The Conservation Volunteers Annual Review 2012/13 by The Conservation Volunteers

Help usgrow Annual Report and Financial Statements 2012-13

Help usgrow

Registered company number 976410 Registered charity in England 261009 and Scotland SCO39302 THE CONSERVATION VOLUNTEERS

From the Chair

From the Chief Executive

Strategic plan 2013-16

Working together with people and communities to transform their health

Working together with people and communities – transforming their prospects

Working together with people and communities to transform their outdoor places and spaces

Trustees’ and Directors’ report

Our aims and objectives

Policies

Structure, governance and management

The Board of Trustees

Risk management and internal control 16 Financial performance

Looking forward

Trustees’ responsibilities for the financial statements

Trustees and advisors

The Board of Trustees

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

The primary statements and related notes

Schedule of restricted grants

Schedule of conditional grants

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Contents

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2012-13

From the Chair

n our last annual report, I made the point that there were challenging times ahead, and that has certainly proved to be the case – not just for TCV, but for the charity sector and indeed the UK economy as a whole. We know how much our work is needed, and we continue to get extraordinary results in terms of people’s health, prospects and outdoor places across the social spectrum. We are also having to be realistic about how to move forward in a way that can be sustained all round, and this is reflected in our plans and numbers.

Survival of the fittest To bring some perspective from the broader world in which we operate, we know that over 7,000 charities had to close last year, including some that have been close partners of ours. Many others have significantly downsized or merged. In other areas of people’s everyday lives, several well known names have disappeared from the British High Street, in a clear sign of rapidly changing economic and social circumstances. All this has inevitably been very difficult for the people these organisations employed, as well as their stakeholders and the communities in which they operated. But there have also been some important lessons from these cases, across both voluntary and commercial sectors. Many organisations found it very difficult to adapt and change quickly enough. We have had to think very carefully about

changing demands from funders and beneficiaries, and this has required greater financial planning, efficiency, and speed of response, as well as more robust demonstrations about the value that we bring. A recent survey by the Charities Aid Foundation indicates continuing difficulties for the sector as a whole. Half of those surveyed have had to use reserves to cover income shortfalls over the last year and a quarter have cut front-line services and staffing. We have had to take similar actions, and while it has inevitably been painful, we hope we have managed the human and resourcing consequences fairly. We are renewing our base and making good progress at finding new partners and supporters.

Building for the future I am delighted that Julie Hopes joined as our new CEO in November 2012 and has already had a positive impact both within the organisation and externally. In particular, Julie has lead the development of a three-year strategic business plan that combines ambitious, but achievable opportunities in practical sustainability with a strong focus on operating efficiency that is important to our funders. As a result the plan has been positively received by our funders and the Board. At a time when competition for funding is higher than ever, we need to demonstrate real value and a measurable return in terms of the impact we achieve with the money we use. We also need to continue to diversify our income base.

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Of course there is a lot more that we will be doing to move forward and have a sustainable future, economically, environmentally and socially. But most of all, we need to remember that our work in real, practical sustainability gets exceptional results; helping young people into employment, improving people’s health and self-esteem, and improving people’s places to demonstrable social and environmental benefit.

For those who matter most We have to keep our focus on our beneficiaries. In these hard times, they matter more than ever. We are immensely proud of what we do, and want to help more and more people and outdoor places. Not just now, but for the long term. And that needs us to run an efficient and effective organisation, on all levels. We very much appreciate all your support in helping this happen.

Rita Clifton, Chair

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From the Chief Executive

feel immensely proud to be the new Chief Executive of TCV, an organisation that works in a very practical way to improve the sustainability of communities across the UK. The six months since joining TCV have been hugely rewarding and challenging. I have been moved by the dedication of my team and those who support us, in helping people and communities transform their health, prospects and outdoor places, for the long term. This yearâ&#x20AC;&#x2122;s annual report features a number of beneficiary stories which bring to life the positive impact our work has in a much more powerful way than anything I could say.

Tackling the challenges head-on The Chairâ&#x20AC;&#x2122;s introduction clearly identifies the challenges that TCV and the rest of our sector have experienced over the last two years, and look set to continue to face for the foreseeable future. We have implemented a number of initiatives over the last two years in response to the changing and challenging external environment. This is evidenced by a reduction in the loss from (ÂŁ3.6m) in 201112 to (ÂŁ1.5m) in 2012-13. The financial target within the new three year strategic business plan targets no further reduction in reserves from 2013-14 onwards. Clearly, in an ideal world we would not need to draw on our reserves. However, it is important to acknowledge that in a single year, TCV has been able to deliver a ÂŁ2.1m improvement in its financial performance. This equates to 58% year-on-year improvement, quite an achievement in difficult times.

Protecting whatâ&#x20AC;&#x2122;s important It is equally important to recognise the fact that we have continued to work hard for the people and places that need most help. Just a few examples of our work are: r Health: Physical inactivity is estimated to cost the NHS over ÂŁ1 billion per year, but only a third of men and a quarter of women are meeting government targets of 150 minutes per week of physical activity. We were able to help around 150,000 people to get outdoors and active, with an average activity of 120 minutes per week. r Prospects: Unemployment remains high, with particular difficulties for the under 25â&#x20AC;&#x2122;s. In 2012-13 we have worked with over 1,500 under 25â&#x20AC;&#x2122;s, of whom 1,100 went into paid employment. r Places: Local authorities are pessimistic about their ability to maintain good quality green spaces. A recent survey found that nearly two thirds of respondents strongly agreed that â&#x20AC;&#x153;Lack of investment in parks will have health and social impactsâ&#x20AC;?. We worked across nearly 3,000 sites, with over a quarter of our workdays dedicated to the 20% most deprived wards. Here relatively small improvements in the quality of the environment can make a real difference to the quality of life for the local community.

Highlights in 2012-13 Much has been achieved over the last year, far more than I can mention here, but I would like to pick out a few highlights: r 8F IBWF B ĂąWF ZFBS BHSFFNFOU with the Land Trust to manage the Greenwich Water Park, and have just signed a four year agreement on Liverpool Festival Gardens r 0O CFIBMG PG %FGSB XF IBWF FNCBSLFE on a three year Big Tree Plant programme, working with volunteers and community groups to plant 150,000 trees England-wide r 8F SFOFXFE PVS agreement with Scottish Natural Heritage to deliver volunteering and learning opportunities, community engagement and network development, environmental promotions, and an apprenticeship scheme right across Scotland r 0VS MPOH SVOOJOH FNQMPZFF engagement partnership with RBS has been renewed for another year r 0VS DPNNVOJUZ MFE partnership with MondelÄ&#x201C;z has got off to a great start, with our Health for Life garden design winning a silver medal at the BBC Gardenersâ&#x20AC;&#x2122; World Live exhibition r 4VTUBJOJOH BOE strengthening our funding relationship with the Peopleâ&#x20AC;&#x2122;s Health Trust by becoming a strategic partner and securing a second round of support. See page 9 for an example of work they have funded

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2012-13

Looking forward The issues and opportunities raised by the changing external environment are systemic and long-term and as such do not lend themselves to short-term, easy fixes. Consequently, one of my key priorities has been to work with the Leadership Team and Board of Trustees to develop a new three year plan that will enable us to help more people and more places across the UK. The plan is summarised on page 6. The theme of the plan is “Business Head, Charity Heart”. In other words, applying commercial thinking, where appropriate, to maximise our charitable impact. The plan is about us being as efficient and effective as we can be, at the same time as continuing to deliver great outcomes for our beneficiaries and customers. As you’ll see on the following page, a critical part of Phase 1 of our plan is to diversify the nature and type of funding we receive. In order to achieve this, we have appointed a Director of Fundraising, Communications and Marketing and a Business Development Director. We are already beginning to see the benefits of this investment as new funding opportunities have been secured. We are also looking to introduce a step-change in how we manage procurement to deliver greater value for our funders and beneficiaries. People remain at the heart of our plan and in recognition of this we’ve appointed a People and Change Director who will be focused on continuing to make TCV a great place to work and a great place to volunteer. I have no doubt that the year ahead will have its challenges. However, I believe we have a robust plan that will enable TCV to succeed. With each of us, working as ONE TEAM at TCV, having a relentless focus on delivering our goals, we will help people and places for the long term. All that remains for me to say is a HUGE THANK YOU to all of my team at TCV and an extra special thank you to all our volunteers and funders who make all our great work possible.

Recognising our volunteers Our volunteers are our inspiration and we could not continue our crucial work without them. In 2012-13 we recognised their work through The Conservation Volunteers’ Green Heroes™ Awards. Volunteer of the Year, Pam Evans, truly typifies and represents the spirit of TCV. Pam was inspired to join TCV three and a half years ago when she was looking for new opportunities to challenge herself. Her first project was ambitious and involved turning a disused car park into a safe and inviting community space. Her work in rejuvenating the estate in North Cornelly, Wales, has helped instil pride in the community and inspire local children and young people to take care of their green spaces.

The estate used to be an old dumping ground, but people now really appreciate how it looks. We’re helping create a space and a legacy that can be passed on to the next generation and it’s great that the little children of the estate now have somewhere safe to play. The Conservation 9ROXQWHHUV FDQ EHQHŞW HYHU\RQH and I encourage as many people as I can to join in. As long as I can keep going I will!

Julie Hopes, Chief Executive

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Strategic plan 2013-16 Strategic goals The plan consists of six strategic goals that are embedded in the objectives of all the TCV team, with clear measures, and will drive all that we do. The targets and deliverables for the goals will change over the 2013-16 year period but these key themes will set the direction for TCV for 2013-2016:

1 2 3

Work together with people and communities to help them transform their health, prospects and outdoor places for the long-term Be a resilient organisation

Be a great place to work

Three distinct phases

Phase 1 – Fit For The Future (2013) – The focus during this phase will be embedding and completing the improvements started over the last 18 months.

