6.3

1.1

1 Comprises cash £4.2m (2013: £3.1m), overdraft £0.2m (2013: £0.7m) and finance leases £nil (2013: £nil) 2 Excluding overdraft and finance leases

The balance sheet has strengthened by £1.1m with net assets at March 2014 of £7.4m.

The Group generated a net cash inflow of £1.7m for the year (2013: net cash outflow of £2.4m), greater than the £1.1m surplus which included £0.5m of non-cash depreciation charges. Working capital remained broadly stable, with debtors and creditors reducing by 14% and 25% respectively. Net current assets accounted for 57% (2013: 42%) of the Group’s net assets, representing a strengthening of short-term liquidity.

Fixed assets of £3.6m (2013: £4.0m) reduced during the year due to continued efficient use of our existing vehicle fleet and IT assets, with depreciation outweighing re-investment cost. The Group continues to carry provision for onerous property leases at £0.4m.

Funds and reserves

2014 2013 Change £’m £’m £’m

Restricted revenue funds

1.1

1.2

(0.1)

Restricted capital funds

1.1

1.2

(0.1)

Total restricted funds

2.2

2.4

(0.2)

Unrestricted funds

5.2

3.9

1.3

Total funds and reserves

7.4

6.3

1.1

Unrestricted funds have increased by £1.3m to £5.2m, and represent 70% of total funds (2013: 62%). Restricted funds have reduced by £0.2m to £2.2m. Restricted capital funds represent funding received towards properties and other assets used by the Group and are amortised over the economic life of these assets; restricted revenue funds represent up-front grant funding across a range of projects.

Monthly management information and future forecast models separately monitor movements in restricted and unrestricted funds, together with cash flows and compliance with our reserves policy.

Strategic report: plans for future periods The Group reported an increase in reserves of £1.2m during the financial year (2013: reduction of £1.5m). Cash resources and income also returned to growth in the period. The groundwork for this performance came as a result of the implementation of the first stage of our current three year strategic business plan. Having begun to make TCV fit for the future, we will look to leverage what we have achieved to put TCV in the best position to help the UK grow. Alongside delivering the current strategic business plan we are beginning to develop our strategic plan for the period 2015/18.

Pressures on government and other traditional funding sources appear set to continue. To grow the impact we make on the lives of our beneficiaries we will need to further diversify our income and raise awareness of the essential work we deliver to both new and existing funders.

Exceeding our breakeven target for 2013/14 has enabled us to invest in development of our staff, volunteers, technology and infrastructure. The timing of this expenditure is likely to result in a reduction in our unrestricted reserves during the 2014/15 financial year. The financial resilience and decision making frameworks introduced over the last year will continue to be embedded as we target

THE CONSERVATION VOLUNTEERS

further efficiencies in how we deliver on each pound raised, whilst maintaining a stable financial position.

The Trustees have prepared the Charity's financial statements on the going concern basis. The Trustees have reviewed forecasts to 30 September 2015 and on the basis of those forecasts believe that the Charity will be able to meet its liabilities as they fall due. These forecasts have been prepared conservatively, including risks and sensitivities to anticipated financial performance, including a review of actual performance compared to previous forecasts. Mitigating actions available to the Group in the event of adverse circumstances or financial performance have also been considered. Based on the information currently available in respect of the future, the Trustees consider that the Charity has the plans and resources to manage its business risks successfully.

Strategic report: principal risks and uncertainties The Trustees have overall responsibility for ensuring that the Charity has appropriate systems of control for managing risk within the organisation. TCV’s risk management process is designed to ensure that appropriate steps are taken to mitigate risk and provide reasonable assurance against material misstatement or loss.

TCV aims to identify the major risks to the organisation, ranking them on the basis of both likelihood and impact. Major risks are considered when setting operational and strategic objectives and in approval of significant grants and contracts. TCV operates a multi-year planning, budgeting and internal audit cycle which aims to compare actual results to planned outcomes.

The risk management process is managed throughout the business, with standards set and monitored through the Risk Management Group and internal audit specialists. The Performance, Audit and Risk Committee reviews the work of the Risk Management Group and brings this to the attention of the Board on a quarterly basis. This process has been further strengthened with performance against quantified thresholds for strategic risks being embedded in the monthly management reporting programme. On an annual basis, the Performance, Audit and Risk Committee provides the Board of Trustees with a summary review of risk management issues for it to consider.

Helping the UK grow

15

Trustees’ and Directors’ report incorporating the Strategic Report Principal risks have been reviewed and are aligned to our strategic plan. Risks are categorised as: • Financial: including volatility of financial performance and reserves strength; Restrictions on traditional sources of income, the constrained economic environment and the need to renew or replace fixed term grants and contracts all contribute to financial risk. The Group also recognises that internal monitoring is essential to reduce the volatility of financial performance by ensuring grant and project delivery and expenditure are properly controlled and that reserve strength is maintained.

• Operations and people: including information technology, operational performance and people management;

16

The Group recognises that risks arise from the essential use of information technology, operational systems and management of staff. It monitors potential data losses, security breaches and adopts policies to prevent and mitigate the effects of catastrophic data loss; monitors and reviews decisionmaking and operational systems; and monitors staff engagement, absence and retention levels.

• Reputational: including regulatory compliance and quality of volunteer and customer experiences The Board recognises that risks arise from potential reputational damage from regulatory breaches and the experiences of volunteers and customers. Steps are taken to ensure that regulatory breaches do not happen; volunteer experience and retention are monitored and stakeholder relationships are managed.

Risk management is embedded within the organisation in order to enable risk to be effectively assessed and appropriate controls/actions put in place to mitigate risks to acceptable levels.

The Trustees have given consideration to the major risks to which the Charity is exposed and satisfied themselves that systems or procedures are established in order to manage those risks appropriately.

Policies Investment policy TCV has a high demand for working capital which is brought about by the seasonal nature of our business, the mix of restricted and unrestricted activities, the timing of income and expenditure matching,

and the possibility of longer-term capital commitments. Keeping funds accessible and liquid therefore remains a key aim of our investment policy when considering any deposits and investments together with the management of risk in relation to the institutional investment of funds.

It is the policy of the Trustees to hold investments that: • are low risk and secure • are realisable in the short term • aim to produce a total return as near to or in excess of predicted inflation, whilst protecting underlying capital • are ethical in terms of our environmental and social values.

Reserves policy The reserves policy aims to ensure that TCV’s core activities could continue during a period of unforeseen difficulties and that a proportion of resources be maintained in a readily realisable form.

To ensure that reserves are utilised in this manner, reserves and readily realisable reserves should be a minimum of 6 weeks and a target of 15 weeks of forwardcommitted non-discretionary cash expenditure.

At 31 March 2014 readily realisable reserves were £4.3m being 11 weeks (2013: 6 weeks) representing 58% of net assets.

Reserves and readily realisable reserves were £7.4m being 19 weeks (2013: 14 weeks). Readily realisable reserves are therefore within acceptable tolerances.

The calculation of the required level of reserves is an integral part of TCV’s financial planning and reporting cycle.

The Trustees review the reserves policy on an annual basis. The review includes the consideration of the level of total and readily realisable reserves held, current forward commitments, the general economic outlook and the market valuation of investments.

Disabilities The Group gives full consideration to applications from disabled people, through the implementation of its equality and diversity policy.

Consultation The Group supports fully the concept of information sharing by appropriate two-way communication. This includes use of employee engagement surveys, Great Place to Work champions, and open question and answer conference calls between staff and the leadership team.

Anti-bribery and corruption The Group gives due care and consideration to the prevention of acts

TRUSTEES’ AND DIRECTORS’ REPORT

of bribery and corruption, and has set out and adopted a clear anti-bribery and corruption policy, appropriate to the size and nature of the Group which provides clear guidance to staff, volunteers and associated stakeholders.

Structure, governance and management Legal structure The governing instrument of the Charity is the Articles of Association, originally dated March 1970 and last amended November 2013. The Charity’s investment powers are unrestricted except by general charity law.

The Conservation Volunteers is a Charity registered with the Charity Commission and the Office of the Scottish Charity Regulator. It is also a company limited by guarantee. At the Annual General Meeting held in November 2013 TCV had 307 members.

Trading company TCV Employment and Training Services Limited (TCV E&TS) is a wholly owned trading subsidiary limited by shares.

One director is a trustee of TCV and the other directors are members of staff.

The principal activities of TCV E&TS are the delivery of learning, educational and personal development and employment programmes based mostly on employment-related services, the sale of horticultural tools, clothing and plants.

Profits from these activities are passed to the Charity through Gift Aid.

The Chestnut Fund The Chestnut Fund was established by TCV as a separate charity. The purpose of the fund is to be a source of small start-up and development grants to local groups which have aims and objectives which are in line with those of TCV. The Chestnut Fund receives financial support annually from TCV.

Organisation structure The Trustees are responsible for the overall management of the Charity, and have delegated day-to-day running to the CEO, supported by the Senior Leadership Team. The CEO and Senior Leadership Team provide the Trustees with reports on financial and operational performance, health and safety, policy, people and business development activities.

