TCV Annual Report and Financial Statements 2014-2015

The Conservation Volunteers The Community Volunteering Charity

Annual Report and Financial Statements 2014-2015

Join in, feel good Registered company number 976410 Registered charity in England 261009 and Scotland SCO39302

In 2014-15 TCV:

Contents From the Chair

4

From the Chief Executive

5

How did we do?

6

Green Gyms

8

Natural Talent

10

Community Builder

12

Trustees’ and Directors’ report

2

Worked with 10,941 regular volunteers Worked on 1,996 sites Delivering: 151,882 Volunteer workdays 911,292 Volunteer hours

In 2014-15 TCV Employment and Training Services: Helped 1,100 people into sustainable jobs Helped 900 people increase their skills

Our objectives and activities

14

Strategic report: achievements and performance

14

Strategic report: financial review

14

Strategic report: plans for future periods

15

Strategic report: principal risks and uncertainties

15

Policies

16

Structure, governance and management

16

The Board of Trustees

16

Trustees’ responsibilities for the financial statements

17

Trustees and advisors

18

Our Trustees

19

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

20

The primary statements and related notes

21

June

Schedule of restricted grants

39

Health for Life – community partnership in action

Schedule of conditional grants

45

April TCV welcomes Jonathon Porritt as President Having been a Vice-President of TCV for a number of years, Jonathon became TCV’s new President, taking over from The Lord Norrie.

Jonathon is one of the UK’s leading voices in sustainable development and he is particularly interested in the contribution TCV makes to promoting better health for individuals and heightened wellbeing for communities.

Mondelēz International funds TCV’s delivery of their Health for Life in the community programme. This programme is working with 12 local communities to actively grow food on spaces in South Birmingham. The success of this partnership has helped TCV support the Health Education Service in the delivery of the Health for Life in secondary schools programme. On p12 you’ll find out more about the communities and schools taking part and why they are passionate partners.

May Expertise in Volunteer Management and Leadership In May, TCV was in very good company when asked to contribute to a national commentary piece in the Financial Times. Julie Hopes (CEO) led the discussion on why leadership skills and good volunteer management are the backbone of the work across the not-for-profit sector, giving a strong voice and weight to the essential work TCV volunteers and beneficiaries do.

July Green Gyms by Royal Appointment The Prince of Wales and The Duke of Cambridge enjoyed the lovely surroundings of the Oasis Green Gym Garden when they visited the Oasis Leisure Centre in Camden on 9 July. TCV volunteers put in many extra hours to ensure the Gym looked its best for the Royal visit and it was chosen as the venue for the Royal reception and speeches. Well done to all concerned.

Each week the Green Gym volunteers share the produce grown and donate the surplus to the local St Mungo's Homeless Hostel.

August David celebrates 50 years of volunteering at TCV David Slater is one of TCV’s longest serving volunteers with 50 years under his belt.

Volunteering for TCV has undoubtedly been momentous in David’s life and half a century of experiences later, he advises anyone considering volunteering for TCV to 'go for it!'.

September

October

Continued support from People’s Health Trust launches new TCV Local People Programme

A bumper harvest by the young people of Lewisham – learning new skills whilst helping others

The new TCV Local People Programme aims to build healthier, happier communities, thanks to the continuing support of People’s Health Trust.

In September, TCV was awarded £0.7m to deliver new projects in six locations across England and Scotland. The programme aims to support communities to have genuine control of local projects which address the wider social influences on health inequalities. TCV is proud of the continued support from People’s Health Trust.

Hear more about David’s story on p4.

November

December

Top award from the World Health Organisation (WHO) for TCV’s ‘Growing Communities’ in Belfast

Helping kids grow – the perfect Christmas present

TCV won the 'Healthy Places' Award as part of Belfast’s WHO Healthy Cities initiative. The award was for the project that best positively affects people’s lives, their health and wellbeing and whilst tackling disadvantage and inequalities. TCV’s winning project 'Growing Communities' was awarded top marks for its contribution to addressing health and equality, while also supporting the environment and the economy.

As part of TCV’s drive to get the next generation of TCV-ers growing, a website encouraging our junior gardeners and conservationists was launched, as well as a partnership with Moshi Monsters, providing a range of tools and seeds for little green fingers and hands! Available on the TCV website all year round with a linked website with lots of hints and tips.

See www.tcv.org.uk to be inspired.

January A big ambition for 2020 – a Green Gym within ten minutes of every UK home Green Gym participants represent the whole spectrum of the local community and the Department of Health in England recognised the importance of Green Gyms by awarding TCV a development grant. This grant from the Government, working with its charity partner, NESTA, will help TCV reach its 2020 goal. To read more about those who join in and feel good about their Green Gyms, go to p8.

Over 160kg of produce was grown at the Firhill Allotments by a group of young people from the Lewisham Youth Offending Service, who work in partnership with TCV on an unused allotment donated by Lewisham Council. The project supports young people to learn new skills, whilst helping to support others within their community. The food they grew was donated to the Melliot Family Centre and they provided the equivalent of enough food for over 2,000 meals.

3

February

March

From seaside to loch-side

Transforming Community Energy into Green Impact

Two major projects involving TCV in Hampshire and Glasgow got underway. In Hampshire TCV won funding from the Coastal Communities Fund to develop the 60 mile Solent Way Coastal Path, in partnership with local communities and schools, providing training and employment opportunities as part of the project. Meanwhile, in Glasgow, TCV became part of the Seven Lochs Wetland Park Project, a proposed new 20 sq km heritage and nature park. Progress is being made in developing plans with the Glasgow and Clyde Valley Green Network Partnership after initial funding from the Heritage Lottery Fund was granted.

THE CONSERVATION VOLUNTEERS

Looking forward into next year TCV announced a new partnership with OVO Energy and expanded our volunteering programme with The Royal Bank of Scotland. The partnerships will improve hundreds of sites across the UK over the next two years. These improvements will benefit thousands of local people who use these places for recreation, relaxation or simply to enjoy the natural environment around them.

TCV brings community building expertise to the partnerships, enabling OVO Energy and RBS to connect with their customers at a local level.