4 5 6

Phase 2 – Moving On (2013-14) – This phase is about leveraging the improvements delivered during Phase 1 to grow TCV.

Northern Ireland Conservation in action at Knockbracken Healthcare Park Working in close partnership with Belfast Health & Social Care Trust (BHSCT) TCV’s team have focused on transforming an area of neglected and overgrown woodland into a patient-friendly, biodiversity hub. With direct inclusion of patients and BHSCT staff, the team removed invasive species from the grounds and regenerated the woodland by planting over 300 native trees.

Be a great place to volunteer

Have customers who love working with us Be better known and supported for the value we deliver

Phase 3 – Looking Ahead (2015) – During this phase we will be completing the three year plan and starting to develop a new strategy to take us through to 2020.

Tackling the "triple bottom line" – the TCV way The phrase “the triple bottom line” was first coined in 1994 by John Elkington, the founder of a British consultancy called SustainAbility. It aims to measure the economic, social and environment improvement of a community over a period of time. In TCV, the "triple bottom line" applies to the well-being of the people we work with, their prospects, spaces and their wider communities. Prospects - helping people to get back to work improves the economic well-being of an individual and their community Health - being active outdoors, growing your own food and having the opportunity to interact with others helps improve social well-being Outdoor places - people taking responsibility for outdoor places improves the environment

Wales Volunteer of the Year Read our Volunteer of the Year 2012, Pam Evans’, story on page 5.

South West Bridging the gap in Cornwall TCV’s Cornwall midweek volunteers have finished a project at Downas Cove on the Lizard in Cornwall. It consisted of putting in 100 new steps to help with access along the coastal path and replacing an old bridge with a new oak one. All the volunteers involved have learnt new skills and many experienced an area of Cornwall they had never been to before, as well as providing benefits for local residents and visitors alike.

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2012-13

Scotland Being part of a community network Westquarter Wildlife Group, Falkirk joined TCV’s Community Network of over 2,000 groups across the UK. The group was set up by local residents to care for Westquarter Glen. They joined forces with TCV’s local volunteer squads, and Natural Talent Apprentices as part of the Natural Communities Programme to create a ‘meet the species’ event for local children, and engaging hundreds of local residents to help with the project.

Hollybush (Leeds) Sign Language at Hollybush Conservation Centre The Hollybush team of staff and volunteers trained in using British Sign Language (BSL) or Makaton this year to overcome the communications barrier of working with a number of deaf volunteers. Volunteers are now regularly seen using BSL and Makaton – with even a simple “Hello, how are you?” helping to break down some of the barriers to communication and socialising among the team.

Skelton Grange (Leeds) 20,000 people and counting visit Skelton Grange Environment Centre with Access to Nature Access to Nature is an exciting project that works with volunteers to create welcoming, well managed, wildlife-rich sites across Leeds. 20,000 people have accessed and enjoyed nature in a previously unloved area of the city.

West Midlands Health for Life – food growing in Birmingham

Railway Fields (Haringey, London) Frog pools in the city Railway Fields Nature Reserve is in the heart of Haringey, North London. This former disused railway goods yard now boasts a Green Flag award for environmental quality and is a hub for the local community to gather around. TCV volunteer teams work on a number of projects in the surrounding areas like building frog pools and frog hotels in local parks and woods such as Queens’ Wood, including enhancing the natural habitats for species to thrive in.

TCV’s Health for Life programme promotes fun activities that engage people in growing food, physical activity, healthy eating and cookery. Funded by Mondelēz International Foundation, and run in partnership with Birmingham Health Education Service, Health for Life is delivered through primary schools, secondary schools and the wider community offering a range of opportunities to encourage families to lead healthier lifestyles.

South East Get growing at Singleton Singleton Environment Centre is a hub space in the middle of a busy commuter town in Kent. Volunteers joined in on a range of diverse projects from surveying heritage trees to learning practical conservation skills on task days. The centre is a place for children to learn about the natural world around them, from mini-beasts to grow-yourown healthy food choices from the allotment!

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“Three months ago the very thought of leading a group of volunt , KDYH JDLQHG VR PXFK FRQŞGHQFH LQ P\VHOI , DP GRLQJ VRPHWKLQJ

Working together with people and communities to transform their health The work we do with people and communities to improve their health and well-being focuses on ‘5 ways to wellbeing‘ (Note 1, page 9). We build these actions into our key health and wellbeing initiatives

Connect – be in

contact and talk with others

Keep learning – try

Be active – do some exercise, step outside, move about

These principles come to life in our flagship Green Gym™ programme that has gone from strength to strength in 2012-13. We now have 138 Green Gyms™ in place across the length and breadth of the UK, from Aberdeen to Penzance and Ballymena to Penge.

for someone else

We work in partnership with many communities and organisations such as Intu Properties plc and funders such as People’s Health Trust to deliver our ‘natural health service’ but we still need more help to grow our outdoors health and wellbeing movement across the UK. There are so many more people we can help, people like Adrian, Daniel, Laura and Russell.

Take notice – look

Their experiences are set out in the following case studies.

something new or learn a skill

Give – do something around, be aware of your environment

Case Study Adrian, The Western Green Gym and 1,000 miles Adrian suffered a brain haemorrhage which left him partially paralysed and with severe communication issues. After undergoing a year of recovery, Adrian joined the Western Green Gym to improve his mobility and to help him keep active. During his time with the Green Gym, he has increased his participation from one day a week to three days a week. His mobility and communication has dramatically improved. He has issues with the early onset of Alzheimer’s but his family and health support worker believe the routine and commitment required to continue his involvement with the Green Gym is making a positive impact in combating his illness. Now, Adrian routinely takes home plants, fruit, vegetables and trees to grow on at home. He is quite proud of the fact that (via pedometer monitoring) he has walked 561 miles during his time on the Green Gym and has set himself the target of “reaching 1,000 miles” by the end of his next year on the Green Gym! The Western Green Gym project, Northern Ireland, started in April 2012 and is funded by the Public Health Agency. In its first year the Green Gym team have involved over 3,750 local people, with 100 people regularly volunteering to complete 12 or more sessions. Those who have taken part in the project this year have not only improved 70 local green places, they have also improved their own health and well-being.

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2012-13

eers would have made me anxious. , UHDOO\ HQMR\ Ĺ&#x2018; Case study â&#x20AC;&#x201C; Lauraand Laura andPenge PengeCommunity Community Green Green Gym Gym Penge Green GreenGym Gymwas wasfounded foundedininMay May2011 2011 in in partnership partnership with with Intuintu Bromley Bromley andand London London Borough Borough of Bromley. of Bromley. Their Their support support and the funding and thefrom funding Wellbeing from Wellbeing Comes Naturally Comes(Ecominds) Naturally (Ecominds) made it possible madefor it TCV possible to transform for TCV Winsford to transform Gardens, Winsford a neglected Gardens, public a neglected park in South-East publicLondon. park in Over South-East 130 Green London. Gym Over participants 130 Green haveGym contributed participants to creating have contributed a vibrant community over 4900 and hours wildlife to creating garden by a vibrantan planting community urban orchard, and wildlife sowing wildflower garden by meadows, planting an developing urban orchard, food growing sowing spaces, wildflower and meadows, creating a wealth developing of wildlife foodhabitats. growing spaces, and creating a wealth of wildlife habitats. Individuals involved in the project, like Laura Marchant-Short, have also reported the huge difference to their personal lives Penge Green Individuals Gym has made. involved Laura,inwho theisproject both a like regional Laurawinner Marchant-Short, of the TCV Green have also Heroes reported 2012 awards, the huge anddifference a fundraiser tofor their Penge personal Greenlives Gym,Penge says: Green Gym hashas made. Laura, is both a regional the changing TCV Greenexperience. Heroes 2012 Iawards, and afreaked fundraiser Penge â&#x20AC;&#x153;Volunteering helped mewho tremendously, it has winner been aoflife was totally out for beforehand Green Gym, says: â&#x20AC;&#x153;Volunteering has helped me tremendously, it has been a life changing experience. EXW LW KDV KHOSHG QR I was totally freaked DQG DOO , GLG LQ WKH Ĺ&#x17E;UVW WZR PRQWKV ZDV JHW ZRUNHG XS EHIRUH WKH VHVVLRQV DQG VOHHS IRU GD\V DIWHU

RXW EHIRUHKDQG DQG DOO , GLG LQ WKH Ĺ&#x17E;UVW PRQWKV ZDV JHW ZRUNHG XS EHIRUH WKH VHVVLRQV DQG VOHHS IRU GD\V DIWHU end. Now I love being connected to the community and food growing. Projects such as building the greenhouse in Winsford but it haswere helped no end. satisfying Now I loveandbeing to the community and food growing. Projects such as building the Gardens amazingly I am connected proud showing friends my work.â&#x20AC;? greenhouse in Winsford Gardens were amazingly satisfying and I am proud showing friends my work.â&#x20AC;? Wendie Roche, whose flat overlooks the park, said â&#x20AC;&#x153;Over the past two years I have watched with interest as this dedicated group Wendie Roche,has whose flat overlooks the park, said â&#x20AC;&#x153;Over past for twowildlife years and I have watched with interest as thiscan dedicated of volunteers transformed Winsford Gardens into athehaven a safe and beautiful place which be group has transformed Winsford into has a haven wildlife and a safe and beautiful place which enj oyedofbyvolunteers all local residents. Their diligence and Gardens commitment to be for commended.â&#x20AC;? can be enjoyed by all local residents. Their diligence and commitment has to be commended.â&#x20AC;?