The Board of Trustees During the year the Board guided TCV through the first year of its 2013-16 strategic business plan, whilst beginning preparations for our next plan period.

Trustees serve for a three year term that

may be renewed for another three years.

The Trustees bring a wealth of experience and expertise from the voluntary sector and beyond. Further details of the expertise brought by each Trustee are given on page 19. Kevan-Peter Doyle and Barney Tallack have retired from the board having served as Trustees for 1 and 5 years respectively, and we thank them for their valued contributions to TCV. We are pleased to have welcomed Maria Adebowale, Neil Kerfoot and Julie Royce to the Board during the year.

The Board governs the organisation through compliance with the Charity Commission Code of Good Governance, TCV’s vision, aims and charitable objectives. The Board met five times during the year.

The Board has two delegated subcommittees: the Performance, Audit and Risk Committee and the Nominations and Governance Committee, both of which have terms of reference, meet with and report to the main Board of Trustees regularly. All new Trustees are required to undertake a programme of induction which aims to give a wide understanding of TCV, the external environment in which the organisation works and the challenges it faces. Members of the Board of Trustees, who are also directors of the Company and Trustees of the Charity (for statutory purposes), are listed on page 18 together with the President, Vice President, Ambassadors and senior management.

Performance Audit and Risk Committee The Performance, Audit and Risk Committee’s purpose is to assist the Board in discharging its responsibilities by considering and reviewing matters relating to the control environment, internal and external audit and risk management and making appropriate recommendations to the Board for action. The committee is comprised of Trustees and a third-party, corporate member. The CEO, Finance and Commercial Director, Head of Risk and third party internal auditors are invited to attend each meeting. The Committee has reviewed the resources required to fully measure and actively manage risk for the Group making use of internal and third party internal audit expertise and Group resources as required.

The Committee considers and reviews matters relating to the Annual Report and Financial Statements and presents its findings to the Board which formally approves the Annual Report and Financial Statements. It reviews and assesses the

balance, integrity and transparency of management information provided to the Board. In addition it recommends to the Board measures to ensure that the key areas of risk are being identified by the Board and that appropriate management controls are in place and their effectiveness reviewed on a regular basis.

The Committee reviews the competance of the groups external auditors annually and reports all audit findings to the Board of Trustees.

Nominations and Governance Committee The Nominations and Governance Committee at the request of the Board of Trustees is required to identify and propose candidates for trusteeship and candidates for nominated membership of TCV, and to advise the Board concerning Group remuneration policy, remuneration of senior staff and major matters of governance. The Committee also checks the appropriateness of Trustees for re-appointment. During the year the Committee has been involved in the search for three Trustees.

Trustees responsibilities for the financial statements The Trustees (who are also Directors of TCV for the purposes of company law) are responsible for preparing the Trustees’ and Directors’ report, including the Strategic 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. Under that law the Trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the Trustees must not approve financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charitable Company and the Group and of the incoming resources and application of resources, including the income and expenditure, of the Charitable Group for the period. In preparing these financial statements the Trustees are required to:

reasonable and prudent • state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charitable Group will continue in business.

The Trustees are responsible for keeping proper and adequate accounting records that are sufficient to show and explain the Charitable Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Charitable Company and the Group and enable them to ensure that the financial statements comply with the Companies Act 2006 and with the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006.

They are also responsible for safeguarding the assets of the Charitable Company and the Group and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees confirm that: • so far as each Trustee is aware, there is no relevant audit information of which the Charitable Company’s auditor is unaware; and • the Trustees have taken all steps that they ought to have taken as Trustees to make themselves aware of any relevant audit information and to establish that the Charitable Company's auditor is aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included in the Charitable Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

• select suitable accounting policies and then apply them consistently • observe the methods and principles in the Charities SoRP • make judgements and estimates that are

THE CONSERVATION VOLUNTEERS

Rita Clifton Chair of the Board 23rd September 2014

Helping the UK grow

17

Trustees and advisors Patron HRH The Duke of Edinburgh KG, KT President The Lord Norrie (resigned 1 April 2014) Sir Jonathon Porritt CBE (appointed 2 April 2014) Vice Presidents Sir David Attenborough OM, CH, CBE, FRS Professor David Bellamy OBE Dr William Bird MBE Robert E Boote CVO Andrew C H Brown Professor Michael Dower CBE The Marchioness of Dufferin and Ava Dr Rupert Evenett Tom Flood CBE Roger de Freitas The Baroness Miller of Chilthorne Domer Robert C Morley Bill Oddie OBE Sir Jonathon Porritt CBE (resigned 2 April 2014 to become president) Ambassadors 18

Dr William Bird MBE David Coleman Jeremy Corbett CBE Professor Michael Dower CBE Roger de Freitas Kay Hampton (resigned 8 August 2013) Sue Hilder Noel Hufton Richard Rodgers CBE (resigned 27 April 2014) Jane Stevensen Richard Williams Board of Trustees Rita Clifton CBE (Chair of the Board of Trustees) Maria Adebowale (appointed 29 November 2013) Roger Clarke ** Paulette Cohen ** Kevan-Peter Doyle (resigned 29 November 2013) Neil Kerfoot (appointed 25 June 2013) Mike P Kirk (Deputy Chair of the Board of Trustees) * Philip Mulligan Julie Royce (appointed 25 June 2013) * Sir Hugh Sykes * Barney Tallack (resigned 29 November 2013)

Nominations and Governance Committee The Lord Norrie (Chair) (resigned 1 April 2014) Dr Rupert Evenett (Chair) (appointed 2 April 2014) Roger Clarke Paulette Cohen David Coleman (appointed 27 May 2014) Robert C Morley (resigned 1 April 2014) Performance, Audit and Risk Committee Mike P Kirk (Chair) Kevan-Peter Doyle (resigned 29 November 2013) Julie Royce (appointed 4 November 2013) Sir Hugh Sykes Tilden Watson CFPA, IIA, MBCOI, Zurich Risk Engineering UK Company Secretary Wendy Ellis Chief Executive Julie Hopes Senior Leadership Team Orla Cochrane, People and Change Director Wendy Ellis, Finance and Commercial Director Sue Pearson, Business Development Director Phil Rothwell, Policy and Futures Director Callum Sinclair, Scotland and Northern Ireland Director Darren York, England and Wales Director Principal bankers NatWest Plc 12 High Street, Doncaster, DN1 1EJ Statutory Auditors Grant Thornton UK LLP 2 Broadfield Court, Sheffield, S8 0XF Company number: 00976410 Charity numbers: 261009 (England and Wales) SC039302 (Scotland) Registered office Sedum House, Mallard Way, Doncaster, DN4 8DB * Performance, Audit and Risk Committee member ** Nominations and Governance Committee member

TRUSTEES’ AND DIRECTORS’ REPORT

Our Trustees

Rita Clifton, Chair

Neil Kerfoot

Sir Hugh Sykes

Rita's career has combined both commercial and non-profit board roles, including as CEO and Chair of Interbrand, as Vice-Chair at Saatchi & Saatchi, as a Commissioner on the Government's Sustainable Development Commission and as a Trustee of WWF (Worldwide Fund for Nature). She has also advised many charities such as the Red Cross, Guide Dogs and Cancer Research UK. Her current non-executive board roles include Bupa, Nationwide, ASOS and as chair of Populus, the opinion pollster. Other advisory boards have included the Duke of Edinburgh's Award and Cambridge University’s Judge Business School. Rita is also a visiting professor at Henley Business School and an Honorary Fellow of the Market Research Society. She was awarded a CBE in the 2014 New Year's Honours list.

Neil is CEO of the international development charity, Village by Village and brings a strong passion for volunteering to the Board. Previously, he was Head of Volunteering for the 34,000 volunteers at the British Heart Foundation, Head of Volunteering for Henshaws Society for Blind People and managed teams of hard to reach young people for the Prince’s Trust Volunteers.

A chartered accountant and law graduate, Hugh has worked across corporate, voluntary and public sectors. His diverse roles have included among others the chairmanship of Yorkshire Bank, Sheffield Development Corporation and Mid Yorkshire Hospitals NHS Trust as well as a number of directorships in both small and large industrial and commercial companies.

He is a former Treasurer of The University of Sheffield.

Roger Clarke Roger has a lifetime's interest in the relationship between people and the environment and in the search for sustainable patterns of living. Roger is currently Chair of Friends of the Earth and Deputy Chair of the international development charity Practical Action. Past roles have included Policy Director at the Countryside Commission, Chief Executive at the Youth Hostels Association, Chair of Think Global and board membership of the Woodland Trust, Natural England and English Nature.

Paulette Cohen Paulette is Director, Global Programmes, at Barclays where she is responsible for leading the development and delivery of Barclays global partnerships with international development and sport for development charities. Having begun her career at The Conservation Volunteers she has held senior roles at the Windsor Leadership Trust, Save the Children and VSO.

Mike Kirk Mike was a partner at Cazenove and Co, providing financial and strategic advice to clients in a wide range of sectors including sustainable technology and led the financial PR practice of Weber Shandwick, which included assisting companies to improve their CSR policies and reporting.