Stronger communities

From the Chair

I

am delighted to introduce our Annual Report for 2014-15, and I hope that you enjoy reading about The Conservation Volunteers’ full range of activities and extraordinary impacts, as well as our future plans. I particularly hope that you will be as engaged and affected by people’s real stories as we have been. It is the very practical and human effect of what our people and volunteers do every day, day in and day out, that inspires us to want to do more and more.

This has obviously been another very eventful year – from political, social and environmental points of view - and for society generally, as well as for TCV.

4

Whilst the UK economy has stabilised and grown in some sectors, there is obviously still uncertainty in many others, particularly including public sector funding. Challenges continue for our traditional sources of funding, and demands for our work has become more pressing against the many social, health and environmental challenges society faces; we are having to adapt and innovate in how we organise and fund ourselves to deliver that.

In this report, you will read about our exciting developments on Green Gyms, the evolution of our training and skills programme - Natural Talent - and on our Community Builder programmes. You will

also read about the new ‘Our Plan 2020’ and structure the management team has been implementing to enable all this to happen in the most effective and efficient way. Change is always challenging, but every organisation has to face up to what’s happening in the real world and make plans to accommodate and move forwards. Some of these changes have involved short term reductions in income and we have had to plan our resources carefully. I am very grateful for all the work by Julie Hopes and the leadership team for how they have managed this.

I am exceptionally grateful to all our funders and partners for their support and encouragement in all that we’re doing. Our Vice Presidents, Ambassadors and now our wonderful President Jonathon Porritt have been so generous with their time, advice and wisdom. You will read later about David Slater, whom we are proud to have had as one of our longest standing volunteers (and who also works so hard for our Chestnut Fund) for 50 years and counting!

time on governance and policy issues.

It demands ever higher levels of professionalism and efficient processes.

However, I know I speak on behalf of the Board when I say that the highlights of our meetings are always when we get to visit our projects and see our volunteers and people doing their brilliant work.

There is something about the purpose and the very nature of TCV that gets in the blood and inspires people from so many backgrounds and experiences, from coastal paths to community gardens and all our locations. We want to have healthier, happier communities everywhere, and I know that this sentiment is shared across all our people, volunteers and supporters.

It makes us all want to ensure that we can do more and more of this work. Thank you so much to everyone for all your support, and long may it continue!

With very best wishes

I am also really pleased with the quality, contribution and commitment of our Trustees and Board, and thank them very much for all their input over the year.

On the Board of any organisation these days, whether charity or otherwise, you obviously have to spend considerable

Rita Clifton CBE Chair

50 years of TCV – A lifelong passion David is one of TCV’s longest serving volunteers with over 50 years under his belt, and is still going strong. Having volunteered in a number of roles throughout the years from practical projects to starting TCV’s Chestnut Fund in 2001, which helps community groups across the country to start up, to serving on TCV’s many committees and boards over the years, David’s working, volunteering and rich personal insights are interwoven with TCV’s history and heritage. Here, he tells us of his lifelong TCV adventure:

“What I really liked about TCV is that it provided me with new, wider and bigger challenges – I learned to do things I never had before. The activities vary a lot too, which keeps it interesting. And on top of all this, TCV is a great way to socialise and meet people from all walks of life.

“I always loved the countryside and being outdoors, and that’s what attracted me to TCV back in 1964.

“It’s not only about a project here and a project there, it’s also about the overall picture. I feel lucky to have been part of a huge positive change over the last 50 years. I have seen communities being transformed for the better and feel I have had a part in that.

“When I was young, I was an active member of the scouts, and by chance, I ended up working on a joint project with TCV. I remember thinking it felt good to actually do something worthwhile, where I could see the positive effects my work had on the local environment.

“I really enjoy it. It’s been 50 years and I don’t plan on stopping any time soon!

“From my perspective, volunteering with TCV has taught me a lot of practical skills, from learning how to clear a path or moat, to building a bridge!

people, and with TCV, I have met people from all kinds of backgrounds - it’s something I love. I really believe that it is this diversity that makes TCV so unique and makes the experience so great.

“You learn how to work with very different people too. Volunteering with TCV has taught me far more than any management course I ever went on and I learned some transferable skills that I was able to use in my career.

“I really can’t stress the importance of the social aspect of volunteering; I have made great friends and made some really interesting people… including my wife.

“We were both working on a project in London, and decided to spend our lunch break at the Prince Albert pub in Regent’s Park. And the rest, which is 31 years together, is history!”

“One of the reasons I started volunteering for TCV was the chance to meet new

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2014-15

From the Chief Executive Moving forward in 2014-15

E

very day TCV works across the UK to create healthier and happier communities for everyone communities where our activities have a lasting impact on people’s health, prospects and outdoor places.

We recognise that each community and the people living there have different needs. Whether improving wellbeing, conserving a well-loved outdoor space or bringing people together to promote social cohesion, combat loneliness or enhance employment prospects, TCV works together with communities to deliver practical solutions to the real life challenges they face.

And 2014-15 has been no different. This last financial year has been a pivotal year for the organisation. We developed and began the implementation of 'Our Plan 2020' which will deliver a TCV that is better able to meet the challenges facing it and enable it to create greater impact and lasting outcomes for our volunteers and beneficiaries.

Within this year's Annual Report and Accounts you’ll find highlights and updates of what we achieved in the year, and some amazing and heartfelt stories told by those who we have worked with.

Securing long-term sustainable funding remains one of the key challenges facing TCV and this is becoming an increasingly competitive environment. So it is vital that we are able to explain what we do in working with communities in a simple and compelling way – demonstrating how we can deliver a significant multiplier in their investment for our funders and the greatest impact for our beneficiaries.

We have focused our activities under three umbrella services that provide a clear explanation of the work that we do. The first of these is the long established Green Gyms – natural exercise for community health that transforms the health of the participants and the green spaces that they create or maintain. The second is Natural Talent – new skills for sustainable careers. TCV has worked with thousands of people to gain valuable qualifications and to help them into work by providing guidance, support and training. The third is Community Builder – ongoing support for stronger communities.

In combination with a variety of partners and funders we work to provide the “glue” needed to ensure that communities continue to thrive as they develop and grow.

Bringing all of this work together in 201415 has demonstrated that TCV is here for everyone and that our goal is to create healthier and happier communities with a lasting impact. It is a very simple philosophy with old fashioned values at its heart but our work has never been more needed.