Case study Daniel, The Peopleâ&#x20AC;&#x2122;s Health Trust and TCV Our strategic partnership with The Peopleâ&#x20AC;&#x2122;s Health Trust goes from strength to strength. To date, they have invested over ÂŁ1.3m in TCV, enabling us to directly tackle health inequalities in over 30 locations across Great Britain. As a result of this key relationship, TCV helped over 2,000 people improve their health, well-being and community spaces in 2012-13. Both organisations share a belief that everyone has a right to basic health, belonging and equality of opportunity. Every day, we support people in communities across the country to take control of their lives and the places where they live. An example of this is our Cornwall Green Gym, which works with people living in some of the most deprived areas around Camborne and Penzance. The Cornwall team provide opportunities for the people of West Cornwall to lead healthier lives whilst improving their environment. Daniel was one such person. When he joined the Green Gym, he had, in his own words, â&#x20AC;&#x153;nothing to doâ&#x20AC;?. Now Daniel is a key member of the TCV team, has a job, eats well and is more independent. â&#x20AC;&#x153;I feel more energetic. I

walk to work sometimes and am starting to do my own food shopping, packed lunches and giving my mum some board money now that I am working.â&#x20AC;? We are proud of our association with The Peopleâ&#x20AC;&#x2122;s Health Trust as we review the positive impacts of our second year because it means that we can help more people like Daniel improve their lives.

Case study Russellâ&#x20AC;&#x2122;s story Russell is married and a father of three children. For most of his life he has worked in warehouses and within the retail industry. Fourteen years ago, following an accumulation of work related stress, Russell became too ill to work and has not worked since. Last spring, Hollybush, a TCV Green Hub was suggested to Russell by his therapist, as a means of helping him manage his stress and anxiety. Russell joined the Wednesday Gardening Group at Hollybush and after six months completed courses in woodwork and bush craft. Russell is now volunteering three days each week in our woodwork shop, helping the supervisor to run sessions for groups of adults with learning disabilities and supporting other volunteers with woodwork projects for the garden.

â&#x20AC;&#x153;Three months ago the very thought of leading a group of volunteers would have made me anxious. I KDYH JDLQHG VR PXFK FRQĹ&#x17E;GHQFH LQ P\VHOI , DP GRLQJ something I really enjoy.â&#x20AC;? Now thinking about his future, Russell is considering studying for a qualification to help him towards employment. He wishes he could have found us sooner.

â&#x20AC;&#x153;Since coming to Hollybush I have managed to reduce my antidepressants and stop taking anxiety pills. I am not one for sharing my feelings but my wife and friends can see I am happier and more FRQĹ&#x17E;GHQW QRZĹ&#x2018;

Note - (1) 5 ways to well-being â&#x20AC;&#x201C; developed by the New Economics Foundation

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“I work with a really nice team and I thank TCV IRU ŞQGLQJ PH WKLV RSSRUWXQLW\ő

Working together with people and communities - transforming their prospects In 2012-13 we: worked with 14,173 people and improved their prospects helped 4,840 secure employment

improved the skills and qualifications of 750 young people (aged 16-19) and helped 427 achieve employment, training and further education opportunities helped 45% of our customers with a disability or people with a health condition move into sustained employment.

Working with young people 2012-13 was a very good year for our work with young people. We worked with over 750 young people who weren't in education, training or employment in four English regions; North East, Yorkshire, East Midlands and the South West. Our young people have taken awards and certificates in functional skills, employability and various vocational sectors. They have improved their community space by taking part in voluntary activity and 57% have progressed into employment, training and further education through apprenticeships.

Case Study Finding a job you love One of our projects, Derbyshire Youth Mandatory Action Project (DYMAP) has helped over 76 young people this year through voluntary and community activities. Amy Doody of the Air Ambulance charity told us

“Working with TCV on the DYMAP programme is extremely positive for both ourselves and the people who are attending”. Mathew attended DMYAP on the project and through his hard work and enthusiasm for the Air Ambulance was offered employment, which he loves and is now travelling all over the country with them.

”Without the help and support from TCV and the DYMAP programme I would not have had the opportunity to get a foot in the door at Air Ambulance and I am really enjoying my role and as they are a charity I feel my work is even more rewarding”.

Mathew tells us

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2012-13

Case study Finding hope John, a job seeker in the North West has told us about not giving up hope; he has secured employment after two and a half years of unemployment.

Ĺ?/DVW ZHHN , Ĺ&#x17E;QDOO\ UHWXUQHG WR full time employment after two and a half years on the dole - an ordeal that I would never wish on anyone". "In that time, with help from TCV, I applied for at least 300 jobs, along with well over 100 speculative enquiries, which yielded FOUR interviews and countless letters/emails of rejection. At times I would cry myself to sleep through sheer frustration and anger". "But through it all - even in the darkest of moments - I still maintained a belief that something would come up for me somewhere down the line, and now that change has come, and then some!!â&#x20AC;?

Working in partnership We have worked with local authorities in many regions. In Yorkshire we work in partnership with Sheffield City Council on their employment initiatives and have seen 465 people on our programmes and 86% have achieved a positive outcome of employment, further training and continuing education and qualifications. Sophia, who we supported into retail work in Sheffield told us:

â&#x20AC;&#x153;I work with a really nice team, and , WKDQN 7&9 IRU Ĺ&#x17E;QGLQJ PH WKLV opportunityâ&#x20AC;?. Her employer told us:

â&#x20AC;&#x153;Sophia is working extremely well, is enthusiastic, conscientious and provides excellent customer service. She enjoys ZRUNLQJ DV SDUW RI WKH WHDP DQG Ĺ&#x17E;WV in really wellâ&#x20AC;?.

Janice told us:

Delivering advice at the time of most need

â&#x20AC;&#x153;I was a little nervous and afraid when approaching TCV. I wasnâ&#x20AC;&#x2122;t sure if they would be able to help someone in my situation. I am deemed a â&#x20AC;&#x2DC;professional SHUVRQĹ&#x17D; , KDYH TXDOLĹ&#x17E;FDWLRQV DQG achieved accreditation. However, I had lost my way a little and was very much stuck in the rut".

Under our contracts with The National Careers Service we have delivered information, advice and guidance to over 4,700 people and 20% have gone on to open a â&#x20AC;&#x2DC;Life-long Learning Accountâ&#x20AC;&#x2122;, which is a service offered by The National Careers Service.

"TCV provided guidance on the course options available and, more importantly to me as a mature student, possible funding options. Their support and enthusiasm encouraged meâ&#x20AC;?.

Case Study Work Choice On our Work Choice contract in Derbyshire we have helped 147 people who are disabled or have a health condition which signifcantly affects their ability to work. Of these we have helped 57 people secure employment including a medal-winning paralympian accessing our services.

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“I build my week around volunteering, it gives me a purpose and a structure”.

Working together with people and communities to transform their outdoor places and spaces From nationwide to neighbourhood In 2012-13 TCV supported over half a million people in over 40,000 places across the whole of the UK. Come rain or shine our teams of staff, volunteers and Communtiy Network members are working hard to transform our outdoor places 365 days a year. This is the heartland of our work and our heritage. It is as vital today as it was when we started over 50 years ago – our services and people are more in demand than ever. Neglect of local green spaces can start to become a magnet for anti-social behaviour and reduce their use by the community around them. We believe that by encouraging and practically helping people to take responsibility for their local green places, we tackle not just the environmental issue but the social one as well - keeping local places safe and accessible for all. We also work with landlords, land owners, tenants and neighbours to engage with their green spaces and each other – planting trees, flowers, fruit and vegetables creates an attractive, healthy environment for all and promotes community involvement whilst giving nature a home. Last year some of our achievements included the following: 12

Empowering communities – Coleraine We currently work with over 2,000 community groups who, come rain or shine, are working across the UK to add value to their local communities and green places. We also work well when local partnerships come together. Over the last year The Coleraine Conservation Volunteers have expanded the scale of their habitat management work, linking three key sand dune sites spread over a six mile stretch of Northern Ireland’s north coast. The project aims to restore the dune system to a more favourable condition by removal of invasive species including sea buckthorn and bracken. TCV has worked with Royal Portrush Golf Club since 1992, helping to sympathetically repair erosion to the sand dunes that lie between the golf course and the beach at the East Strand. Much of the erosion is a result of visitor pressure in the summer. Each autumn, TCV’s local volunteer team repair damage to the dunes and, with support from Coleraine Borough Council the project expanded and the scale and impact on the wider landscape increased when work was extended to the removal of invasive sea buckthorn.

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2012-13

Sanctuary Housing Association – uniting neighbours Across more than eight neighbourhoods, TCV worked in partnership with Sanctuary Housing Association and their tenants to create the Riviera Growing Communities project. The brief was to provide a variety of food-related projects to help make locally grown food accessible and affordable to communities. Sanctuary Housing Association was delighted with the outcomes as neglected communal spaces were improved, tenants became more involved in the outdoors and in influencing their community and the residents had access to affordable healthy produce.

“Riviera Growing Communities has been a huge success locally and has provided a blueprint to help bring young people together elsewhere in the country. It has been inspiring to see how creating a green, social spaces like these can transform lives for the better – both in terms of people’s physical health and state of mind". Richard Keeley, Sanctuary’s Head of Housing Operations for the South West.

Celebrating bio-diversity – Babs Greenwood Babs has been volunteering with TCV in Aberdeen for over 4 years, after taking early retirement and has learned a lot of new, practical skills. Being outdoors and learning new skills has empowered Babs to build a pond in her own garden and talk to her neighbours and community about what she does with TCV, and what she has learnt about the places where she volunteers.

“I’ve learned an awful lot. I know more of the detail of Aberdeen’s environment now – I understand the geomorphology of the landscape and I get involved in the TCV allotment too. I build my week around volunteering, it gives me a purpose and a structure. So I say ‘Thursday is for volunteering’ and I arrange everything else around that".

Reclaiming spaces – Greenwich Meantime Nursery Greening in the Meantime (the Meantime Nursery) is a unique project using vacant development land to create a resource for nature conservation, biodiversity and sustainability. It is a partnership project between TCV the Housing and Land Directorate of the GLA (Greater London Authority) and the Friends of Greenwich Peninsula Ecology Park. The nursery will continue to broaden the range of plants and supply different material for biodiversity projects. The nursery has only been possible with the support of hundreds of volunteers from many different organisations, including many local businesses, the friends of Greenwich Peninsula Ecology Park and the Wednesday work group. We hope that the Meantime Nursery concept will spread to other areas and more vacant development land can be brought into productive use. The project has already proved how quickly idle land can be used to "green in the Meantime" for the benefit of wildlife, the local community and the owner of the land awaiting development.