He is currently the senior independent director of a regulated water company providing drinking water to around 600,000 residents and companies in the South East of England, and is Chairman of the UK's leading independent medical museum

Philip Mulligan

Maria Adebowale Maria Adebowale founded and directs Living Space Project, an urban place and green space think tank and consultancy and has featured in The Independent on Sunday’s Top 100 most influential environmentalists. Formerly a commissioner for English Heritage and the UK Sustainable Development Commission, Maria sits on a number of advisory groups and boards, including membership of The Guardian’s Sustainable Business Network Advisory Panel, Patron of the UK Environmental Law Association and Matron of the Women’s Environment Network.

Philip brings extensive environmental qualifications both academic and practical to the Board of Trustees and was one of our conservation project leaders for many years. Most recently executive director of United Nations Association for the UK, Philip has previously been chief executive of Environmental Protection UK, vice-chair of Defra's Third Sector Advisory Group and Indonesia Country Director for VSO.

Julie Royce Julie first encountered The Conservation Volunteers whilst acting as a 'Games Maker' and 'London Ambassador' during the 2012 Olympic and Paralympic games. Julie is currently employed by NICE (National Institute for Health and Care Excellence), leading a team who help the users of NICE guidance to put it into practice.

Previously she has held a range of senior management, training and marketing positions, including for Unilever, the NHS and a small advertising agency.

THE CONSERVATION VOLUNTEERS

Helping the UK grow

19

Independent auditor’s report to the Trustees and Members of The Conservation Volunteers We have audited the financial statements of The Conservation Volunteers for the year ended 31 March 2014 which comprise the Consolidated statement of financial activities (incorporating the income and expenditure account), the Consolidated statement of historical cost surpluses and deficits, the Consolidated and charity balance sheets, the Consolidated cash flow statement, the Principal accounting policies and the related notes. 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).

20

This report is made solely to the Charitable Company’s Trustees and Members, as a body, in accordance with section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under Chapter 3 of Part 16 of the Companies Act 2006.

Our audit work has been undertaken so that we might state to the Charitable Company’s Trustees and Members 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 Charitable Company and its Trustees and Members 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’ Responsibilities Statement set out on page 17, the Trustees (who are also the Directors of the Charitable Company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005

and under the Companies Act 2006 and report in accordance with regulations made under those Acts.

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 (APB’s) Ethical Standards for Auditors.

Scope of the audit of the financial statements A description of the scope of an audit of financial statements is provided on the Financial Reporting Council’s website at www.frc.org.uk/apb/scope/private.cfm.

Opinion on financial statements In our opinion the financial statements: • give a true and fair view of the state of the Group and parent Charitable Company’s affairs as at 31 March 2014 and of the Group's 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, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).

Opinion on other matter prescribed by the Companies Act 2006 In our opinion the information given in the Strategic report and Trustees’ and Directors’ report for the financial year for which the financial statements are prepared is consistent with the financial statements.

TRUSTEES’ AND DIRECTORS’ REPORT

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 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion: • the Charitable Company has not kept proper and adequate accounting records or returns adequate for our audit have not been received from branches not visited by us; or • the Charitable Company's 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.

Michael Redfern Senior Statutory Auditor for and on behalf of Grant Thornton UK LLP Statutory Auditor, Chartered Accountants Sheffield 23rd September 2014 Grant Thornton UK LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

Consolidated statement of financial activities (incorporating the income and expenditure account)

Unrestricted funds INCOMING RESOURCES Incoming resources from generated funds Voluntary income Activities for generating funds Training income Conservation projects Trading income Investment income Incoming resources from charitable activities Grants Conservation projects Other incoming resources

£’000

Restricted funds revenue £’000

Restricted funds capital £’000

1

312

-

-

312

275

2 5 3

10,659 402

-

-

10,659 402

8,692 27 347

7

-

-

7

8

5,082 505

5,000 -

-

5,000 5,082 505

6,275 5,493 473

16,967

5,000

-

21,967

21,590

Note

4 5 6

Total incoming resources RESOURCES EXPENDED Costs of generating funds Costs of generating voluntary income Training costs Conservation project costs Trading costs Costs of charitable activities Communities Greenspace Health and wellbeing Employment and skills Governance costs Total resources expended

7

Net incoming/(outgoing) resources and surplus/(deficit) of income over expenditure before taxation* Corporation tax

11

Net movement in funds

Total 2014

Total 2013 **(restated) £’000 £'000

119

-

119

303

7,841

-

7,841

8,069

-

-

-

20

232

-

232

259

796

775

1,571

2,004

4,291

1,670

66

6,027

6,668

110

1,956

5

2,071

2,220

2,163

728

1

2,892

3,508

38

-

-

38

52

15,590

5,129

72

20,791

23,103

1,377

(129)

(72)

1,176

(1,513)

(8)

-

-

(8)

11

1,369

(129)

(72)

1,168

(1,502)

Opening funds

22

3,841

1,260

1,165

6,266

7,768

Closing funds

22

5,210

1,131

1,093

7,434

6,266

All income was from continuing activities. *Information up to and including the net incoming / (outgoing) resources and surplus / (deficit) of income over expenditure represents the income and expenditure required by the Companies Act 2006. It excludes unrealised gains on investments in accordance with the Statement of Recommended Practice 'Accounting and Reporting by Charities' (revised 2005). **Certain items have been reclassified to more precisley disclose their nature as explained on page 25.

The accompanying accounting policies and notes form an integral part of these financial statements.

THE CONSERVATION VOLUNTEERS

Helping the UK grow

21

Consolidated statement of historical cost surpluses and deficits

Reported surplus/(deficit) of income over expenditure before taxation Difference between the historical cost depreciation charge and the actual depreciation charge for the year calculated on the revalued amount Group historical cost surplus/(deficit) of income over expenditure before taxation Taxation for the year Group historical cost surplus/(deficit) after taxation

2014 £’000

2013 £’000

1,176

(1,513)

57

56

1,233

(1,457)

(8)

11

1,225

(1,446)

The accompanying accounting policies and notes form an integral part of these financial statements.

22

CONSOLIDATED STATEMENT OF HISTORICAL COST SURPLUSES AND DEFICITS

Consolidated and Charity balance sheets as at 31 March 2014

Fixed assets Tangible fixed assets Investments Current assets Stocks - goods for resale Debtors Cash at bank and in hand

Creditors: amounts falling due within one year

Note

Group 2014 £’000

2013 £’000

Charity 2014 £’000

2013 £’000

13 14

3,558 -

4,037 -

2,941 500

3,338 500

3,558

4,037

3,441

3,838

35 3,017 4,237

35 3,493 3,115

3,173 2,995

2,125 3,049

7,289

6,643

6,168

5,174

16

(3,015)

(4,002)

(2,260)

(2,795)

Net current assets

4,274

2,641

3,908

2,379

Total assets less current liabilities

7,832

6,678

7,349

6,217

(1) (397)

(15) (397)

(1) (397)

(15) (397)

7,434

6,266

6,951

5,805

Creditors: amounts falling due after one year Provisions for liabilities

17

18 19

Net assets

23

Funds and reserves Restricted funds Revenue Capital

22 22

Unrestricted funds General fund Revaluation reserve - fixed assets

22 22

1,131 1,093

1,260 1,165

1,131 1,073

1,260 1,144

2,224

2,425

2,204

2,404

4,247 963

2,935 906

4,174 573

2,913 488

5,210

3,841

4,747

3,401

7,434

6,266

6,951

5,805

The financial statements were approved and authorised for issue by the Board of Trustees on the 23rd September 2014.

Rita Clifton Mike Kirk Director Director Company Number : 00976410 The accompanying accounting policies and notes form an integral part of these financial statements.

THE CONSERVATION VOLUNTEERS

Helping the UK grow

Consolidated cash flow statement

Net cash inflow/(outflow) from operating activities

Note

2014 £’000

2013 £’000

24

1,708

(2,280)

Returns on investments and servicing of finance Interest received on short term deposits

8

7

Interest paid

8

(5)

8 (12)

2

(4)

Capital expenditure and financial investment Payments to acquire tangible fixed assets

(1)

(5)

Receipts from sales of fixed assets

19

22

Net cash inflow from from capital expenditure and financial investment

18

17

1,728

(2,267)

(65)

(161)

(65)

(161)

1,663

(2,428)

Net cash inflow/(outflow) from returns on investments and servicing of finance

Net cash inflow/(outflow) before use of liquid resources and financing Financing Capital element of finance lease repayments

25

Net cash outflow from financing 24

Increase/(decrease) in cash and cash equivalents

25

The accompanying accounting policies and notes form an integral part of these financial statements.

CONSOLIDATED CASH FLOW STATEMENT

Principal accounting policies Basis of preparation The financial statements have been prepared in accordance with the Statement of Recommended Practice (SoRP) 'Accounting and Reporting by Charities' (revised 2005), applicable accounting standards, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 and the Companies Act 2006. They have been prepared under the historical cost convention except that freehold land and buildings and investments are carried at valuation.

The principal accounting policies of the Group and Charity are set out below.