Having developed these compelling services, we have had to make some tough choices to ensure we have an infrastructure and leadership in place to achieve our ultimate goal. This has needed decisive and incisive planning.

2014-15 has been a year where we have:

• developed the leadership skills across TCV so we can better equip our teams to deliver for our volunteers and customers • remained focused on combating isolation and social exclusion by providing a place to be part of, where everyone can join in and feel good For over 50 years we have adapted our work with volunteers to reflect the changing needs of communities in the UK; by giving people a sense of purpose and belonging, we have empowered them to take control of their lives and outdoor spaces for the benefit of all. So whilst we may have changed how we describe and organise ourselves, this has not changed the fundamentals of what we do and what makes TCV “tick”, demonstrating that our inclusive approach has remained consistent, bringing people and places together to create healthy, happy and connected communities for everyone.

The following pages will tell the stories of the last year and I am very proud and humbled by the many people I meet who work and volunteer with us. It seems unfair to ever pick one volunteer to sum up what TCV is about, but this year David has astounded and inspired all of us with his lifelong commitment to being a TCV Volunteer. David has volunteered for over 50 years and even met his wife through TCV, as she was a fellow Volunteer. You’ll find David’s story in his own words on page 4 and like me, I am sure you’ll be amazed by it.

Without our volunteers we couldn’t do this amazing and inspiring work. These are a fraction of the stories I hear. I wish we could tell them all.

Thank you!

• invested £0.7m during the year to build a more resilient TCV • achieved Living Wage employer status • delivered against our plan for reserves generation by adding £0.5m to our reserves since 2013. The overall 2 year increase was the net effect of increasing reserves in 2013-14 by £1.2m and investing £0.7m of this increase in to the group in 2014-15. Page 14 provides further details.

Julie Hopes CEO

• developed a more sustainable approach to long term partnership funding • through ‘Our Plan 2020’ created a new 5 year plan for 2020

Healthy and happy communities for everyone

5

How did we do in 2014-15?

T

he 2014-2015 financial year was a significant one for TCV during which the organisation focused on the development of a new strategic plan - 'Our Plan 2020' - a plan developed to ensure TCV continues to provide critical support to its beneficiaries’ health, prospects and outdoor places for the long term.

'Our Plan 2020’ was informed by detailed research with our colleagues, volunteers, beneficiaries and partners. This insight was used to create a new vision and purpose for the organisation, which accurately and succinctly describes TCV’s impact.

Our Vision: We want Healthier and Happier Communities For Everyone.

Our Purpose: We will work together with people, communities and partners to deliver practical actions that have a lasting impact on people’s health, prospects and outdoor places.

6

TCV also identified three core strategic actions focused on driving the change it needs to see: Best of TCV – We will aim to work more effectively as a national organisation with a ‘local flavour’ so we can deliver longer term agreements, with greater impact, whilst continuing to focus on making a difference to local communities.

TCV People and Places – We will work in bigger teams and collaborate across wider areas. TCV will cluster premises together to form Places, and use some of its larger premises as TCV Centres, where people can come together to share good practice.

TCV Looking Outwards – We will develop new partnerships and build on existing ones, and develop clear policy positions for our three core services: Green Gyms, Natural Talent and Community Builder.

Alongside these strategic developments TCV maintained its ongoing focus on delivering its six Organisational Goals

Goal 1

Work together with people and communities to transform their health, prospects and outdoor places for the long term A significant project was undertaken by TCV in 2014-2015 with the New Economics Foundation (NEF) to measure TCV’s Social Return on Investment. In future years this will enable the organisation to demonstrate the individual outcomes of its activities and, more importantly, be able to quantify accurately the scale and range of impact to a wide range of stakeholders.

As part of the project testing, an analysis was undertaken using our 2013-14 activities. The financial benefits are shown in the table below.

Physical health and wellbeing £10,758,357 Social connections £2,560,877 Knowledge, employability and behaviours towards the environment £3,580,442 Total Impact Volunteering £16,899,676 Total Wider Society – Understanding the value of avoided air pollution and greenhouses created through improvements to outdoor places. £333,934 Total - £17,233,610 In other words TCV delivered more than twice its income in value to communities across the UK, in these two areas alone.

Goal 2

Be a resilient organisation 2014-2015 saw continued investment and focus on people, technology and infrastructure. All key foundations to ensure the success of ‘Our Plan 2020’.

TCV delivered a new financial plan supported by a robust approach to procurement practice. As a result, in a challenging financial year TCV delivered our strategic target of increasing reserves by £500,000 over the period of 2013-2015 (before investment in ‘Our Plan 2020’ implementation). We also made a number of other critical investments including becoming a Living Wage employer. See page 14 for further details of the in-year movement.

Goal 3

Be a great place to work In 2014-2015 the Great Place To Work plan was implemented, creating a new and regular forum to enable TCV’s people to shape and inform key developments in the organisation.

This was underpinned by a renewed focus on internal communication to ensure the effective flow of clear and consistent information across the organisation and to encourage staff engagement. This ability to communicate effectively will be further developed in 2015-2016 particularly by TCV’s leaders who will have a key role in the successful delivery of ‘Our Plan 2020’.

TCV also became accredited as a Living Wage employer, which saw everyone aged 18 and over receive a minimum hourly wage, which reflects the real costs of living.

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2014-15

In 2014-15 TCV:

Worked with 10,941 regular volunteers Worked on 1,996 sites Delivering: 151,882 Volunteer workdays 911,292 Volunteer hours

Goal 4

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

In 2014-2015 TCV undertook a volunteering survey to understand current levels of satisfaction amongst our volunteers. 92% of volunteers rated their experience with TCV as either excellent or good with 95% stating they would recommend TCV to others.

Detailed feedback from this survey will be used to further enhance our successful volunteer proposition which is being developed in 2015-2016, although suggested improvements to the volunteer website experience have already been implemented and sharing of good practice is now taking place more regularly across the organisation through a forum of volunteer managers.

Goal 5

Have customers who love us Retaining and attracting new customers is essential to growth and 2014-2015 delivered some success in this area but with recognition that there is a significant opportunity to create further improvement.