THE CONSERVATION VOLUNTEERS

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Trusteesâ&#x20AC;&#x2122; and Directorsâ&#x20AC;&#x2122; report Our Aims and objectives The Trustees confirm that they have referred to the guidance contained in the Charity Commissionâ&#x20AC;&#x2122;s general guidance for the advancement of environmental protection or improvement for public benefit when reviewing the Charityâ&#x20AC;&#x2122;s aims and objectives and in planning future activities and setting the grant making policy for the year. The Charityâ&#x20AC;&#x2122;s objects continue to be: r $POTFSWBUJPO PG UIF FOWJSPONFOU GPS UIF CFOFĂąU PG UIF QVCMJD including:

Actively support 1.5m people in environmental action The Conservation Volunteers aimed to invest in environmentally active citizens by actively supporting 1.5m people. The current year target was 526,676, the total number actually achieved in the year was 550,463. Over the four years covered by our plan we supported 2,353,419 people.

r 5IF DPOTFSWBUJPO BOE NBJOUFOBODF PG UIF DIBSBDUFS BOE amenity of rural, urban and inner city areas.

Provide opportunities for 500,000 people to become fitter and improve their mental health

r 5IF NBJOUFOBODF BOE NBOBHFNFOU PG OBUVSF SFTFSWFT and other sites of biological, scientific or environmental importance.

The Conservation Volunteers aimed to improve health and wellbeing by providing opportunities for 500,000 people to become fitter and improve their mental health. The current year target was 90,930, the total number actually achieved in the year was 134,629. Over the four years covered by our plan we provided opportunities for 576,819 people.

r &EVDBUJOH UIF QVCMJD JO QSJODJQMFT PG DPOTFSWBUJPO UISPVHI volunteering, community support and social inclusion. r 5P BEWBODF UIF FEVDBUJPO PG UIF QVCMJD UISPVHI UIF QSPWJTJPO PG training, in particular: r *O QSBDUJDBM DPOTFSWBUJPO TLJMMT r *O TLJMMT UP JNQSPWF FNQMPZNFOU QSPTQFDUT

by 2013. The current year target was 13,993, the total number actually achieved in the year was 40,904. Over the four years covered by our plan we improved the environment in 141,337 places.

r 5P EFWFMPQ UIF DBQBDJUZ BOE TLJMMT QSJNBSJMZ UISPVHI 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 objects listed above are the overall long-term aims of the Charity. During the year the Charity completed delivery against our existing strategic plan covering the four years 2009-2013 â&#x20AC;&#x153;Investing in Sustainable Futuresâ&#x20AC;?. Our four-year strategic targets for this period, underpinned by our objectives, are as follows. Improve the environment in 75,000 places

Helped to move 50,000 people into employment The Conservation Volunteers aimed to provide employability skills for the future by helping move 50,000 people into employment. The current year target was 9,086, the total number actually achieved in the year was 14,173. Over the four years covered by our plan we helped 71,050 people into employment. This annual report shows the wider range of individuals and organisations we have worked with during the year, as we strive to fulfil our objectives. In March 2013 the Trustees approved a new strategic plan for the three years to March 2016, centred on our vision of working together with people and communities to transform their health, prospects and outdoor places for the long term. Further details of our new plan are summarised on page 6.

The Conservation Volunteers aimed to invest in a better environment by improving the environment in 75,000 places

Policies Investment policy

It is the policy of the Trustees to hold investments that:

The Conservation Volunteers has a high demand for working capital which is brought about by the seasonal nature of our business, the mix of restricted and unrestricted projects and activities, the timing of income and expenditure matching, and the possibility of longerterm capital commitments.

r BSF MPX SJTL BOE TFDVSF

As a result, keeping funds accessible and liquid remains a high 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.

Reserves policy

r BSF SFBMJTBCMF JO UIF TIPSU UFSN r BJN UP QSPEVDF B UPUBM SFUVSO BT OFBS UP or in excess of predicted inflation, whilst protecting underlying capital r BSF FUIJDBM JO UFSNT PG PVS FOWJSPONFOUBM and social values.

The reserves policy aims to ensure that The Conservation Volunteersâ&#x20AC;&#x2122; core activities could continue during a period of unforeseen difficulties and that a proportion of resources be maintained in a readily realisable form.

TRUSTEESâ&#x20AC;&#x2122; AND DIRECTORSâ&#x20AC;&#x2122; REPORT

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 12 weeks of forwardcommitted non-discretionary cash expenditure. At 31 March 2013 readily realisable reserves were ÂŁ2.6m being 6 weeks (2012: 7 weeks) representing 42% of net assets. Reserves and readily realisable reserves were ÂŁ6.3m being 14 weeks (2012: 15 weeks). Readily realisable reserves are therefore within acceptable tolerances. The calculation of the required level of reserves is an integral part of The Conservation Volunteersâ&#x20AC;&#x2122; 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, The Conservation Volunteers’ current forward commitments, the general economic outlook and the market valuation of investments.

Employment and Training Services Limited 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 registered Charity through Gift Aid.

Disabilities

The Chestnut Fund

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

The Chestnut Fund was established by The Conservation Volunteers as a separate charity in 1995. 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 The Conservation Volunteers. The Chestnut Fund receives financial support annually from The Conservation Volunteers. The board of the fund is made up of five Trustees. During the year under review, The Conservation Volunteers provided £15,000 to the fund (2011-12: £15,000). The fund in turn awarded 71 grants, compared to 84 in the previous year.

Consultation The Group supports fully the concept of information sharing by appropriate communication. A Staff Consultation Group exists to facilitate the information sharing with employees on matters of interest and concern. The Group supports an open policy on sharing key information including that of a financial nature. Anti-bribery and corruption The Group gives due care and consideration to the prevention of acts 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 Memorandum and Articles of Association, originally dated March 1970 and last amended December 2008. 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. On 29 January 2013 the Charity changed its name from BTCV to The Conservation Volunteers. At the Annual General Meeting held in November 2012, TCV had 309 members. Trading company TCV Employment and Training Services Limited (formerly “BTCV Enterprises Limited”) is a wholly owned trading subsidiary limited by shares. One director is a Trustee of The Conservation Volunteers and the other directors are members of staff. The principal activities of TCV

Organisation structure The Trustees are responsible for the overall management of the Charity. The Trustees have delegated to the Chief Executive the day-to-day running of the Charity. Reporting to the Chief Executive is the Group Finance and Corporate Services Director, the Director of Policy and Futures, the Director of Fundraising, Communication and Marketing, the Business Development Director , the People and Change Director and the Managing Director of Employment and Training Services. Operations across England, Wales, Scotland and Northern Ireland are managed by Operations Directors. The Chief Executive and senior directors provide the Trustees with reports on financial and operational performance, health and safety, policy and business development activities.

The Board of Trustees During the year the Board of Trustees of The Conservation Volunteers have continued to guide the organisation to achieve the strategic aims outlined in the existing strategic plan entitled “Investing in Sustainable Futures” which covers the four years 2009 to 2013 whilst developing a new strategic business plan for the three years to March 2016. Trustees serve for a three year term that may be renewed for another three years. The Trustees bring a wealth of experience and expertise to The Conservation Volunteers from the voluntary sector and

THE CONSERVATION VOLUNTEERS

beyond. We are pleased to announce the appointment of two new Trustees, Neil Kerfoot and Julie Royce, in June 2013. Neil and Julie replace Peter Hirst and Jane Stevensen who have retired from the Board after six and four years’ service respectively. The Board of Trustees would like to thank Jane and Peter for the valuable contribution that they have both made to The Conservation Volunteers. Julie Hopes was appointed as Chief Executive Officer on 5 November 2012. Prior to joining The Conservation Volunteers Julie’s career was spent in the private sector. She started work at the Nationwide Building Society and went on to work for Royal Sun Alliance Insurance and Tesco Bank where she was the Managing Director of General Insurance. Julie also sits on the board of a housing association, which is focused on community and urban regeneration. The Board of Trustees govern the organisation using the Voluntary and Community sector code of Good Governance, the organisation's vision, aims and charitable objectives. The Board of Trustees met five times during the year. Performance Audit and Risk Committee The Performance, Audit and Risk Committee’s purpose is to assist the Board of Trustees 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 of Trustees for action. 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 order to ensure that performance can be measured. In addition, it recommends to the Board measures to ensure that the key areas of risk are being identified, and that appropriate management controls are in place and their effectiveness reviewed on a regular basis. The committee is comprised of Trustees and a third-party corporate member. The Chief Executive, Group Finance & Corporate Services Director, Head of Risk and internal auditors RSM Tenon are invited to attend each meeting.

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Trusteesâ&#x20AC;&#x2122; and Directorsâ&#x20AC;&#x2122; report Nominations Committee The Nominations Committee at the request of the Board of Trustees is required to identify and propose candidates for Trusteeship and candidates for nominated membership of The Conservation Volunteers. The Committee also checks the appropriateness of Trustees for re-appointment. During the year the Committee has been involved in the search for two Trustees. Also the Committee has undergone changes in membership with the resignation of Jane Stevensen and the appointment of Dr Rupert Evenett and Paulette Cohen.

Both of the Committees have terms of reference and meet with and report to the main Board of Trustees regularly. All new Trustees are required to undertake a programme of induction which gives a wide understanding of The Conservation Volunteers, 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 the directorate.