Except as described below, the policies have remained unchanged from the previous year.

The Trustees have prepared these financial statements on the going concern basis.

The Trustees have reviewed forecasts to 30 September 2015 and on the basis of those forecasts believe that the Charity will be able to meet its liabilities as they fall due. These forecasts have been prepared conservatively, including risks and sensitivities to anticipated financial performance, including a review of actual performance compared to previous forecasts. Mitigating actions available to the Group in the event of adverse circumstances or financial performance have also been considered. Based on the information currently available in respect of the future, the Trustees consider that the Charity has the plans and resources to manage its business risks successfully.

Change in classification of income The Trustees have revised the classification of certain types of incoming resources.

As a result £577,000 (2013: £1,060,000) of incoming resources for the year ended 31 March 2014 have been reclassified from voluntary income to other categories of incoming resources. Total incoming resources for the current or prior year are not affected by this change in classification.

The reason for this is to more precisely disclose the nature of these incoming resources in the accounts.

Basis of consolidation The Group financial statements consolidate those of The Conservation Volunteers and its subsidiary undertakings. Subsidiaries are consolidated on a line by line basis.

The Trustees have prepared these financial statements on the going concern basis.

The Trustees have reviewed forecasts to 30 September 2015 and on the basis of those forecasts believe that the Charity will be able to meet its liabilities as they fall due. These forecasts have been prepared conservatively, including risks and sensitivities to anticipated financial performance, including a review of actual performance compared to previous forecasts. Mitigating actions available to the Group in the event of adverse circumstances or financial performance have also been considered. Based on the information currently available in respect of the future, the Trustees consider that the Charity has the plans and resources to manage its business risks successfully.

Incoming resources Income is recognised in the period in which the Group is entitled to receipt and the amount can be measured with reasonable certainty. Income is deferred only when the Charity has to fulfil conditions before becoming entitled to it or where the donor has specified that the income is to be expended in a future period. Where relevant, income is presented net of VAT. Voluntary income received by way of donations and gifts to the Group is included in full in the Statement of Financial Activities when there is certainty over receipt and all conditions have been met.

Revenue grants are credited as incoming resources when they are receivable provided condition for receipt has been complied with, unless they relate to a specified future period, in which case they are deferred. Grants for the purchase of fixed assets are credited as restricted incoming resources when the associated conditions have been met.

Contractual training and conservation projects income is recognised in the periods in which training services are provided and conservation work is undertaken.

Resources expended Resources expended are included in the consolidated statement of financial activities on an accruals basis, inclusive of any VAT which cannot be recovered.

Certain expenditure is directly attributable to specific activities and has been included

THE CONSERVATION VOLUNTEERS

in those cost categories. Certain other costs, which are attributable to more than one activity, are apportioned across cost categories on the basis of income generated from these activities.

Expenditure is allocated between: • expenditure incurred directly in the efforts to generate funds • expenditure incurred directly to the fulfilment of the Charity’s objectives (charitable activities) • expenditure incurred in relation to governance. This includes audit costs and company secretarial costs.

Fixed assets and depreciation Individual fixed assets costing £2,000 or more are capitalised at cost.

Tangible fixed assets are stated at cost or valuation net of depreciation. No depreciation is charged during the period of construction.

Depreciation is calculated to write down the cost or valuation less estimated realisable value of all tangible fixed assets over their expected useful lives.

The rates generally applicable are: Freehold buildings 2% - 5% per annum straight line Short leasehold land and buildings Over length of lease straight line Motor vehicles 12.5% - 33% per annum straight line Computer and other equipment 5% - 33% per annum straight line Freehold land is not depreciated.

All freehold land and buildings will be subject to revaluation. Where these assets have been revalued, they will continue to be reflected in the financial statements at the revalued amounts. The Charity will formally revalue all buildings within the next five years in accordance with the SoRP requirements. Valuations will also be carried out when the Trustees consider significant events may have occurred.

Investments Investments in trading subsidiaries are held at cost as the Trustees believe that the market value of the trading subsidiary is not materially different from its cost.

Helping the UK grow

25

Principal accounting policies Stocks and work in progress

Provisions for liabilities

Stocks and work in progress are valued at lower of cost or disposal proceeds less associated costs.

Provisions (other than for deferred tax) are recognised when the Group has a legal or constructive obligation as a result of past events, it is more likely than not that an outflow of resources will be required to settle the obligation and the amount can be estimated reliably.

Retirement benefits defined contribution pension scheme The pension costs included in the statement of financial activities represent the amount of the contributions payable to the scheme in respect of the year.

Deferred taxation Deferred tax is recognised on all timing differences where the transactions or events that give the group an obligation to pay more tax in the future have occurred by the balance sheet date.

Deferred tax assets are recognised when it is more likely than not that they will be recovered.

26

Deferred tax is measured using rates of tax that have been enacted or substantially enacted by the balance sheet date.

Leased assets Assets which are the subject of finance leases are capitalised at their fair value and depreciated over the length of the lease.

The finance charge under the lease is also written off over the length of the lease.

Rentals paid under operating leases are charged to income on a straight line basis over the term of the lease.

Restricted funds Restricted funds are to be used for specific purposes as laid down by the donor.

Expenditure which meets these criteria is identified to the fund, together with a relevant allocation of overheads and support costs.

PRINCIPAL ACCOUNTING POLICIES

When grants and donations are received for a specific purpose involving capital investment, the cash will be recorded against a restricted fund. When the investment has been made, the relevant capital asset will be recorded against the relevant fund, and depreciation of the asset charged against the fund.

Once any restrictions on the use of the asset have expired, the asset will be transferred from the restricted fund to unrestricted funds.

Unrestricted funds Unrestricted funds are incoming resources received or generated for charitable purposes and are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.

Notes to the financial statements 1 Voluntary income 2014 £’000

2013 (restated)** £’000

232 80 312

207 68 275

2014 £'000

2013 £'000

7,171 3,488 10,659

5,571 3,121 8,692

2014 £’000

2013 £’000

267 135 402

145 202 347

2014 £’000

2013 (restated)** £’000

855 236 1,721 28 369 651 173 967

1,274 265 1,915 103 669 711 278 1,060

5,000

6,275

Donations Membership

** Certain items have been reclassified to more precisely disclose their nature, as explained on page 25.

2 Training income

Jobcentre Plus Other training

3 Trading income

27

Trees and wildflower sales Tools and trading sales

4 Grants

Central government European Lotteries Jobcentre Plus Training Statutory authorities Landfill Other grants

** Certain items have been reclassified to more precisely disclose their nature, as explained on page 25.

THE CONSERVATION VOLUNTEERS

Helping the UK grow

Notes to the financial statements 5 Conservation projects

Central government European Lotteries Jobcentre Plus Training Statutory authorities Third sector Volunteer income Other project income

2014 £’000

2013 £’000

480 231 85 643 881 637 185 71 1,869

677 197 177 577 1,153 580 45 114 2,000

5,082

5,520

2014 £’000

2013 £’000

41 206 258 505

99 158 216 473

Total 2014

Total 2013

6 Other incoming resources

Consultancy Property income Other income 28

7 Total resources expended Direct operational costs £’000

Operational Central support costs support costs £’000

£’000

£’000

£’000

6,246 232

1,544 -

119 51 -

119 7,841 232

303 8,069 20 259

Total costs of generating funds

6,478

1,544

170

8,192

8,651

Costs of charitable activities Communities Greenspace Health and wellbeing Employment and skills

807 3,094 1,064 1,485

389 1,493 513 717

375 1,440 494 690

1,571 6,027 2,071 2,892

2,004 6,668 2,220 3,508

Total costs of charitable activities

6,450

3,112

2,999

12,561

14,400

-

-

38

38

52

12,928

4,656

3,207

20,791

23,103

Costs of generating funds Costs of generating voluntary income Training costs Conservation project costs Trading costs

Governance costs Total resources expended

NOTES TO THE FINANCIAL STATEMENTS

7 Total resources expended (continued) Operational and central support costs are allocated to activities on a usage basis as follows:

Operational support costs Costs of generating funds Costs of charitable activities

Central support costs Costs of generating funds Costs of charitable activities Governance costs

Staff £’000

Premises £’000

Other £’000

Total 2014 £’000

Total 2013 £’000

979 2,347

265 403

300 362

1,544 3,112

1,588 4,077

3,326

668

662

4,656

5,665

29 1,931 -

180 -

141 888 38

170 2,999 38

356 2,756 52

1,960

180

1,067

3,207

3,164

2014 £’000

2013 £’000

18

18

10 1 4 963 -

10 4 4 1,160 19

2014 £’000

2013 £’000

5

12

2014 £’000

2013 £’000

7

8

Resources expended include the following amounts:

Auditors’ remuneration: Fee payable to the Charity’s auditor for the audit of its financial statements Fees payable to the Charity’s auditor for other services: The audit of the Charity’s subsidiaries pursuant to legislation Audit-related assurance services Tax compliance services Operating lease rentals - land and buildings Operating lease rentals - plant and equipment

8 Interest charges and interest receivable

Interest charges Finance lease charges

Interest receivable Bank interest

THE CONSERVATION VOLUNTEERS

Helping the UK grow

29

Notes to the financial statements 9 Staff costs

Staff costs Salaries and wages Social security costs Pension costs

2014 £’000

2013 £’000

11,907 905 379

12,443 961 425

13,191

13,829

The remuneration, including restructure payments, of employees earning over £60,000, included in the above, was within the following ranges:

£60,000 - £70,000

2014 Number

2013 Number

1

1

£70,000 - £80,000

1

1

£80,000 - £90,000

1

-

£90,000 - £110,000

-

1

£110,000 - £120,000

1

-

Three employees (2013: three) earning more than £60,000 participated in a pension scheme. The contributions to the scheme in respect of the above employees amounted to £20,015 (2013: £15,693 during the year.