Partners such as Mondelez International, People's Health Trust, RBS, National Grid and Intu Properties plc continued their invaluable support and new support was won from a number of other partners and funders.

This included significant funding from NESTA and The Cabinet Office to support TCV’s Green Gym programme and a new tree planting partnership secured with OVO Energy.

Goal 6

Be better known and supported for the value we deliver Raising the profile and awareness of the core work TCV undertakes with its beneficiaries, and having a public voice to drive policy and change at national and local levels, is essential to winning support and achieving Goals 1 to 5.

A plan encompassing press, public relations, marketing and social media activities was developed and executed in 2014-2015. This saw a 73% increase in media mentions, a 27% increase in social media mentions and TCV winning a total of eight awards. Highlights include; the ‘Healthy Places’ award as part of Belfast’s WHO Healthy City’s initiative, Kent Wildlife Trust Award, Unesco Award won by Scotland TCV, Gold Award for best Education Project at Land Trust Site Awards, Festival Gardens, Horticulture Week, Green Flag Community Award Winners (various sites) and ‘Outstanding’ Award in the It’s Your Neighbourhood Section of the RHS South and South-East in Bloom ceremony.

Key journeys on the website were enhanced to improve both search performance and the customer’s online experience.

In 2015-2016 a new policy strategy will be developed to increase TCV’s influence and reach at a national and local government level and our stakeholder strategy will be further developed.

Moving on to 2020 One of the key pieces of strategic work completed this year by TCV has been the development of 'Our Plan 2020' based on our understanding of the challenges facing UK communities, how we will work together with those communities, what our commitment is and how we will deliver the health and wellbeing impacts which underpin every part of our work.

Moving forward, TCV’s three main programmes will be further developed to increase TCV’s reach and impact across the UK. These are: • Green Gyms which benefit both the health and wellbeing of participants and the countless people who enjoy these well-managed outdoor places in the heart of their community.

• TCV’s Natural Talent programme which works with people of all ages and backgrounds to learn in a different way. By reaching out to those who find learning difficult in a traditional setting, and giving them the opportunity to develop skills, knowledge and confidence in a different space, TCV helps everyone on the programme to fulfil their potential.

• TCV’s unique Community Builder programme which encourages people to take an active role in the creation and development of their community’s unique needs and helping those who have felt disengaged at a local level to feel part of something engaging and positive.

Through these services, TCV will continue to provide creative solutions to the challenges faced by people across the UK who can often find themselves indoors, inactive and isolated.

In the following pages you can find out more about the people TCV has worked with in the last year and the communities helped.

In order to improve the way in which TCV manages its relationships with customers and donors we have invested in the business development function to upskill the team and to provide a new Customer Relationship Management system.

Healthy and happy communities for everyone

7

Green Gyms – Natural Exercise for Community Health

T

his last year has been a momentous one for TCV’s Green Gyms. Funding to develop the Green Gym movement has been secured and over the next five years, support from partners and funders will allow TCV to significantly grow the number of Green Gyms we can offer and make huge strides towards our ultimate goal: a Green Gym within ten minutes of every UK home.

Green Gyms – where health and fitness meets conservation 8

Imagine a free outdoor exercise class where people are not just working on their own health and fitness but also helping to create brand new green spaces in their towns, or transforming the UK’s community parks and woodlands. That, in a nutshell, is a TCV Green Gym.

Always inclusive Green Gyms create a mutually supportive environment where every member of the community will always find a welcome.

In 2014-15 TCV drew up ‘Our Plan 2020’ and Green Gyms play a significant part in delivering that plan.

Green Gym participants represent the whole spectrum of the local community: old, young, working, retired and unemployed. Some come because they want to get fitter. Some join in because their local health practitioners have referred them or because they’d like to improve their job prospects. And it’s clear that attendance soon becomes an important part of a participant’s social life and support network.

In research carried out in 2014-15 into how volunteering with TCV can change attitudes and behaviours, the following changes were reported by volunteers [Western Gym Evaluation 2014-15]: • 71% increased the amount of household waste they recycled • 92% said volunteering on a Green Gym is an overwhelmingly positive experience

• 90% said they learnt something new, and 98% said they wanted to do it again • 67% said they had made dietary changes after being involved in food growing projects • 74% said volunteering gave them a greater sense of responsibility The Department of Health in England has recognised that Green Gyms have a significant impact on the health and wellbeing of those who take part and, in early 2015, TCV was awarded a grant from the Cabinet Office, working with its charity partner, NESTA. “I’m delighted to announce our investment in Green Gyms through the Centre for Social Action. Thanks to the Cabinet Office and NESTA, this funding will create over 600 Green Gyms nationally supported by a network of dedicated staff, helping to create healthier and happier communities.”

Rob Wilson, Minister for Civil Society

Why Green Gyms are part of the TCV plan • A survey of 5,000 participants indicated an average of 120 minutes' activity per week towards the government’s recommended 150 • Our ‘Health for Life in the community’ programme found that 43% of participants increased their consumption of fruit and vegetables from 1.8 to 4 or more portions a day • An independent evaluation of Green Gyms by Oxford Brookes University shows that health improvements are greatest amongst those with the poorest health. According to this research, participants with poorest health are nine times more likely to maintain or improve their health scores compared to what happens to the average of all participants • The same study found that volunteers with the lowest mental health scores were three times more likely (than the average participant) to maintain or improve their initial scores. Over three-quarters of respondents agreed they had become more confident since joining the programme

case study

TCV’s 2014-15 wish: a Green Gym within ten minutes of every UK home

Peter’s Green Gym journey After having dropped out of university and several career changes Peter struggled to gain employment, so decided to gain some experience by volunteering. The best option available to Peter was Camden Green Gym as it was easy to access and the sites were local.

Even so it took Peter a week or so to pluck up the courage to go along and join in his first session. He was encouraged by seeing another enthusiastic volunteer start the volunteer leader training and decided to get more involved.

“I started spending days in the office learning about data entry and progressing from there. I’d never done a day’s office work in my life - it was all completely new to me, and I loved it. I was really well supported by TCV staff and volunteers and I learnt an incredible amount.”