Risk management and internal control The Trustees have overall responsibility for ensuring that the Charity has appropriate systems of control for managing risk within the organisation. The Conservation Volunteers has a risk management process that is designed to ensure that appropriate steps are taken to mitigate risk and provide reasonable assurance against material misstatement or loss. The Conservation Volunteers 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. The risk management process is managed within the business, with standards set and monitored through the Risk Management Group and the internal auditors. The Performance, Audit and Risk Committee reviews the work of the Risk Management Group and RSM Tenon and brings this to the attention of the Board on a quarterly basis, making recommendations for specific actions as appropriate. 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.

Principal risks have been reviewed and aligned to the new strategic business plan. Risks are categorised as: r 'JOBODJBM JODMVEJOH WPMBUJMJUZ PG ĂąOBODJBM performance and reserves strength.

Reconciliation of Group deficit from the SoFA to the internal management accounts: 2013 2012 ÂŁâ&#x20AC;&#x2122;000 ÂŁâ&#x20AC;&#x2122;000

r 0QFSBUJPOT BOE QFPQMF JODMVEJOH information technology, operational performance and people management.

Group statutory deficit (SoFA)

r 3FQVUBUJPOBM JODMVEJOH SFHVMBUPSZ compliance and quality of volunteer and customer experiences. Work is underway to enhance the overall approach to risk management and to ensure that it is embedded within the organisation. To further assist in the mitigation of risk, The Conservation Volunteers operates a multi-year planning, budgeting and internal audit cycle which compares actual results with planned outcomes. Internal audit assignments are prioritised based on risk. The Charity 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. Work continues to further enhance the overall approach to risk management.

(Less) /Add: Net cash timing differences Group loss (internal profit and loss)

(1,502) (3,618) (31)

867

(1,533) (2,751)

The internal income and expenditure account capitalises capital grant income onto the balance sheet, which is then released into the income and expenditure account over the life of the asset, effectively netting-off the depreciation impact. Internally, if the Group receives income in relation to a project that will operate across more than one financial year, this additional income will be recognised on the balance sheet as â&#x20AC;&#x2DC;funds in advanceâ&#x20AC;&#x2122; and released to the income and expenditure account to match the progress of the project and its expenditure in future accounting periods. This may result in income being released across more than one year.

The group has reported a deficit for the year of ÂŁ1.5m (2012: ÂŁ3.6m).

The SoFA recognises grant income in full when it becomes claimable, and therefore reports on movements in funds, rather than outright financial performance, which is the focus of the internal income and expenditure account.

During the year, Group total incoming resources decreased 9% to ÂŁ21.6m compared to ÂŁ23.7m in 2012, including the impact of a lower level of government training income than in the previous year. Total resources expended reduced by 15% to ÂŁ23.1m as a consequence of the fall in resources, together with the benefit of the reduction of the Groupâ&#x20AC;&#x2122;s cost base undertaken in 2012.

Neither approach is wrong, but just a different method of presenting information. By the nature of our business, the SoFA will deliver more significant annual variances within the net movement of funds than the internal income and expenditure account due to the volume of projects that are undertaken and the increasing trend for more of the larger projects to be funded in arrears.

Actions taken by management in the current and previous years in response to the loss of prime contractor status in the welfare to work market and restrictions on government and other funding available reduced the overall Group deficit for the year to ÂŁ1.5m from ÂŁ3.6m in 2012.

Monthly management information and future forecast models also include movements in reserve balances, reflecting the on-going shift from grant funding to contract funded projects.

Financial performance

The internal income and expenditure account used by the Trustees to measure financial performance of the Group differs from the Statutory Statement of Financial Activities (SoFA) on page 21. The differences are described below:

TRUSTEESâ&#x20AC;&#x2122; AND DIRECTORSâ&#x20AC;&#x2122; REPORT

The balance sheet has reduced by ÂŁ1.5m with net assets of ÂŁ6.3m. Current assets decreased to ÂŁ6.6m from ÂŁ8.7m in 2012 and current liabilities to ÂŁ4.0m from ÂŁ5.1m. Net current assets represent 42% of the Groupâ&#x20AC;&#x2122;s total net assets (2012: 46%), with the remainder comprising ÂŁ4.0m of tangible fixed assets and onerous lease provisions of ÂŁ0.4m.

Looking forward The Group reported a deficit of £1.5m during the financial year (2012: deficit of £3.6m). Cash resources and income also reduced in the period. These losses stemmed from continued restrictions in traditional forms of funding. Implementation of planned responses in the current and previous years significantly narrowed the deficit during 2013 and the group’s new Strategic Business Plan reflects the need to access additional and diversified income streams in response to these continuing trends. The Trustees have prepared these financial statements on the going concern basis. The Trustees have reviewed forecasts to 31 March 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 from 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. The Conservation Volunteers remains committed to its vision of working together with people and communities to transform their health, prospects and outdoor places for the long term. During the year a number of key steps to taking the Charity forward have been completed. These include appointment of Julie Hopes as Chief Executive, together with a Business Development Director, Director of Fundraising and a Retail Development Manager. We have refreshed our brand, begun to diversify our income streams and strengthened our real-time financial monitoring system. Our new strategic business plan, approved in March 2013, includes a strong emphasis on financial resilience. In the year under review we have refreshed our brand and strengthened our real-time financial monitoring system. Since the yearend we have launched a procurement management programme, which will significantly improve the efficiency of our expenditure, maximising the value we deliver for our beneficiaries from each pound raised. Initiatives to widen our business development and customer base are also showing good progress. Since

March 2013 we have also appointed a People and Change Director, to oversee the implementation of our change initiatives. Having authorised spending from reserves in the 12 months to March 2013, the Board of Trustees are satisfied with the initial implementation of our new strategic plan and believe that The Conservation Volunteers are well placed to continue providing valuable and sustained life enhancing change for our beneficiaries, all within a financial framework which targets a break-even position for the financial year 2013-2014.

Trustee's responsibilities for the financial statements The Trustees (who are also Directors of The Conservation Volunteers for the purposes of company law) are responsible for preparing the Trustees’ and Directors’ 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.

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: r 4P GBS BT FBDI 5SVTUFF JT BXBSF UIFSF JT no relevant audit information of which the Charitable Company’s auditors are unaware. r UIF 5SVTUFFT IBWF UBLFO BMM TUFQT UIBU they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are 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.

In preparing these financial statements, the Trustees are required to: r TFMFDU TVJUBCMF BDDPVOUJOH QPMJDJFT BOE then apply them consistently. r PCTFSWF UIF NFUIPET BOE QSJODJQMFT JO the Charities SoRP.

Rita Clifton Chair of the Board 6 September 2013

r NBLF KVEHFNFOUT BOE BDDPVOUJOH estimates that are reasonable and prudent. r TUBUF XIFUIFS BQQMJDBCMF 6, BDDPVOUJOH standards have been followed, subject to any material departures disclosed and explained in the financial statements. r QSFQBSF UIF ñOBODJBM TUBUFNFOUT PO the going concern basis unless it is inappropriate to presume that the Charitable Group will continue in business.

THE CONSERVATION VOLUNTEERS

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Trustees and advisors Patron

Performance, Audit and Risk Committee

HRH The Duke of Edinburgh KG, KT

Mike P Kirk (Chair) Kevan-Peter Doyle (appointed 3 June 2013) Peter Hirst (resigned 26 March 2013) Jane Stevensen (resigned 26 March 2013) Sir Hugh Sykes Tilden Watson CPFA, IIA, MBCOI, Zurich Risk Engineering UK

President The Lord Norrie 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 Roger De Freitas Professor Michael Dower CBE Tom Flood CBE The Marchioness of Dufferin and Ava The Baroness Miller of Chilthorne Domer Robert C Morley Bill Oddie OBE Sir Jonathon Porritt CBE Dr Rupert Evenett Ambassadors

Dr William Bird MBE David Coleman Jeremy Corbett CBE Roger De Freitas Professor Michael Dower CBE Kay Hampton Sue Hilder Noel Hufton Richard Rogers CBE Jane Stevensen Richard Williams Board of Trustees Rita Clifton (Chair of the Board of Trustees) Roger Clarke ** Paulette Cohen ** Kevan-Peter Doyle * Peter Hirst (Treasurer) * (resigned 26 March 2013) Neil Kerfoot (appointed 25 June 2013) Mike P Kirk * (Chair of the Performance, Audit and Risk Committee) Philip Mulligan Julie Royce (appointed 25 June 2013) Jane Stevensen * ** (resigned 26 March 2013) Sir Hugh Sykes * Barney Tallack Nominations Committee The Lord Norrie (Chair) Paulette Cohen (appointed 26 March 2013) Dr Rupert Evenett Jane Stevensen (resigned 26 March 2013) Robert C Morley Roger Clarke (appointed 26 March 2013)

Company Secretary Wendy Ellis Chief Executive Julie Hopes Senior Management Orla Cochrane, People and Change Director Susan D’aish, Business Development Director Wendy Ellis, Group Finance and Corporate Services Director Mark Gibson, Managing Director – Employment and Training Services Kate Shanley, Director of Fundraising, Communication and Marketing Miles Sibley, Director of Policy and Futures Principal bankers NatWest Plc 12 High Street, Doncaster, DN1 1EJ Statutory Auditors Grant Thornton UK LLP 2 Broadfield Court, Sheffield, S8 0XF Principal solicitors Atherton Godfrey 8 Hall Gate, Doncaster, DN1 3LU Company number: 976410 Charity numbers: 261009 (England and Wales) SC039302 (Scotland) Registered office Sedum House, Mallard Way, Doncaster, DN4 8DB *

Performance, Audit and Risk Committee member

** Nominations Committee member

TRUSTEES’ AND DIRECTORS’ REPORT

Board of Trustees

Rita Clifton, Chair Rita’s career has combined both commercial and non-profit board roles, and she has been involved in sustainability and environmental issues for almost thirty years. Her professional career has included being London CEO and Chair of Interbrand, the global brand consultancy which pioneered the ‘Best Global Green Brands’ league table, and as Vice-Chair at Saatchi & Saatchi, where she set up the ‘Green Unit’. She has been a commissioner on the Government’s Sustainable Development Commission and 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 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 President of the Market Research Society.