30

The average number of full time equivalent employees (including casual and part time staff ) during the year was made up as follows:

Operational Finance and administration

2014 Number

2013 Number

510

554

71

66

581

620

2014 £’000

2013 £’000

3

3

10 Trustees’ remuneration, expenses and indemnity insurance

Travel and subsistence

The Directors of the Charity are the Trustees under charity law and received no remuneration, either from the Charity or its subsidiaries. The number of Trustees who received reimbursed expenses was eight (2013: eight).

The Charity has taken out indemnity insurance that protects both the Charity and its Trustees from losses arising from neglect or default by the Trustees, employees or other agents of the Group.

NOTES TO THE FINANCIAL STATEMENTS

11 Taxation on incoming resources and surplus over expenditure before taxation 2014 £’000

2013 £’000

199

191

(191)

(202)

8

(11)

2014 £’000

2013 £’000

Incoming/(outgoing) resources and surplus/(deficit) over expenditure before tax

1,176

(1,513)

Incoming/(outgoing) resources and surplus/(deficit) over expenditure multiplied by standard rate of corporation tax in the UK of 23% (2013: 24%)

270

(363)

Amounts in Charity not (chargeable)/deductible Fixed asset timing differences Other timing differences

(263) 9 183

554

Adjustments to tax charge in respect of previous periods

(191)

(202)

8

(11)

Analysis of charge in the year: United Kingdom corporation taxation charge at 23% (2013: 24%) Over provision in prior year Total current tax charge/(credit) Factors affecting the tax charge/(credit) for the current period:

Effects of:

Current tax charge/(credit) for the year

-

12 Charity’s results The Charity has taken advantage of section 408 of the Companies Act 2006 and has not included its own income and expenditure account in these financial statements. The results of the Charity are summarised below: 2014 £’000

2013 £’000

Total incoming resources

13,863

13,741

Total expenses expended

(12,717)

(14,755)

1,146

(1,014)

Net incoming/(outgoing) resources

The results of the Charity for 2013 include the transfer of £28,000 of restricted funds and £419,000 of unrestricted funds gifted to the Charity by Trust for Urban Ecology (TRUE) on cessation of its activities on 1 April 2012.

THE CONSERVATION VOLUNTEERS

Helping the UK grow

31

Notes to the financial statements 13 Fixed assets Group

Freehold land and buildings £’000

Short leasehold land and buildings £’000

Motor vehicles £’000

Computer and other equipment £’000

Total £’000

At 1 April 2013 Additions at cost Disposals

2,925 -

1,229 -

2,540 (336)

1,291 1 -

7,985 1 (336)

At 31 March 2014

2,925

1,229

2,204

Depreciation At 1 April 2013 Charge for the year Disposals

189 94 -

610 147 -

1,970 195 (334)

1,179 42 -

3,948 478 (334)

At 31 March 2014

283

757

1,831

1,221

4,092

Net book amount At 31 March 2014

2,642

472

373

71

3,558

2,736

619

570

112

4,037

Cost or valuation

1,292

7,650

Net book amount At 31 March 2013 32

Charity

Freehold land and buildings £’000

Short leasehold land and buildings £’000

Motor vehicles £’000

Computer and other equipment £’000

Total £’000

2,250

1,204

2,117

931

6,502

-

-

(325) 26

1 -

1 (325) 26

2,250

1,204

1,818

932

6,204

109 54

586 144

1,605 180

864 23

3,164 401

Disposals

-

-

(323)

-

(323)

Transfers out to Group entities

-

-

21

-

21

At 31 March 2014

163

730

1,483

887

3,263

Net book amount At 31 March 2014

2,087

474

335

45

2,941

2,141

618

512

67

3,338

Cost or valuation At 1 April 2013 Additions at cost Disposals Transfers in from Group entities At 31 March 2014 Depreciation At 1 April 2013 Charge for the year

Net book amount At 31 March 2013

NOTES TO THE FINANCIAL STATEMENTS

13 Fixed assets (continued) The figures stated for cost or valuations include valuations as follows: Group Freehold land and buildings £’000

Charity Freehold land and buildings £’000

2,925

2,250

At valuation 2011

The freehold land and buildings were formally revalued in March 2011. A desktop interim valuation was performed in March 2014, which indicated no material change in carrying values. Both valuations were performed by an external valuer, DVS Property Specialists, Chartered Surveyors. The basis of the valuations was value in use.

If freehold land and buildings had not been revalued they would have been included on the historical cost basis at the following amounts: Group

Charity

2014 £’000 2,511

2013 £’000 2,511

2014 £’000 2,216

2013 £’000 2,216

Depreciation

(831)

(681)

(701)

(563)

Net book value

1,680

1,830

1,515

1,653

Cost

Fixed assets include motor vehicles held under finance leases as follows:

Net book amount at 31 March 2014

Group £’000 36

Charity £’000 148

14

20

Depreciation provided in the year

14 Investments Charity

Subsidiary undertaking £’000

Cost At 1 April 2013 and 31 March 2014

500

The investment in TCV Employment and Training Services Limited has been held at cost and not revalued to the current net asset valuation due to uncertainty surrounding future contracts.

Details of the Charity’s subsidiary undertakings are as follows: Description of Proportion of nominal value of shares held shares held/share of undertaking Subsidiary undertaking TCV Employment and Training Services Limited (directly) Trust for Urban Ecology (directly)

THE CONSERVATION VOLUNTEERS

Accounting year end

Ordinary

100%

31 March

Ordinary

Controlled by The Conservation Volunteers

31 March

Helping the UK grow

33

Notes to the financial statements 14 Investments (continued) The principal activities and places of registration of these undertakings are as follows:

TCV Employment & Training Services Limited Trust for Urban Ecology

Principal activity

Place of registration

Related trading

England and Wales

Dormant

England and Wales

The Charity is the sole member and controls the composition of the council of Trust for Urban Ecology (TRUE) and for this reason it is considered a subsidiary of the Charity.

15 Subsidiary companies The Charity owns the whole of the issued ordinary share capital of TCV Employment and Training Services Limited. The Charity controls the council of TRUE. The subsidiaries are registered in England and Wales. The subsidiaries perform similar activities to the Charity and have been consolidated on a line by line basis in the Statement of Financial Activities.

A summary of the results of subsidiaries is shown below:

TCV Employment and Training Services Limited 2014 £’000 34

TCV Employment and Training Services Limited 2013 £’000

Turnover

11,079

9,065

Administration and other expenses

(8,073)

(8,349)

3,006 (8) 2,998 (2,977)

716 11 727 (768)

21

(41)

Taxation Amount gifted to the Charity Net surplus/(deficit)

The charitable activities, assets and liabilities of TRUE were transferred to the Charity on 1 April 2012. TRUE has not undertaken any activities during the current or preceding years.

The aggregate of the assets, liabilities and funds of subsidiaries was:

Assets Liabilities Total net assets

TCV Employment and Training Services Limited 2014 £’000

TCV Employment and Training Services Limited 2013 £’000

3,901

2,758

(2,919)

(1,797)

982

961

NOTES TO THE FINANCIAL STATEMENTS

16 Debtors Group 2014 £’000

2013 £’000

Charity 2014 £’000

2013 £’000

1,944

2,388

1,313

1,282

-

-

1,579

14

47

68

45

57

1,026

1,037

236

772

3,017

3,493

3,173

2,125

Group 2014 £’000

2013 £’000

Charity 2014 £’000

2013 £’000

Bank overdraft

156

697

156

697

Trade creditors

685

894

455

521

Amounts owed to subsidiary undertakings Corporation tax payable

199

191

585 -

576 -

Social security and other taxes

553

723

240

294

Other creditors Accruals and deferred income

54 1,353

71 1,360

44 765

59 589

15

66

15

59

3,015

4,002

2,260

2,795

2013 £’000

Trade debtors Amounts owed by subsidiary undertakings Other debtors Prepayments and accrued income

17 Creditors: amounts falling due within one year

Amounts due under finance leases

The bank overdraft is secured by way of a charge on freehold property owned by the Group.

18 Creditors: amounts falling due after one year

Amounts due under finance leases

Group 2014 £’000

2013 £’000

Charity 2014 £’000

1

15

1

15

Amounts due under finance leases are secured upon the assets to which they relate.