In 2013 TCV received a grant from Volunteer Centre Camden to set up a new Green Gym to engage young volunteers, aiming to create a self-sustaining resilient community group and Peter began working on developing the new Green Gym. This experience stood him in good stead.

Peter says,

“18 months later a job came up as a project assistant with TCV. I applied, not feeling confident, as it was the other side of London in an area I had no local knowledge of, but it was a great vote of confidence when I was offered the job. More recently I have moved back to my local area as Camden Green Gym Project Officer.

“Helping other people and seeing their development is incredibly rewarding, with people like myself coming out of their shell, and people with severe depression starting to regain control of their lives. We work with so many different people from all walks of life. It’s why I love my job - expanding the reach of the project and being able to help more people, communities and wildlife.”

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2014-15

Derek’s Health for Life commitment Derek volunteers in the Health for Life programme at TCV’s Manor Farm Park space, joining in with Green Gym sessions there every Tuesday.

He has previously worked on a number of TCV projects throughout the Sandwell area and has been a key volunteer for the past two years. After suffering with some mental health issues in the past, Derek has found that volunteering has helped him cope with the problems he faces.

Derek said, of his Green Gym experience,

"I have found that being part of a team and forming friendships with the other volunteers has really helped me.

I have been able to discuss my issues with other people and working outdoors has given me a relaxed atmosphere to learn new skills and be able to help others. I really like being able to help others and with the skills I have learnt from being part of the TCV Green Gym I now lead a group of volunteers to support food-growing in our local area.”

9

Derek continues to volunteer on a regular basis with TCV and is looking forward to a bright future with the new friends he has made.

case study

case study

138 Green Gyms across the UK and in 2014-15: 95% of Green Gym participants learnt brand-new skills such as horticulture, construction and team-leadership 70% of new Green Gym recruits are still active after 6 months 92,874 took outdoor exercise 4,714 volunteers achieved the Government recommended amount of exercise

Vicky’s Story “After a period of massive upheaval in my life I was suffering with depression, anxiety and panic attacks.

Under the guidance of the Green Gym Project Officer my abilities and confidence grew and I was able to successfully apply for a job – a massive step for me.”

Vicky, a volunteer from Waltham Forest Green Gym, now TCV’s Schools & Community Education Project Officer.

Healthy and happy communities for everyone

Natural Talent – new skills for sustainable careers

T

CV works with people of all ages and backgrounds to ensure everyone has the opportunity to realise their potential.

The TCV approach supports the development of a wide range of skills from core numeracy and literacy through to hands-on conservation experience.

In 2014-15 this was delivered through bespoke training activities, and by working and learning together in the outdoors, helping people gain the practical, transferable skills and experience they need to support their personal aspirations.

Employment and Training Services

10

TCV helped thousands of people last year achieve new skills and qualifications, helping them on their journey towards sustainable employment. This is done through TCV Employment and Training Services Limited, which was established in 1985 to provide training and support services throughout England and Wales.

Supporting customers – overcoming barriers

Building skills in the conservation sector

Many of TCV’s customers are affected by barriers to employment and progression - disability, mental illness or lack of qualifications – often resulting in longterm unemployment. The expert TCV team works with each person to develop a personalised action plan, created to meet his or her individual learning, development and support needs.

An example of this work is the HYPE programme, which helps young people build confidence and skills and TCV works with them to find what is often their first career move.

TCV provides a range of practical programmes to create, support and develop skills in conservation.

Hannah and James’ stories feature on these pages. Whilst TCV’s approach is very much centred on the needs of the individual, we ensure their development is closely aligned to the needs of local employers.

These include employability courses with a horticulture focus for those who have experienced or who are at risk of longterm unemployment. These courses allow people to develop confidence, resilience and skills through taking part in practical work experience.

In addition, TCV’s ground-breaking Natural Talent UK traineeship programme aims to increase expertise in the protection of our less well-known species and create awareness of the habitats that support them, plus guides volunteers and communities to play an active role in protecting, and increasing the biodiversity of, community green spaces.

THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2014-15

In 2014-15 TCV helped: 1,100 people secure sustainable jobs 900 people gain qualifications TCV achieved Ofsted Grade 2 accreditation Happy Hannah achieves career change with TCV Hannah's story is a familiar one of a young person trying to find a path into a sector that she has no experience in.

She had recently started caring for her grandmother and felt that this kind of work was a good fit to her natural abilities and skills.

Developing Natural Communities Over 70 people packed into the Stirling Boys Club hall in February 2015 to showcase the work of TCV's Natural Communities programme, which aims to connect people with their local environment. Since 2011 Natural Communities trainees have worked with 24 partner organisations and have worked with over 38,000 volunteers, improved more than 130 local greenspaces, and developed confidence and skills within 100 communities.

The Natural Communities approach can simply be defined as working together to understand, celebrate and protect our natural heritage.

This programme has been supported by the Heritage Lottery Fund and Scottish Natural Heritage.

Ami’s blanket approach Natural Communities trainee Ami Crozier worked with Butterfly Conservation Scotland, the main focus of her work being to raise awareness of the importance of Wester Moss, a lowland raised bog near Stirling. This site of Special Scientific Interest is an important habitat for butterflies and other insects. This is a perfect example of how nature can survive close contact with heavy industry, being located beside the former Polmaise colliery.

Hannah above right

Hannah had a very basic CV, which coupled with her lack of experience in care meant she had no idea how she could get into the sector.

Undoubtedly Ami's most unusual community project was the creation of a knitted 'bog blanket' - the handiwork of a

She was also lacking interview skills and desperately needed to get back to work.

TCV helped Hannah by working with her to create a winning CV, introducing her to a local care home for a work trial which was linked to a paid employment opportunity and our support included preparing her for interview too.

After passing the interview Hannah worked hard through her trial to gain the experience she needed and was offered paid employment at the end of her trial period.

Hannah’s aim now is to obtain her driving license and to continue to build a career in the care sector with her new employer.

Hannah tells us:

“If it wasn’t for TCV I would not have this amazing opportunity. Although I’ve achieved my immediate aim I’m now looking forward to securing my longer term aims. I’m finally on the right track. Thank you TCV!”

group of local ladies. The blanket is made up of individual knitted squares, each square representing an aspect or colour of the Moss.