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. His roles have included Policy Director at the Countryside Commission, Chief Executive at the Youth Hostels Association, Chair of the Development Education Association and board membership of the Woodland Trust, Natural England and English Nature. Roger is currently Chair of Friends of the Earth.

Paulette Cohen Paulette is Vice President, Head of Global Programmes, at Barclays where she is responsible for leading the development and delivery of Barclay's 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.

Kevan-Peter Doyle KP Doyle is an experienced board member and healthcare entrepreneur. Over the past few years he has lead several successful restructurings and disposals. KP is currently CFO of Nuffield Health, the UK’s leading independent healthcare

social enterprise. He also sits on three other boards in various capacities. KP has a keen interest in employing preventive health to prove better outcomes in healthcare provision. As such he was instrumental in taking Nuffield Health into the preventive healthcare space, where he was CEO of their integrated Wellbeing activities.

Neil Kerfoot 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. In January 2013 he graduated from CASS Business School, London with a MSc in Voluntary Sector Management.

Mike Kirk Mike’s early career included working in the insurance/risk management and power generation sectors. He then spent many years in the City providing strategic advice to clients in a wide range of sectors including sustainable technology. Whilst leading the financial PR practice of Weber Shandwick, he worked with a variety of companies to improve their CSR policies and reporting. He is currently a nonexecutive director of a small environmental consultancy, a regulated water company in the South East of England, a leading provider of consultancy and software services to the energy industry and a major UK medical museum.

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 positions at Unilever, the NHS and a small advertising agency.

Sir Hugh Sykes 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.

Barney Tallack Barney first encountered The Conservation Volunteers at sixth form and has always been impressed by the charity’s mission and practical “getting things done” approach. With over 20 years of experience in the sector, Barney is Director of Strategy and Confederation Development for Oxfam International.

Philip Mulligan 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),

THE CONSERVATION VOLUNTEERS

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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 2013 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 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). 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 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. 20

To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charitable Company’s 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) 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 APB’s website at www.frc.org.uk/apb/ scope/private.cfm.

Opinion on financial statements In our opinion the financial statements: r HJWF B USVF BOE GBJS WJFX PG UIF TUBUF of the Group’s and of the Charitable Company’s affairs as at 31 March 2013 and of the Group’s incoming resources and application of resources, including its income and expenditure, for the year then ended; r IBWF CFFO QSPQFSMZ QSFQBSFE JO accordance with United Kingdom Generally Accepted Accounting Practice; r IBWF CFFO QSFQBSFE JO BDDPSEBODF XJUI the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).

Opinion on other matters prescribed by the Companies Act 2006 In our opinion the information given in the 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: r UIF $IBSJUBCMF $PNQBOZ IBT OPU LFQU proper and adequate accounting records or returns adequate for our audit have not been received from branches not visited by us; or r UIF ñOBODJBM TUBUFNFOUT BSF OPU JO agreement with the accounting records and returns; or r DFSUBJO EJTDMPTVSFT PG 5SVTUFFT remuneration specified by law are not made; or r XF IBWF OPU SFDFJWFE BMM UIF JOGPSNBUJPO 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 6 September 2013 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

Restricted funds capital £’000

Total 2013

Total 2012

£’000

Restricted funds revenue £’000

£’000

870

465

1,335

1,327

2 5 3

8,692 27 347 8

10,455 54 321 20

4 5 6

5,493 473

5,206 -

9 -

5,215 5,493 473

5,040 5,901 558

15,910

5,671

21,590

23,676

303 8,069 20 259

501 8,920 14 220

1,199 4,686 251 2,584 52

803 1,905 1,967 924 -

2 77 2 -

2,004 6,668 2,220 3,508 52

3,820 7,417 1,594 3,823 844 70

17,423

5,599

23,103

27,223

(1,513)

(72)

(1,513)

(3,547)

(71)

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

(1,502)

(72)

(1,502)

(3,618)

Net movement in funds

(1,502)

(72)

(1,502)

(3,618)

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

Note

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 well-being Employment and skills Restructuring costs Governance costs Total resources expended

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

Opening funds

5,343

1,188

1,237

7,768

11,386

Closing funds

3,841

1,260

1,165

6,266

7,768

All income was from continuing activities. *Information up to and including the net (outgoing)/ incoming resources and (deficit)/ surplus 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). The accompanying accounting policies and notes form an integral part of these financial statements.

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Consolidated statement of historical cost surpluses and deﬁcits

Reported 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 deficit of income over expenditure before taxation Taxation for the year Group historical cost deficit after taxation

2013 £’000

2012 £’000

(1,513)

(3,547)

(1,457)

(3,491)

(71)

(1,446)

(3,562)

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

CONSOLIDATED STATEMENT OF HISTORICAL COST SURPLUSES AND DEFICITS

Consolidated and Charity balance sheets as at 31 March 2013

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

Note

Group 2013 £’000

2012 £’000

Charity 2013 £’000

2012 £’000

13 14

4,037 -

4,501 -

3,338 500

3,666 500

4,037

4,501

3,838

4,166

35 3,493 3,115

27 3,374 5,264

2,125 3,049

2,451 3,598

6,643

8,665

5,174

6,049

Creditors: amounts falling due within one year

(4,002)

(5,097)

(2,795)

(3,102)

Net current assets

2,641

3,568

2,379

2,947

Total assets less current liabilities

6,678

8,069

6,217

7,113

(15) (397)

(71) (230)

(15) (397)

(64) (230)

6,266

7,768

5,805

6,819

Creditors: amounts falling due after one year Provisions for liabilities

18 19

Net assets Funds and reserves Restricted funds Revenue Capital Unrestricted funds General fund Revaluation reserve - fixed assets

22 22

1,260 1,165

1,188 1,237

1,260 1,144

1,188 1,187

2,425

2,404

2,375

2,935 906

4,493 850

2,913 488

4,040 404

3,841

5,343

3,401

4,444

6,266

7,768

5,805

6,819

The financial statements were approved by the Board of Trustees on 6 September 2013.

Rita Clifton Director

Mike Kirk Director

Company Number : 976410 The accompanying accounting policies and notes form an integral part of these financial statements.

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Consolidated cash ﬂow statement

Net cash outflow from operating activities

Note

2013 £’000

2012 £’000

(2,280)

(54)

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

Interest paid

(12)

20 (31)

Net cash outflow from returns on investments and servicing of finance

(4)

(11)

Capital expenditure and financial investment Payments to acquire tangible fixed assets

(5)

(131)

Receipts from sales of fixed assets

Net cash inflow/(outflow) from from capital expenditure and financial investment

(76)

(2,267)

(141)

(161)

(248)

(161)

(248)

(2,428)

(389)

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

Net cash outflow from financing 24

Decrease in cash and cash equivalents

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. The policies have remained unchanged from the previous year.

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 31 March 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 from 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 purchases 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 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: r FYQFOEJUVSF JODVSSFE EJSFDUMZ JO UIF efforts to generate funds. r FYQFOEJUVSF JODVSSFE EJSFDUMZ UP UIF fulfilment of the Charity’s objectives (charitable activities). r FYQFOEJUVSF JODVSSFE JO SFMBUJPO UP 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.

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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.

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

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

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Principal accounting policies Provisions for liabilities

Restricted funds

Unrestricted funds

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.

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.

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.

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.

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.

PRINCIPAL ACCOUNTING POLICIES

Notes to the ﬁnancial statements 1 Voluntary income

Donations Membership

2013 £’000

2012 £’000

1,267 68 1,335

1,246 81 1,327

2013 £’000

2012 £’000

5,571 3,121 8,692

207 8,493 1,755 10,455

2013 £’000

2012 £’000

145 202 347

97 224 321

2013 £’000

2012 £’000

1,274 265 1,915 103 669 711 278

1,168 824 1,322 79 531 600 516

5,215

5,040

2 Training income

DWP Volunteering Scheme Jobcentre Plus Other training

3 Trading income

Trees and wildflower sales Tools and trading sales

4 Grants

Central government European Lotteries Jobcentre Plus Training Statutory authorities Landfill

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Notes to the ﬁnancial statements 5 Conservation projects

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

2013 £’000

2012 £’000

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

871 20 69 556 1,357 597 19 115 148 2,203

5,520

5,955

2013 £’000

2012 £’000

99 158 216 473

48 122 388 558

Total 2013

Total 2012

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

6,428 20 259

1,588 -

303 53 -

303 8,069 20 259

501 8,920 14 220

Total costs of generating funds

6,707

1,588

356

8,651

9,655

Costs of charitable activities Communities Greenspace Health and well-being Employment and skills Restructuring costs

1,053 3,506 1,166 1,842 -

567 1,887 629 994 -

384 1,275 425 672 -

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

3,820 7,417 1,594 3,823 844

Total costs of charitable activities

7,567

4,077

2,756

14,400

17,498

14,274

5,665

3,164

23,103

27,223

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:

Staff £’000

Premises £’000

Other £’000

Total 2013 £’000

Total 2012 £’000

1,038 2,622

302 468

248 987

1,588 4,077

2,815 4,519

3,660

770

1,235

5,665

7,334

35 1,715 -

319 -

321 722 52

356 2,756 52

764 3,640 70

1,750

319

1,095

3,164

4,474

2013 £’000

2012 £’000

10 4 4 1,160 19

13 7 20 1,491 48

2013 £’000

2012 £’000

Finance lease charges

Bank interest payable

2013 £’000

2012 £’000

Operational support costs Costs of generating funds Costs of charitable activities

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

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

Interest receivable Bank interest

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Notes to the ﬁnancial statements 9 Staff costs

Staff costs Salaries and wages Social security costs Pension costs

2013 £’000

2012 £’000

12,443 961 425

14,057 1,080 507

13,829

15,644

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

£60,000 - £70,000

2013 Number

2012 Number

£70,000 - £80,000

£90,000 - £100,000

£110,000 - £120,000 (includes restructure costs)

£200,000 - £210,000 (includes restructure costs)

Three employees (one: 2012) earning more than £60,000 participated in a pension scheme. The contributions to the scheme in respect of the above employees amounted to £15,693 (2012: £4,166 relating to one employee) 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: 2013 2012 Number Number Operational Finance and administration

554

526

620

605

2013 £’000

2012 £’000

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 (2012: 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 2013 £’000

2012 £’000

191

202

(202)

(131)

(11)

2013 £’000

2012 £’000

(1,513)

(3,457)

(363)

(899)

Analysis of charge in the year: United Kingdom Corporation taxation charge at 24% (2012: 26%) Over provision in prior year Total current tax (credit)/charge Factors affecting the tax (credit)/charge for the current period:

Outgoing resources and over expenditure before tax Outgoing resources and deficit over expenditure multiplied by standard rate of corporation tax in the UK of 24% (2012: 26%) Effects of: Losses in Charity not deductible Adjustments to tax charge in respect of previous periods Current tax (credit)/charge for the period

554

1,101

(202)

(131)

(11)

71 31

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:

2013 £’000

2012 £’000

Total incoming resources

13,741

14,221

Total expenses expended

(14,755)

(17,796)

(1,014)

(3,575)

Net outgoing resources

The results of the Charity 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.