19 Provisions for liabilities Dilapidations provision £’000

Group and Charity

Balance at 1 April 2013

397

Arising in the year

397

Balance at 31 March 2014 The Group holds provisions for dilapidations against two leased properties.

THE CONSERVATION VOLUNTEERS

Helping the UK grow

35

Notes to the financial statements 20 Borrowings Group 2014 £’000

2013 £’000

Charity 2014 £’000

2013 £’000

(156) (15)

(697) (66)

(156) (15)

(697) (59)

(1)

(14)

(1)

(14)

(172) 4,237 4,065

(1) (778) 3,115 2,337

(172) 2,995 2,823

(1) (771) 3,049 2,278

Within one year: Bank and other borrowings Finance leases After one and within two years: Finance leases After two and within five years: Finance leases Cash at bank Net funds

TCV Employment and Training Services Limited has an overdraft facility which is secured against its property at Bessemer House, Sheffield. This facility was not utilised at 31 March 2014 or 31 March 2013.

21 Operating leases Annual commitments under non-cancellable operating leases for land and buildings are as follows:

36

Group 2014 £’000

Land and buildings Operating leases which expire: Within one year Within two to five years After five years

2013 £’000

Charity 2014 £’000

2013 £’000

139

105

35

25

312 11 462

607 10 722

182 11 228

265 10 300

Unrestricted general £’000 2,935 1,369 (57) 4,247

Unrestricted revaluation reserve fixed assets £’000 906 57 963

Total £’000 6,266 1,168 7,434

Total £’000 5,805 1,146

22 Restricted and unrestricted funds Group

At 1 April 2013 Net movement in funds Transfer At 31 March 2014

Restricted revenue £’000 1,260 (129) 1,131

Restricted capital £’000 1,165 (72) 1,093

Charity

At 1 April 2013 Net movement in funds Transfer At 31 March 2014

Restricted revenue £’000

Restricted capital £’000

Unrestricted general £’000

Unrestricted revaluation reserve fixed assets £’000

1,260 (129)

1,144 (71)

2,913 1,346

488 -

-

-

(85)

85

1,131

1,073

4,174

573

Further details of the restricted funds can be found in the schedule of restricted funds on pages 39 to 45.

NOTES TO THE FINANCIAL STATEMENTS

6,951

23 Analysis of net assets between funds Group

Unrestricted funds £’000

Restricted revenue £’000

Restricted Capital £’000

Total Funds £’000

2,465 3,143 (1) (397) 5,210

1,131 1,131

1,093 1,093

3,558 4,274 (1) (397) 7,434

Unrestricted funds £’000

Restricted revenue £’000

Restricted capital £’000

Total Funds £’000

1,868 500 2,777 (1) (397) 4,747

1,131 1,131

1,073 1,073

2,941 500 3,908 (1) (397) 6,951

Fund balances at 31 March 2014 are represented by: Tangible fixed assets Net current assets Long term liabilities Provisions Total net assets Charity Fund balances at 31 March 2014 are represented by: Tangible fixed assets Investments Net current assets Long term liabilities Provisions Total net assets

24 Reconciliation of net incoming resources to net cash inflow from operating activities

Incoming/(outgoing) resources before taxation Interest paid Interest received on short term deposits Depreciation Profit on sale of fixed assets (Increase) in stocks (Decrease)/increase in debtors (Decrease) in creditors Increase in provisions

2014 £’000 1,176 5 (7) 478 (17) 476 (403) -

2013 £’000 (1,513) 12 (8) 467 (7) (8) (119) (1,271) 167

Net cash inflow/(outflow) from operating activities

1,708

(2,280)

Increase/(decrease) in cash Cash outflow from repayment of finance leases New finance leases Movement in net funds for the year Opening net funds

2014 £’000 1,663 65 1,728 2,337

2013 £’000 (2,428) 161 (13) (2,280) 4,617

Closing net funds

4,065

2,337

25 Reconciliation of net cash flow to movement in net funds

THE CONSERVATION VOLUNTEERS

Helping the UK grow

37

Notes to the financial statements 26 Analysis of net debt 2013 £’000

Cash flows £’000

2014 £’000

Cash at bank and in hand

3,115

1,122

4,237

Bank overdrafts

(697)

541

(156)

2,418

1,663

4,081

Finance leases Net funds

(81)

65

(16)

2,337

1,728

4,065

27 Retirement benefits – defined contribution pension scheme The Group operates a defined contribution pension scheme for the benefit of its employees. The total pension costs of the Group for the year were £379,000 (2013: £424,000).

28 Limited liability The Charity is a company limited by guarantee. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the Charity.

29 Capital commitments There were no capital commitments at 31 March 2014 or 31 March 2013.

38

30 Contingent liabilities The Group is in receipt of EU income. The Group takes all reasonable steps to ensure it complies with the terms attaching to the receipt of all EU income. However the Trustees recognise that this is a complex area and there is always a risk that some funding could become repayable following audits by the funder's verification team.

31 Derivatives The Group had no derivatives during the year.

32 Transactions with Trustees and other related parties There were no transactions with Trustees other than those disclosed in note 10. There were no material transactions with related parties.

The Charity is exempt from the requirements of FRS 8 to disclose transactions with TCV Employment and Training Services Limited and TRUE on the basis that they are wholly controlled subsidiaries of the Charity.

NOTES TO THE FINANCIAL STATEMENTS

Schedule of restricted grants The income funds of the Group and the Charity include restricted funds comprising the following unexpended balances of donations and grants held on trust to be applied for specific purposes.

£’000

£’000

Balance at 31 March 2014 £’000

14

-

(14)

-

3

8

(9)

2

-

95

(95)

-

41 -

149 10 9

(162) (7) (1)

28 3 8

-

25

(25)

-

-

10

(9)

1

-

28

(19)

9

3

8

(11)

-

14

52

(51)

15

-

8

(8)

-

-

5

(5)

-

-

22

(22)

-

-

19

(19)

-

-

4

(4)

-

-

72

(63)

9

75

524

(524)

75

Balance at 31 March 2013 £’000

Incoming Resources resources expended

Group and Charity restricted revenue funds Airedale, Bradford and Leeds NHS Trust Supporting Inkwell Green Gym. Angus Hunter Trust Supporting Green Gym Programme at Mary Russell School for children with additional support needs.

Big Lottery Fund Reaching Communities Programme (RC/2/010356644): volunteer inclusion and support programme in Hollybush, Leeds.

Reaching Communities Programme (RC/4/010384635): youth engagement project for hard to reach groups of 16-25 year olds to volunteer in the wider community in Cumbria.

Natural Breaks for Young Carers (INV/2/010461296): investing in ideas.

AFE/1/010475288: to restore and improve the habitat of Fleming Park.

Get Some Credit (DOR/1/01471724): training programme for unemployed 16-24 year olds in Glasgow, Stirling, Aberdeen and Inverness.

Communities & Family Funds Grant (CFF/1/010472347): to promote health and wellbeing of children from minority groups and asylum seekers through learning and play in local greenspace.

Access to Nature (Project ID 001007883): to improve the life prospects and wellbeing of 18500 people in Leeds facing multiple disadvantage, by providing social, learning and volunteering opportunities in the natural environment.

British Council (EVS) Youth Action Programme to support volunteers in Scotland.

Youth in Action Programme (GB-21-160-2012-R3): supporting European volunteers in Scotland and Northern Ireland.

Youth in Action Programme (GB-21-14-2013-R1): raising awareness of environmental issues with volunteers.

Catch 22 All Ages (CSCYH7298) (Cabinet Office Social Action Fund): to deliver intergenerational volunteering activities in Wakefield and South Yorkshire in response to the riots of summer 2011.

Community Space Challenge (CSCY0738): deliver community space improvements with young people classified as NEET, or at risk of offending, in the Wakefield area.

Centre for Sustainable Health Care Outer Space Programme: engaging patients, hospital staff and the local community in the hospital grounds and surrounding open spaces, based at St Catherine’s Hospital, Doncaster, and University Hospital, Coventry.

City Bridge Trust Providing horticultural work training and business support to young offenders in London.

Green Impacts: Study of the impact of volunteering on pro-environmental behaviour and community resilience Balance carried forward

THE CONSERVATION VOLUNTEERS

Helping the UK grow

39

Schedule of restricted grants

Balance brought forward City of York Council Big Tree Plant - Green Gym project .

Local Food: Creating a Natural Heart in the East of Leeds.

Conservation Action Team Conservation Action Team Grant: supporting biodiversity action projects across Northern Ireland.

Culture and Sport Glasgow To deliver four Green Gym initiatives.

Department of the Environment, Food & Rural Affairs Building Capacity Project: to develop a common learning resource for environmental sector organisations, local community groups and individuals.

Department of Health Outdoor Activity Clinics (1759643).