She explains:

“The project has been a joy to run and a great success, perhaps more successful than anyone expected. I’ve met some amazing people, learned new skills, and had the opportunity to manage a project from start to finish. It’s been a wonderful, all encompassing community engagement project.”

Ami above left

Determination is key for James When James started with TCV in September 2014 he faced many barriers to employment that were making finding work difficult. James felt that he was often overlooked because of gaps in his employment history and he was getting disheartened with the lack of responses and opportunities. It was then that he turned to TCV for support.

After being referred to the Work Programme with TCV Employment & Training Services

by Jobcentre Plus, James received help with his CV and interview techniques. He also completed TCV’s Skills Support for Unemployment training course, gained a Customer Services Qualification and completed TCV’s Employment Skills Course thereby gaining a City & Guilds Certificate which he says has given him that all important confidence boost and helped him focus on becoming more work ready. Being more confident and feeling supported, James began applying for jobs himself and finally his hard work paid off and he successfully found a job.

James’s confidence has improved tenfold and he is so pleased to be starting work. After a lot of bad news he now has some light at the end of a really dark tunnel.

James tells us:

“I was really worried about not getting into work after a while out of work and wanted to improve my situation and come off benefits. Thanks to TCV for the encouragement and guidance they have given me.”

Healthy and happy communities for everyone

11

Community Builder - ongoing support for stronger communities

T

he demand for TCV's work is now higher than ever and partnership working is the most effective way to help communities and people thrive whilst transforming outdoor spaces – from inner cities to coastal paths.

TCV works very closely with landowners, other community and conservation organisations as well as with local wildlife trusts and local authorities.

case study

In 2014-15 such partnerships were vital. For example TCV’s partnership with the People’s Health Trust was focused on delivering outcomes to benefit communities at a neighbourhood level; and the Mondelēz International partnership ‘Health for Life’ continues to provide food growing and education opportunities for the communities and people of South Birmingham. None of this would be possible without the life force of the volunteers that TCV continually trains every year.

12

Health for Life in the community funded by Mondelēz International This year TCV has delivered over 400 Green Gym sessions, as well as healthy eating sessions and many community engagement events across Birmingham.

Partnerships with Birmingham City Council, Bournville Village Trust and Queen Elizabeth Hospital Birmingham continue to develop and enable the programme to reach new groups of participants.

The partnership programme with The Health Education Service (part of

Services for Education), Health for Life in secondary schools, has worked with 12 secondary schools in 2014-2015, and has engaged with over 4,000 secondary school pupils, their teachers and staff to develop food growing spaces in their schools and support the healthy lifestyles message.

Responses from participants indicate that:

As part of the programme, over 30,000 packets of seeds for fruit, vegetables and edible flowers have been distributed, helping and supporting families in Birmingham to grow their own food. In addition, a Food Growing booklet and Grow Your School Garden booklet have been distributed widely, spreading the programme into the wider community.

• 79% learned more about how to grow their own food

• 79% had become more active as a result of being involved in the programme • 85% will continue with physical exercise as a result • 58% ate more fruit and vegetables

• 84% spent more time outdoors as a result of being involved in the programme • 60% have learned more about healthy eating • 74% will continue with the healthy eating skills they have acquired

In 2014-15 over 151,882 volunteer workdays were delivered by TCV’s volunteers equating to almost one million volunteer hours.

The impact, benefits and outcome of those hours reverberated throughout communities across the whole of the UK. THE CONSERVATION VOLUNTEERS ANNUAL REPORT AND FINANCIAL STATEMENTS 2014-15

case study

In 2014-15 through the TCV Community Builder programme: 1,992 places were improved 36% of the places TCV worked in were in the 20% most deprived wards

Success at Skelton Grange Environment Centre In 2014-15 TCV were delighted to complete a successful first year of a five year project funded by the Big Lottery Fund and National Grid. The access2nature project aims to improve the life prospects and wellbeing of people in Leeds facing disadvantage, by providing positive social, learning and volunteering opportunities based in the natural environment.

So far in Year 1: • Over 3,000 children took part in outdoor learning and play • 100% of children and young people (and/or group leaders representing them) who responded to our evaluation reported improved confidence, wellbeing or learning • 91% of children and young people who responded to our evaluation said that they enjoyed experiencing the natural environment

case study

All volunteers reported increased confidence, knowledge and skills, with some even describing it as life changing.

Six continue to volunteer with TCV, whilst nine have left for further education and employment. access2nature aimed to encourage 600 adults a year to take up opportunities to participate in environmental activities and projects.

In Year 1: • 638 adults were engaged in various open days, festivals and events to raise awareness of the project and what it has to offer • Of the 600 target adults above, TCV aimed to support 100 a year who chose to come back and volunteer their time and skills - 99 did so in Year 1 • 99% of adult beneficiaries who responded to our evaluation reported greater wellbeing and skills through taking part in environmental activities

• 15 project volunteers were recruited and trained in the first year, delivering conservation, education and leadership skills placements

Local partnership in action in Northern Ireland Donegall Pass is an urban area just south of Belfast City Centre. Over the last 15 years, the area had suffered serious levels of decline. The community has experienced unemployment, withdrawal of businesses, decline in services, neglect, anti-social behaviour, increased crime rates, health inequalities and social isolation.

But, working in close partnership with the Community Forum and local volunteers, the TCV Community Action Team has literally transformed Donegall Pass from a badly overgrown, neglected piece of wasteland used primarily as a free-for-all rubbish dump – complete with discarded mattresses – into a fantastic, fully accessible community garden with a beautiful mural by a local artist.

We’ve helped establish a Donegall Pass community gardening group, who meet on a regular basis, and agreed on a programme of training for local people to sustain their garden as a vibrant space, as well as enhance their own skillset – growing their own fruit and vegetables, for example.

We also delivered a programme of interactive community ‘turn-up take-part’ workshops to enable the wider community to connect and enjoy this newly vibrant oasis in their midst.