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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 2012 Additions at cost Disposals

2,925 -

1,229 -

2,776 15 (251)

1,291 3 (3)

8,221 18 (254)

At 31 March 2013

2,925

1,229

2,540

94 95 -

519 91 -

1,976 231 (237)

1,131 50 (2)

3,720 467 (239)

At 31 March 2013

189

610

1,970

1,179

3,948

Net book amount At 31 March 2013

2,736

619

570

112

4,037

2,831

710

800

160

4,501

Cost or valuation

Depreciation At 1 April 2012 Provision for the year Disposals

1,291

7,985

Net book amount At 31 March 2012 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

1,176

2,344

934

6,704

15 (244) 2

3 (3) (3)

18 (247) 27

2,250

1,204

2,117

931

6,502

54 55

498 88

1,643 208

843 27

3,038 378

Disposals

(230)

(2)

(232)

Transfers out to Group entities

(16)

(4)

(20)

At 31 March 2013

109

586

1,605

864

3,164

Net book amount At 31 March 2013

2,141

618

512

3,338

2,196

678

701

3,666

Cost or valuation At 1 April 2012 Additions at cost Disposals Transfers in from/ (out to) Group entities At 31 March 2013 Depreciation At 1 April 2012 Provision for the year

Net book amount At 31 March 2012

NOTES TO THE FINANCIAL STATEMENTS

13 Fixed assets (continued) The figures stated for cost or valuations include valuations as follows:

At valuation 2011

Group Freehold land and buildings £’000

Charity Freehold land and buildings £’000

2,925

2,250

The freehold land and buildings were formally revalued in March 2011. The valuation was performed by an external valuer, DVS Property Specialists, Chartered Surveyors. The basis of the valuation 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

2013 £’000 2,511

2012 £’000 2,511

2013 £’000 2,216

2012 £’000 2,216

Depreciation

(681)

(529)

(563)

(424)

Net book value

1,830

1,982

1,653

1,792

Group £’000 259

Charity £’000 234

109

Cost

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

Net book amount at 31 March 2013 Depreciation provided in the year

14 Investments Charity

Subsidiary undertaking £’000

Cost or valuation At 1 April 2012 and 31 March 2013

500

The investment in TCV Employment and Training Services Limited (formerly BTCV Enterprises 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 (directly) Trust for Urban Ecology (directly)

Ordinary Ordinary

100% Controlled by The Conservation Volunteers

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Accounting year end 31 March 30 September

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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 Trust for Urban Ecology

Principal activity Related trading Charitable conservation work

Place of registration England and Wales 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:

Turnover 34

Administration and other expenses Taxation credit /(charge) Amount gifted to the Charity

TCV Employment and Training Services £’000

Total 2013

Total 2012

£’000

9,065

10,982

(8,349)

(9,427)

716 11 727 (768)

1,555 (9) 1,546 (1,529)

(41)

Net (deficit)/ surplus

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

Assets Liabilities Total net assets

TCV Employment and Training Services £’000

TRUE

Total 2013

Total 2012

£’000

2,744

2,758

3,635

(1,783)

(14)

(1,797)

(2,186)

961

1,449

NOTES TO THE FINANCIAL STATEMENTS

16 Debtors Group 2013 £’000

2012 £’000

Charity 2013 £’000

2012 £’000

2,388

1,994

1,282

1,635

1,037

1,314

772

759

3,493

3,374

2,125

2,451

Group 2013 £’000

2012 £’000

Charity 2013 £’000

2012 £’000

Bank overdraft

697

418

697

418

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

17 Creditors: amounts falling due within one year

Trade creditors

894

985

521

848

Amounts owed to subsidiary undertakings Corporation tax payable

191

202

576 -

184 -

Social security and other taxes

723

757

294

363

Other creditors Accruals and deferred income

71 1,360

72 2,505

59 589

61 1,099

158

129

4,002

5,097

2,795

3,102

Group 2013 £’000

2012 £’000

Charity 2013 £’000

2012 £’000

Amounts due under finance leases

18 Creditors: amounts falling due after one year

Amounts due under finance leases

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

19 Provisions for liabilities Group and Charity

Dilapidations provision £’000

Balance at 1 April 2012

230

Arising in the year

167

Balance at 31 March 2013

397

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Notes to the ﬁnancial statements 20 Borrowings Group 2013 £’000

2012 £’000

Charity 2013 £’000

2012 £’000

(697) (66)

(418) (158)

(697) (59)

(418) (129)

(14)

(61)

(14)

(54)

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

(10) (647) 5,264 4,617

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

(10) (611) 3,598 2,987

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 2013 or 31 March 2012.

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

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

Group 2013 £’000

2012 £’000

Charity 2013 £’000

2012 £’000

105

607 10 722

381 232 701

265 10 300

118 184 322

Unrestricted general £’000 4,493 (1,502) (56) 2,935

Unrestricted revaluation reserve fixed assets £’000 850 56 906

Total £’000 7,768 (1,502) 6,266

Total £’000

22 Restricted and unrestricted funds Group

At 1 April 2012 Net movement in funds Transfer At 31 March 2013

Restricted revenue £’000 1,188 72 1,260

Restricted capital £’000 1,237 (72) 1,165

Charity

At 1 April 2012 Net movement in funds Transfer At 31 March 2013

Restricted revenue £’000

Restricted capital £’000

Unrestricted general £’000

Unrestricted revaluation reserve fixed assets £’000

1,188 72

1,187 (43)

4,040 (1,043)

404 -

6,819 (1,014)

(84)

1,260

1,144

2,913

488

5,805

Net movement on funds of the Charity includes 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. Further details of the restricted funds can be found in the schedule of restricted funds on pages 39 to 44. NOTES TO THE FINANCIAL STATEMENTS

23 Analysis of net assets between funds Group

Fund balances at 31 March 2013 are represented by: Tangible fixed assets Net current assets Long term liabilities Provisions Total net assets Charity Fund balances at 31 March 2013 are represented by: Tangible fixed assets Investments Net current assets Long term liabilities Provisions Total net assets

Unrestricted funds £’000

Restricted revenue £’000

Restricted Capital £’000

Total Funds £’000

2,872 1,381 (15) (397) 3,841

1,260 1,260

1,165 1,165

4,037 2,641 (15) (397) 6,266

Unrestricted funds £’000

Restricted revenue £’000

Restricted capital £’000

Total Funds £’000

2,194 500 1,119 (15) (397) 3,401

1,260 1,260

1,144 1,144

3,338 500 2,379 (15) (397) 5,805

24 Reconciliation of net incoming resources to net cash inflow from operating activities 2013 £’000

2012 £’000

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

(1,513)

(3,547)

12 (8) 467 (7) (8) (119) (1,271) 167

31 (20) 522 (6) 6 1,813 957 190

Net cash outflow from operating activities

(2,280)

(54)

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

2012 £’000 (389) 248 (52) (193) 4,810

2,337

4,617

25 Reconciliation of net cash flow to movement in net funds

Decrease in cash Cash outflow from repayment of finance leases New finance leases Movement in net funds for the year Opening net funds Closing net funds

26 Analysis of net debt

THE CONSERVATION VOLUNTEERS

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Notes to the ﬁnancial statements Non-cash Movements £’000

2013 £’000

(2,149)

3,115

(279)

(697)

4,846

(2,428)

2,418

Finance leases

(229)

161

(13)

(81)

Net funds

4,617

(2,267)

(13)

2,337

2012 £’000

Cash flows £’000

Cash at bank and in hand

5,264

Bank overdrafts

(418)

During the year the Group entered into finance lease arrangements with a capital value at inception of £13,000 (2012: £52,000).

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 £424,000 (2012: £507,000).