40

£’000 524

£’000 (524)

Balance at 31 March 2014 £’000 75

3 9

1 -

(9)

4 -

-

25

(25)

-

-

28

(28)

-

-

40

(40)

-

38

35

(72)

1

-

7

(7)

-

-

28

(28)

-

-

6

(6)

-

65

-

(65)

-

4

-

(4)

-

-

11

(10)

1

12

20

(12)

20

-

10

(10)

-

99

-

(43)

56

2

-

(2)

-

5

-

(5)

-

-

8

(6)

2

312

743

(896)

159

Balance at 31 March 2013 £’000 75

Gala Leisure East Glasgow Green Gym: to support people who experience health inequalities to lead healthier lifestyles through a programme of health walks.

East Sussex County Council Health Walks: to support people who experience health inequalities to lead healthier lifestyles through a programme of health walks.

Eastleigh Borough Council To promote and enhance the involvement of local people in environmental projects throughout the borough.

Ecominds Big Lottery (CSAT/1/010332075) Mind (Eco 09058R): to involve people with experience of mental distress in conservation volunteering across 16 of our offices and 12 local groups.

Growing On Big Lottery Fund (CSAT/1/010332075) Mind (Eco10095R): to run a Green Gym style project, running sessions around the tree nursery at Clarke Gardens in Liverpool. People suffering mental distress participate alongside regular volunteers to help to break down the stigmas and barriers they suffer in society.

Edinburgh & Lothians Health Foundation Stepping Stones to Green Gym: to encourage people to improve their physical and mental health.

To support establishment of a community food growing network in Worsley.

Essex County Council Core (EMEM000608): to assist delivery of various projects in Colchester.

Nursery Phase 1 (EMEM000655): phase 1 of the reinstatement of Essex Tree Nursery as part of the rural strategy for Essex.

Evan Cornish Foundation Development of woodwork project on volunteer support programme.

Falkirk Community Trust The Helix: Green Gym programme.

Glasgow Commonwealth Graduate Fund To support the appointment of a Community Engagement Officer at Seven Lochs Wetland park.

Balance carried forward

SCHEDULE OF RESTRICTED GRANTS

Incoming Resources resources expended

Balance brought forward Glasgow & Clyde Valley Green Network To support the appointment of a Community Engagement Officer at Seven Lochs Wetland park.

Greater London Authority To develop weekend Green Gyms in London at Oasis Garden and Belsize Wood LNR, increase volunteering numbers and improve community cohesion and healthy living.

Groundwork The Big Tree Plant (225TCVNat): to encourage and support community groups to plant trees in neighbourhoods where people live and work.

Groundwork London To plant 6,000 trees in Wakefield and Barnsley, as part of The Big Tree Plant.

Grundtvig Lifelong Learning Programme.

Hampshire County Council To support the work of The Conservation Volunteers within Hampshire.

Heritage Lottery Fund Community Dry Stone Walling (YH-09-07020): to explore the heritage value of the traditional skills in dry stone walling and hedgelaying, deliver training to volunteers and members of the public and conserving a dry stone wall and hedges.

Hayling Island Beach Wardens (YH-09-05023): to involve local people to improve the habitat and bio-diversity of Sinah SSSI and Hayling beach front.

Kent Heritage Trees (YH-08-12581): promotion of the value of heritage trees across Kent, through a variety of courses, practical action events, educational activities and identification and recording of ancient and veteran trees.

Merseyside (YH-10-08273): providing an integrated programme of vocational training support to up-skill and develop progression opportunities for volunteers.

£’000 743

£’000 (896)

Balance at 31 March 2014 £’000 159

-

18

(18)

-

-

7

(4)

3

-

303

(287)

16

2

9

(11)

-

9

-

(5)

4

-

15

(14)

1

Balance at 31 March 2013 £’000 312

Incoming Resources resources expended

41

2

4

(6)

-

-

4

(4)

-

-

187

(155)

32

2

20

(17)

5

-

193

(193)

-

6

19

(18)

7

13

19

(29)

3

1

1

(2)

-

10

5

(15)

-

Natural Network (SF-12-07058): involving communities in developing sites essential for conservation of biodiversity.

-

8

(8)

-

To support Bedgebury Green Gym (YH-08-00426).

-

3

(3)

-

357

1,558

(1,685)

230

Natural Communities Programme (SF-09-06642): to support training of 24 apprentices.

St Faith’s Cemetery (YH-11-00978): to carry out practical conservation work to enhance the biodiversity of the site, train volunteers, set up a self-sustaining community group and increase awareness of biodiversity and social history of the site.

Conserving Swinchard (YH-11-01920): programme of activities to enable school and community groups to learn about the heritage of the site and gain new skills in conservation. Establishment of a volunteer group to project the brook.

Marton Mere Wetland Centre (HG-10-01579): payment for professional fees incurred during the course of the development period for second stage funding application.

Yarrow Riverbank Regeneration (YH-10-00206): to remove invasive species from the banks and environs of the river Yarrow in Lancashire and its tributaries, to help restore the native flora on the banks and habitat.

Balance carried forward

THE CONSERVATION VOLUNTEERS

Helping the UK grow

Schedule of restricted grants

Balance brought forward Highland Council Discretionary Fund To support Inverness Green Gym. To support Mental Health Green Gym. Inspiring Scotland Go2Play Discover Me: providing play opportunitites for minority groups.

Institute of Occupational Medicine Providing training for Citizen Science project.

Intu Properties plc Supporting Green Gym activities in Renfrewshire To support Watford Green Gym. To support Penge Green Gym. To support Green Gym activities in Partington, Manchester

42

Lancashire County Council Gateway Project (CGG516): to support the work of The Conservation Volunteers in Lancashire.

Guild Wheel cycle route.

Landfill (EB780196) The completion of various projects to help mitigate the impact of landfill on local communities in England.

(EB508053) The completion of projects to help mitigate the impact of landfill on local communities in Scotland.

Department for Social Development Laurel Glen horticultural maintenance and management.

Environmental Volunteering Project (DS1-13-4829): to engage and promote continuing volunteering across Northern Ireland Leeds City Council Access to Nature (167451) from Natural England. Creating a Natural Heart in the East of Leeds.

London Borough of Barnet To support and develop the activities of a weekly Green Gym. London Borough of Richmond upon Thames CVS Grants Direct (27/782): to deliver practical conservation projects in the London Borough of Richmond upon Thames.

Mid Sussex District Council To provide support to Friends groups in the district and to assist with conservation related work.

Mondelēz International Foundation Health for Life: to develop, with local community members, amenities and activities that will facilitate health improvements and environmental improvements to local community members of five wards in South Birmingham.

National Grid To support running costs of Skelton Grange Environment Centre.

National Heritage Memorial Fund Natural Talent (HB-05-00457): HLF Training Bursary Scheme.

Natural England Access to Nature (096699) Big Lottery Fund (CSAP/01/010205005): enabling people to access and enjoy nature in Leeds, and working with volunteers to create welcoming, well managed, wildlife rich sites across the city.

Balance carried forward

Balance at 31 March 2013 £’000

Incoming resources

Resources expended

£’000

£’000

Balance at 31 March 2014 £’000

357

1,558

(1,685)

230

-

20 15

(20) (7)

8

-

9

(6)

3

-

5

(5)

-

16 16 -

15 16 46

(17) (16) (32)

14 16 14

9 38

22 -

(19) (5)

12 33

26

65

(70)

21

49

-

(29)

20

-

27

(27)

-

-

16

(16)

-

-

24

(24)

-

-

18

(18)

-

-

18

(18)

-

-

5

(5)

-

76

236

(289)

23

-

20

(20)

-

-

142

(142)

-

23

19

(42)

-

610

2,296

(2,512)

394

SCHEDULE OF RESTRICTED GRANTS

Balance brought forward Young Carers Nature Challenge (112096) Big Lottery Fund Local Food (CSAP/1/010205505): to engage young carers and enable them to access a programme of supported experiences of nature.

Northern Ireland Environment Agency Biodiversity (GAV1/57 Vol 2): To undertake habitat management.

Challenge GLP: investment in expansion of local provenance trees.

Challenge: To create a community garden and allotments in Belle Isle Walled Garden.

(GAV 1/62): Management of the Southern Sperrins Drumlin landscape.

(GAV 1/61): Control of invasive species and management of woodland and wetland habitats around lower Lougherne.

(GAV 1/52-3): Conservation action project in the North East.

Northern Ireland European Social Fund Training for Employment Programme (2007 - 2013).

ESF programme to help young people into sustainable employment through NVQ training grants.

Peoples’ Health Trust Phase 1: engage people seeking improvement to physical and mental health across 29 projects.

Phase 2: engage people seeking improvement to physical and mental health across 11 projects.

Phase 3: engage people seeking improvement to physical and mental health across 9 projects.

People’s Postcode Lottery (PPT133134): Promotion and advancement of environmental protection, improving wetlands and co-operation from local communities Pfizer Limited (PUKF/WP170978/1105/SOP1996): to address health inequalities, particularly the incidence of dementia and related conditions, faced by older people in North Norfolk by delivering activities that engage, inspire and stimulate.

Probation Board for Northern Ireland Community Development Grant: for the facilitation of reparative community service placements in 4 areas - North West, North Antrim, Belfast and Bangor Public Health Agency Green Gym Protect Life: projects delivered in South East Belfast Western Green Gym: To establish, develop and deliver the Green Gym, and Fruit and Veg Green Gyms, in Western Belfast.