Healthy and happy communities for everyone

13

Trustees’ and Directors’ report incorporating the Strategic Report Our objectives and activities

14

The Trustees confirm that they have referred to the guidance contained in the Charity Commission for England and Wales’ general guidance for the advancement of environmental protection or improvement for public benefit when reviewing the Charity’s aims and objectives and in planning future activities and setting the grant making policy for the year. The Charity’s objectives continue to be: • Conservation of the environment for the benefit of the public including: • the conservation and maintenance of the character and amenity of rural, urban and inner city areas • the maintenance and management of nature reserves and other sites of biological, scientific or environmental importance • educating the public in principles of conservation through volunteering, community support and social inclusion • To advance the education of the public through the provision of training, in particular: • in practical conservation skills • in skills to improve employment prospects • To develop the capacity and skills, primarily through volunteering opportunities, of the public at large and those who by reason of youth, age, infirmity or disability, poverty or economic and social circumstances, have need of such facilities with the object of improving their conditions of life In the year, the group developed and began the implementation of 'Our Plan 2020' which will deliver a TCV that is better able to meet the challenges facing it and enable it to create greater impact and lasting outcomes for our volunteers and beneficiaries. 'Our Plan 2020' will steer the group’s path for the next five years.

to demonstrate the individual outcomes of its activities.

Highlights from our practical project delivery include 92,874 people taking outdoor activity, 4,714 volunteers achieving the Government recommended amount of exercise, 1,100 people securing sustainable jobs, 900 people gaining qualifications and 1,992 places being improved. 36% of the places TCV worked in were in the 20% most deprived wards.

Goal 2: Be a resilient organisation

Goal 3: Be a great place to work

Goal 1: Work together with people and communities to help them transform their health, prospects and outdoor places for the long term

In the year, TCV worked with the New Economics Foundation (NEF) to establish a Social Return on Investment Measure which will enable the organisation

Strategic Report: financial review The Group has returned a deficit for the year of £0.7m before strategic investments (2014: £1.2m surplus), therefore a net surplus of £0.5m over the two years. The deficit for the year after investing £0.3m in implementation of ‘Our Plan 2020’ was £1.0m.

Incoming resources 2015 £’m

2014 £’m

Change £’m

Training

7.1

10.7

(3.6)

Grants

4.4

5.0

(0.6)

Conservation projects

3.8

5.1

(1.3)

Trading

0.4

0.4

(0)

Donations Other

0.5 0.5

0.3 0.5

0.2 (0)

16.7

22.0

(5.3)

Total income

Highlights for the year include becoming a Living Wage employer, the implementation of the Great Place to Work plan and an enhanced internal communications strategy.

Goal 4: Be a great place to volunteer

In the year, TCV worked with 10,941 regular volunteers to complete 151,882 volunteer workdays which equated to 911,292 volunteer hours.

Goal 5: Have customers who love us

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

In 2013-14 the group achieved a £1.2m increase in reserves. In 2014-15 £0.7m of this increase was invested back into the group, achieving a £0.5m increase over the 2 years. The investment of £0.7m was made in areas key to strengthen the group after several years of under investment. These investments included becoming a living wage employer, technology, volunteering, property, infrastructure and skills.

Continued and renewed funding was received from a number of key partners including Mondelez International, People’s Health Trust, RBS, National Grid and Intu Properties plc. New partnerships were formed with NESTA and OVO Energy.

Goal 6: Be better known and supported for the value

we deliver

A new plan was implemented in the year which encompassed public relations, marketing and media coverage. This resulted in an increase of 73% in media mentions, a 27% increase in social media mentions and TCV winning a number of awards.

Group incoming resources for the year reduced by £5.3m to £16.7m. This is largely due to reductions in training and employment-related programmes, where a deliberate choice was made to not bid on contracts which we felt were either not financially viable or did not offer appropriate outcomes for the participants. In addition, the 2013-14 results included one-off revenues on a number of contracts, which skews the comparison. Notwithstanding the reduction in 2014-15 training income, we continue to develop this part of our activities and have been awarded Ofsted Grade 2 status. We extended the length of a number of our employment-related contracts during the year.

Statement of financial activities

Conservation project income has reduced by £1.3m, with a number of projects reaching successful completion during the current year.

The 2014-15 deficit reflects the impact of the reductions in income, together with re-investment of 2013-14 one-off revenues

TRUSTEES’ AND DIRECTORS’ REPORT

2015 £’m

2014 Change £’m £’m

Income

16.7

22.0

(5.3)

(10.3) (12.9)

2.6

Expenditure Direct operational costs Operational support costs

(3.7)

(4.7)

1.0

Non-direct costs

(3.4)

(3.2)

(0.2)

(Deficit)/ surplus before strategy implementation

(0.7)

1.2

(1.9)

Strategy implementation

(0.3)

-

(0.3)

(Deficit)/ surplus after strategy implementation

(1.0)

1.2

(2.2)

into development of our staff, volunteers and operations. Direct operational and operational support costs have been reduced by 25% in line with the reduction in revenues and reflecting our continued focus on cost management.

We have begun to implement ‘Our Plan 2020’ during the year, with £0.3m invested in improvements to our operating model and infrastructure.

The deficit after implementation costs amounted to £1.0m (2014: surplus £1.2m).

The total value of the plan implementation costs are shown separately as a designated fund entitled Strategic Implementation Reserve.

Balance sheet

2015 2014 Change £’m £’m £’m 3.2

3.6

(0.4)

Stocks

0.1

-

0.1

Debtors

3.1

3.0

0.1

Net cash1

2.6

4.0

(1.5)

(2.4) (2.8)

0.4

Tangible fixed assets Current assets and liabilities

Creditors2 Net current assets Provisions Net assets

3.4

4.2

(0.9)

(0.1) (0.4) 6.5

7.4

0.3 (1.0)

1 Comprises cash £3.1m (2014: £4.2m), overdraft £0.4m (2014: £0.2m) and finance leases £nil (2014: £nil) 2 Excluding overdraft and finance leases

The net asset value has reduced by £1m with net assets at March 2015 of £6.5m.

The Group generated a net cash outflow of £1.5m for the year (2014: net cash inflow of £1.7m), greater than the £1.0m deficit, with reductions in deferred income and onerous lease provisions partially offset by £0.3m of non-cash depreciation charges.

Net current assets accounted for 52% (2014: 57%) of the Group’s net assets, representing a maintenance of short-term liquidity.