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 2013 or 31 March 2012. 38

30 Contingent liabilities The Group is in receipt of income from Europe. The Group takes all reasonable steps to ensure it complies with the terms attaching to the receipt of all European 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 funders 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 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

Balance at 31 March 2013 £’000

(5)

(7)

(4)

(1)

(75)

146

(153)

Balance at 31 March 2012 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. Baily Thomas Charitable Fund Involving adults with learning difficulties in Cornwall in worthwhile, interesting and fun environmental projects that benefit communities and wildlife. Basildon Borough Council Woodland and conservation training within Basildon Borough. Big Lottery Fund (Awards For All/1/010411362): engaging young gypsy travellers in Pembrokeshire, who do not attend secondary education, through a programme of practical environmental activity. 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. 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. Cambridgeshire Community Foundation Parnwell Pride Project (908) National Lottery Fair Share Trust: to engage local residents in a variety of local improvements that addresses anti-social behaviour, green space improvements, sport facilities and social networks. Capital Shopping Supporting Green Gym activities in Renfrewshire. 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 of London Providing horticultural work training and business support to young offenders in London. City of York Council Big Tree Plant - Green Gym project . Local Food: creating a Natural Heart in the East of Leeds. Coalfields Regeneration Trust (16792): using a specialist engagement programme designed to create supported pathways for individuals and families, building on previous programmes and as a precursor to training and employment. Balance carried forward

THE CONSERVATION VOLUNTEERS

Incoming Resources resources expended

19 20

(16) (6)

3 14

(43)

(15)

(22)

(36)

(31)

(3)

3 10

(2)

3 9

(45)

480

(464)

103

Help usgrow

Schedule of restricted grants

Balance brought forward Community Foundation Tyne & Wear and Northumberland CNL Young Peoples’ Fund: training and volunteering project for young people in and around Ashington and Blyth. Himalayan Balsam: working with Tyne Rivers Trust and Northumberland County Council to remove invasive Himalayan Balsam from strategic areas of the Tyne catchment area. Southwest Tyne and the Allen Valleys: increasing knowledge and understanding of the role traditional skills have in maintaining the unique character of this area and teaching skills to a new generation. 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 Health Outdoor Activity Clinics (1759643). East Sussex County Council Health Walks: to support people who experience health inequalities to lead healthier lifestyles through a programme of health walks. To deliver the “Inspiring People. Improving Places “ project within the Weald Forest Ridge Landscape Partnership Scheme. 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. Ecorys UK Ltd Environmental Training and Learning: to develop learning resources and assessments. Eon UK Chase Hill 1: management of Chase Hill Wood, Killingholme in North Lincolnshire. Esme Fairburn Foundation (Natural Talent Scheme 11-2583) To provide new professional specialists for the conservation of less charismatic plants and animals. To support establishment of a community food growing network in Worlsey. 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. Greater London Authority Clean up events in London between April and June 2012. Groundwork

Balance at Incoming 31 March 2012 resources £’000 £’000 87 480

Balance at 31 March 2013 £’000 103

(5)

(14)

(50)

(47)

(26)

(12)

(6)

132

(80)

(9)

(60)

(4)

(11)

(8)

159

20 -

(20) (60)

(2)

(1)

(11)

(50)

290

1,030

(992)

328

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

Resources expended £’000 (464)

SCHEDULE OF RESTRICTED GRANTS

Balance brought forward Groundwork London To plant 6,000 trees as part of The Big Tree Plant. Groundwork Wales Blue Green Gym programme. 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. Green Giant (YR-10-008885): to provide a programme of conservation activities to a core group of young people aged between 13 and 25 years 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. 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 selfsustaining community group and increase awareness of biodiversity and social history of the site. The Nature of Industry (YH-10-03210): to deliver an education and conservation heritage project based at Skelton Grange Environment Centre 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 protect 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. Highland Council Dingwall and Seaforth Ward Discretionary Fund To support Dingwall Green Gym. Intu Properties Liberty International plc (Harlequin) To support Watford Green Gym. Joseph Rowntree Foundation Buddy Up Green Group: training volunteers and staff time for a local conservation group in York working together on a regular basis. Lancashire County Council (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. The completion of other projects to help mitigate the impact of landfill on local communities. Balance carried forward

Balance at Balance at Incoming Resources 31 March 2012 resources expended 31 March 2013 £’000 £’000 £’000 £’000 290 1,030 (992) 328 -

(25)

(29)

(8)

(26)

(4)

(18)

102

(102)

(20)

222

(222)

(18)

(25)

(10)

(16)

(5)

(15)

(5)

22 -

(13) (2)

9 38

118

(182)

(28)

(7)

545

1,713

(1,747)

511

THE CONSERVATION VOLUNTEERS

Help usgrow

Schedule of restricted grants

Balance brought forward Department for Social Development Laurel Glen horticultural maintenance and management. Leeds City Council (167451) Creating a Natural Heart in the East of Leeds. 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. 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. North Norfolk District Council Natural England (90030): to enable socially excluded or disadvantaged people in the district to have increased opportunities to enjoy, engage and benefit from the natural environment. Northern Ireland Environment Agency Biodiversity (GAV1/57 Vol 2): to undertake habitat management Challenge: Ballysillan Community Allotments. Challenge: sand dune management at Tyrella. Challenge: sea buckthorn eradication at Bann Estuary. Northern Ireland European Social Fund Training for Employment Programme (2007 - 2013). 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. Pfizer Limited (PUKF/WP170978/1105/SOP1996): to address the 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 Coleraine and Derry community development. Public Health Agency Green Dig It and Eat It programme

Balance at Incoming Resources Balance at 31 March 2012 resources expended 31 March 2013 £’000 £’000 £’000 £’000 545 1,713 (1,747) 511 -

(35)

(15)

(18)

(5)

231

(155)

(20)

(52)

(90)

120

(120)

(18)

10 4 2 4

(10) (4) (2) (4)

153

(153)

283

526

(748)

238

(44)

194

(11)

(20)

(75)

3 86

(3) (70)

(44)

892

3,519

(3,463)

948

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

SCHEDULE OF RESTRICTED GRANTS

Balance brought forward RSWT CFC Oadsby & 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. 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. The Forum for Environmental Volunteering Activity (FEVA): managing environmental volunteering support project. 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. FEVA Volunteer Managers Development Project: To develop the capacity of volunteers by involving organisations in the environment sector Scotland Counts (41648): biological recording. Forestry Commission Scotland (Community Seedcorn Fund) Community Woodland Project including school and community events, volunteering days and workshops at Magic Wood Balmedie. Stavros Niarchos Foundation Extension of the Carbon Army project throughout Europe. 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. Balance carried forward

Balance at Incoming Resources Balance at 31 March 2012 resources expended 31 March 2013 £’000 £’000 £’000 £’000 892 3,519 (3,463) 948 -

(51)

(30)

(38)

(98)

(27)

20 25

(33)

(30)

21 36

(6) (36)

15 -

(34)

339

(339)

(4)

(10)

(5)

(53)

(22)

135

209

(323)

(3)

1,057

4,699

(4,605)

1,151

THE CONSERVATION VOLUNTEERS

Help usgrow

Schedule of restricted grants

Balance brought forward Voluntary Action Fund My Journey: to engage young people in the Conservation Leader programme. Volunteer Centre Camden To provide new volunteering opportunities for young people (14-17 years) in Camden through a nature conservation project. Wakefield District Council Seedling Project: to run a community engagement programme around food growing. Hanson Aggregates South Wales Ltd Grant for improvement to Forest Farm Site. Welsh European Funding Office Family Employment Initiative (80044): West Wales and the Valleys Convergence Operation. 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. York Community Pride BUGG (Buddy Up Green Group): to support materials costs for a local conservation group working together on a regular basis. Other restricted revenue grants and donations

Balance at Incoming Resources Balance at 31 March 2012 resources expended 31 March 2013 £’000 £’000 £’000 £’000 1,057 4,699 (4,605) 1,151 -

(8)

(16)

(2)

(9)

(10)

(22)

(2)

117

902

(925)

Total restricted revenue funds

1,188

5,671

(5,599)

1,260

Restricted capital funds Charity TRUE TCV Employment and Training Services Limited Transfers between funds

1,187 28 22 -

37 (28)

(79) (28) (2) 28

1,145 20 -

Total restricted capital funds

1,237

(81)

1,165

Total Group restricted funds

2,425

5,680

(5,680)

2,425

Restricted capital funds held by TCV Employment and Training Services are in respect of the installation of a lift at Bessemer House, Sheffield. Transfers between funds represents the gifting of restricted capital funds held by TRUE to the Charity on 1 April 2012.

SCHEDULE OF CONDITIONAL GRANTS

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

Ann Jane Green Trust

John Scott Trust

St Katherine’s Trust

Aylesbury Vale District Council

Leeds City Council Parks and Coutryside Service

The Economist Charitable Trust

Belfast Health and Social Care Trust Buckingham Town Council Buckinghamshire Community Foundation

Leeds Community Healthcare NHS Trust Leeds Transformation Programme Linley Shaw Charitable Trust

The Landfill Communities Fund The Leslie Mary Carter Charitable Trust The Roger Vere Foundation WCVA - Volunteering in Wales Fund

Clark Bradbury Charitable Trust

London Borough of Croydon

Colchester Borough Council

Maidstone Borough Council

Countryside Council for Wales

Mushroom Trust

Doris Field Trust

Wixamtree Trust

Environment Wales

North Lanarkshire Environmental Key Fund

Falkirk Environment Trust

Norwich City Council

WREN

Fitzmaurice Trust

Oldham Council

Four Winds Trust

PF Charitable Trust

Glasgow City Council

Reaching Communities (CLIP)

Havant Borough Council

Reading Borough Council

Health Promotion Division (Welsh Assembly Government)

Royal Borough of Windsor & Maidenhead

Heathrow Community Fund

Sandwell Primary Care Trust

Hugh Fraser Foundation

Score Environment

J & K Wilson Trust

Scottish Government: LEADER

John Laing Charitable Trust

Sefton Primary Care Trust

Welsh Government - Local Environmental Quality Improvement Fund Wragge & Co

South Oxfordshire District Council

THE CONSERVATION VOLUNTEERS

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THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2012-13

THE CONSERVATION VOLUNTEERS

Help usgrow

The Conservation Volunteers is one of the largest, most dynamic and effective volunteering organisations in the UK. TCV works together with people and communities to transform their health, prospects and outdoor places for the long term. Last year we worked with over half a million people to improve the places in which they live. Now more than ever, vital local green space is under threat from cuts to public funding. Nature, and the enjoyment green spaces bring, are being lost from the heart of our local areas. 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/getinvolved/donate

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) T R U S T E E S ’ A N D D I R E C T O R S ’ R E P O R T