Green Gym Dig it and Eat it Programme: to improve the environment as well as improving mental and physical health, skills and nutrition Green Gym: to develop and provide support to local communities in developing and maintaining community gardens and allotments in Southern Belfast REACH Project Southern Health and Social Care Trust (NSW/2/010311915): to facilitate project management of the Green Gym, as an integrated element of the REACH project in Northern Ireland.

Balance carried forward

THE CONSERVATION VOLUNTEERS

Balance at 31 March 2013 £’000

Incoming resources

Resources expended

£’000

£’000

Balance at 31 March 2014 £’000

610

2,296

(2,512)

394

-

33

(33)

-

-

1 24

(1) (24)

-

-

8 15

(8) (15)

-

-

17 21

(17) (21)

-

44

299

(299)

44

-

24

(24)

-

61

-

(61)

-

194

245

(439)

-

-

270

(111)

159

-

9

(6)

3

14

-

(14)

-

-

15

(15)

-

-

11

(11)

-

16

88

(104)

-

-

82

(82)

-

-

28

(28)

-

3

43

(38)

8

942

3,529

(3,863)

608

43

Helping the UK grow

Schedule of restricted grants

Balance brought forward RSPB Funding towards continuation of the Natural Talent Apprenticeship scheme

44

RSWT CFC Oadby & Wigston (MLF001870) Big Lottery Fund (CSAP/1/01025328): Hollybush day projects volunteers inclusion and support programme.

Gloucestershire Community Comestibles (MLF000559) Big Lottery Fund Local Food (CSAP/1/010205328): to trigger a long term shift in attitudes in communities in and around Gloucestershire away from buying all food, and toward growing fruit and vegetables to improve diet, reduce food miles and experience the fruits and vegetables of other cultures.

Riviera Growing Communities (SCI002202) Big Lottery Fund Local Food (CSAP/1/01025328): to enable local residents from seven sheltered housing sites in Torbay to participate in community food growing activities, to grow their own food, meet new people and have healthier diet and lifestyles.

Worsley (MLF001255) Big Lottery Fund Local Foods (CSAP/1/01025328): to raise awareness of the importance of food growing in terms of health and the impact of our food supply on the environment. To provide skill, support and inspiration to enable people to grow their own food and lead healthier, lower impact lives.

York Community Food Champions (MLF002310) Big Lottery Local Food (CSAP/1/01025328): improving food growing skills and resources within the borough.

Scottish Environment Protection Agency Flood Management: support towards an 18 month apprenticeship for natural flood management.

Scotland Counts: to support running of Citizen Science project.

Citizen Science & Behaviour Change: research project measuring impact of Citizen Science project.

Scottish Government Citizen Science: to support running of Citizen Science project, to increase awareness of flood risk among communities and school pupils.

Education Scotland: to support school Green Gyms.

Flood Management: to support running of Citizen Science project, to increase awareness of flood risk among communities and school pupils.

Scotland Counts (William Grant and Sons Youth Opportunities Fund): Delivery of practical environment tasks with 105 young people.

Scotland Counts: to raise awareness among school pupils of flood risk and understanding of river catchment environment.

Talking Science: to support science engagement activities.

Unified Voluntary Sector Fund: to work with children and young people to assist their learning and confidence.

Scottish Natural Heritage Concordat & Framework Agreement: supporting volunteer activity days across Scotland.

Balance carried forward

Balance at 31 March 2013 £’000

Incoming resources

Resources expended

£’000

£’000

Balance at 31 March 2014 £’000

942

3,529

(3,863)

608

6

-

(6)

-

7

39

(46)

-

-

24

(24)

-

-

14

(14)

-

-

100

(100)

-

-

62

(61)

1

16 40

-

(11) (14)

5 26

-

13

(13)

-

40 20

10

(14) (30)

26 -

25

-

(18)

7

-

13

(10)

3

8 15

4

(8) (19)

-

-

11

(11)

-

-

386

(386)

-

1,119

4,205

(4,648)

676

SCHEDULE OF RESTRICTED GRANTS

Balance at Incoming 31 March resources 2013 £’000 £’000

Balance brought forward

£’000

Balance at 31 March 2014 £’000

Resources expended

1,119

4,205

(4,648)

676

3 -

11 15

(14) (15)

-

2

27

(29)

-

21

-

(21)

-

6

-

(6)

-

10

1

(10)

1

4

-

(4)

-

-

142

(142)

-

-

15

(15)

-

1

-

(1)

-

94

584

(224)

454

Total restricted revenue funds

1,260

5,000

(5,129)

1,131

Restricted capital funds Charity TCV Employment and Training Services Limited

1,144 21

-

(71) (1)

1,073 20

Total restricted capital funds

1,165

-

(72)

1,093

Total Group restricted funds

2,425

5,000

(5,201)

2,224

Scotland Counts (41648): biological recording.

Scotland Counts (53975): Citizen Science Programme.

The Earley Charity To deliver trainee Volunteer Officer programme in Berkshire.

The SIB Group Social Action Fund: to develop a new concept in High Street charity shops creating opportunities for social action via a series of Green Community Hubs and to generate volunteering and social action opportunities.

The Vodaphone Foundation World of Difference programme: to support various staff and volunteer posts.

Volunteer Centre Camden To provide new volunteering opportunities for young people (1417 years) in Camden through a nature conservation project.

Wakefield District Council Seedling Project: to run a community engagement programme around food growing.

Welsh European Funding Office Family Employment Initiative (80044): West Wales and the Valleys Convergence Operational.

West Lothian Council West Lothian On the Move: to support West Lothian Green Gym (Howden Walled Garden).

Woodland Trust Ambassador Wood: Delivery of a programme of tree planting as part of Olympic legacy activities in London.

Other restricted revenue grants and donations

45

Restricted capital funds held by TCV Employment and Training Services are in respect of installation of a lift at Bessemer House, Sheffield.

THE CONSERVATION VOLUNTEERS

Helping the UK grow

Schedule of conditional grants During the year the following organisations supported The Conservation Volunteers’ activities. It is a condition of the provision of these funds that they are separately disclosed in this Annual Report and Financial Statements.

Ann Jane Green Trust

Hugh Fraser Foundation

Oldham Council

Aylesbury Vale District Council

Ironmongers Fund

Peacock Charitable Trust

BAA Glasgow Community Flight Path Fund

J & K Wilson Trust

PF Charitable Trust

J Paul Getty Jnr Charitable Trust

Pye Charitable Trust

John Ellerman Foundation

Reading Borough Council

John Laing Charitable Trust

Royal Borough of Windsor & Maidenhead

Belfast Health and Social Care Trust Buckingham Town Council Buckinghamshire Community Foundation Calouste Gulbenkian Foundation R E Chadwick Charitable Trust Clark Bradbury Charitable Trust Colchester Borough Council

Leeds City Wide Commissioning Team Leeds Community Foundation Leeds City Council Parks and Countryside Service

Sandwell Primary Care Trust Score Environment Scottish Government: LEADER Sefton Primary Care Trust

Leeds Community Healthcare NHS Trust

South Oxfordshire District Council

Esmée Fairburn Foundation

Leeds Social Services Transformation Programme

St Katherine's Trust

Falkirk Environment Trust

Linley Shaw Charitable Trust

Fitzmaurice Trust

London Borough of Croydon

Four Winds Trust

Maidstone Borough Council

Freemasons' Grand Charity

Metcalfe Smith Trust

Frieda Scott Charitable Trust

Mushroom Trust

Garfield Weston Foundation

Newby Trust

Glasgow City Council

North Lanarkshire Environmental Key Fund

Doris Field Trust

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John Scott Trust

Havant Borough Council Heathrow Community Fund

Norwich City Council

SCHEDULE OF CONDITIONAL GRANTS

Tay Trust The Economist Charitable Trust The Leslie Mary Carter Charitable Trust The Roger Vere Foundation Wades Charity WCVA - Volunteering in Wales Fund Wixamtree Trust Wragge & Co

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THE CONSERVATION VOLUNTEERS

Helping the UK grow

TCV is helping the UK grow by practically working with people and their communities to improve their health, prospects and outdoor places for the long term. It is one of the largest, most dynamic and effective volunteering organisations working in the UK today.

Complementing TCV’s core work, is a network of over 2000 community groups that regularly work with TCV to organise outdoor and learning activities aimed at bringing the community together tackling social isolation and loneliness, and putting local people in control of their own prospects and outdoor places.

The Conservation Volunteers give their time, energy and enthusiasm to transform local areas for the benefit of the whole community. Through your generosity, we can provide the training, support and equipment to help them achieve even more.

Please make a donation today to support our valuable work.

Visit www.tcv.org.uk/donate 48

The Conservation Volunteers Sedum House, Mallard Way Doncaster DN4 8DB Telephone: 01302 388883 Email: information@tcv.org.uk www.tcv.org.uk The Conservation Volunteers, a registered charity in England (261009) and in Scotland (SCO39302) TRUSTEES’ AND DIRECTORS’ REPORT ® Green Gym is a registered Trade Mark