Fixed assets of £3.2m (2014: £3.6m) reduced during the year due to continued efficient use of our existing vehicle fleet and IT assets, with depreciation outweighing re-investment cost. Provisions for onerous property leases reduced by £0.3m to £0.1m, with one of two onerous leases exited at no cost during the year.

Funds and reserves

Restricted revenue funds Restricted capital funds Unrestricted funds Funds before strategy implementation Designated funds Total funds and reserves

2014 Movement Transfers 2015 £’m £’m £’m £’m 1.1

(0.1)

-

1.0

1.1

(0.1)

-

1.0

5.2

(0.4)

(0.8)

4.0

7.4

(0.6)

(0.8)

6.0

-

(0.3)

0.8

0.5

7.4

(0.9)

-

6.5

Movements in funds before strategy implementation costs amounted to £0.7m for the year.

Restricted funds have reduced by £0.2m to £2.0m. Restricted capital funds represent funding received towards properties and other assets used by the Group and are amortised over the economic life of these assets; restricted revenue funds represent up-front grant funding across a range of projects. Unrestricted funds reduced by £1.3m to £4.0m and represent 64% of reserves before designated strategic implementation funds (2014: 70%).

The Trustees have allocated £0.8m of unrestricted funds for implementation of ‘Our Plan 2020’, of which £0.3m had been utilised by March 2015.

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

Strategic report: plans for future periods Whilst increasing reserves by £0.5m before strategic costs, over the last two years, the Group also increased net cash by £0.2m to £2.6m.

In preparing 'Our Plan 2020', the Trustees considered the risks and opportunities it presents, including our financial position and cash resources throughout the five years of the plan. Pressures on government and other traditional funding sources appear set to continue. To grow the impact we make on the lives of our beneficiaries we will invest in our operating model, staff, volunteers and infrastructure, and raise awareness of the essential work we deliver to both new and existing funders. The financial resilience and decision making

frameworks introduced over the last two years will remain embedded through this new strategy.

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

The Trustees have reviewed forecasts to 30 September 2016 and on the basis of those forecasts believe that the Charity will be able to meet its liabilities as they fall due. These forecasts have been prepared conservatively, including risks and sensitivities to anticipated financial performance, including a review of actual performance compared to previous forecasts. Mitigating actions available to the Group in the event of adverse circumstances or financial performance have also been considered. Based on the information currently available in respect of the future, the Trustees consider that the Charity has the plans and resources to manage its business risks successfully.

Strategic report: principal risks and uncertainties The Trustees have overall responsibility for ensuring that the Charity has appropriate systems of control for managing risk within the organisation. TCV’s risk management process is designed to ensure that appropriate steps are taken to identify and mitigate risk and to provide reasonable assurance against material misstatement or loss. TCV aims to identify the major risks to the organisation, ranking them on the basis of both likelihood and impact. Major risks are considered when setting operational and strategic objectives and in approval of significant grants and contracts. TCV operates a multi-year planning, budgeting and internal audit cycle which compares actual results to planned outcomes.

The risk management process is managed throughout the business, with standards set and monitored through the Audit and Risk Team. The Performance, Audit and Risk Committee reviews the underlying management of risk within the organisation and the work of the Audit and Risk Team in monitoring performance and compliance and brings this to the attention of the Board on a quarterly basis. This process is supported by performance against quantified thresholds for strategic risks being embedded in the monthly management reporting programme to provide triggers for actions to mitigate risks to avoid the breach of risk appetite limits agreed by the Board. 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.

Healthy and happy communities for everyone

15

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

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

16

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

• Reputational: including regulatory compliance and quality of volunteer and customer experiences The Board recognises that risks arise from potential reputational damage from regulatory breaches and the experiences of volunteers and customers. Steps are taken to ensure that regulatory breaches do not happen, volunteer experience and retention are monitored and stakeholder relationships are managed. Risk management is embedded within the organisation in order to enable risk to be effectively assessed and appropriate controls/ actions put in place to mitigate risks to acceptable levels.

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

Policies Investment policy TCV has a high demand for working capital which is brought about by the seasonal nature of our business, the mix of restricted and unrestricted activities, the timing of income and expenditure matching, and the possibility of longer-term capital commitments. Keeping funds accessible and liquid therefore remains a key aim of

our investment policy when considering any deposits and investments together with the management of risk in relation to the institutional investment of funds.

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

Reserves policy The reserves policy aims to ensure that TCV’s core activities could continue during a period of unforeseen difficulties and that a proportion of resources be maintained in a readily realisable form. To ensure that reserves are utilised in this manner, reserves and readily realisable reserves should be a minimum of six weeks and a target of 15 weeks of forward committed nondiscretionary cash expenditure.

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. We have an appropriate whistle blowing policy as part of our way of working.

Structure, governance and management Legal structure The governing instrument of the Charity is the Articles of Association, originally dated March 1970 and last amended November 2014. The Charity’s investment powers are unrestricted except by general charity law.

The Conservation Volunteers is a Charity registered with the Charity Commission for England and Wales and the Office of the Scottish Charity Regulator. It is also a company limited by guarantee. At the Annual General Meeting held in November 2014, TCV had 243 members.

At 31 March 2015 readily realisable reserves were £3.4m being 10 weeks (2014: 11 weeks) representing 52% of net assets.

Reserves and readily realisable reserves were £6.5m being 19 weeks (2014: 19 weeks). Readily realisable reserves are therefore within acceptable tolerances. The calculation of the required level of reserves is an integral part of TCV’s financial planning and reporting cycle. The Trustees review the reserves policy on an annual basis. The review includes the consideration of the level of total and readily realisable reserves held, current forward commitments, the general economic outlook and the market valuation of investments.

Trading company

The Trustees have allocated £0.8m of unrestricted funds for implementation of 'Our Plan 2020', of which £0.3m had been utilised by March 2015.

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

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

Consultation The Group fully supports the concept of information sharing by appropriate twoway communication. This includes use of colleague and volunteer engagement surveys, Great Place to Work champions who work with their teams to address areas for improvement, and a comprehensive communication strategy comprising multiple channels, including open question and answer conference calls between colleagues and the leadership team.

Anti-bribery and corruption The Group gives due care and consideration

TRUSTEES’ AND DIRECTORS’ REPORT

TCV Employment and Training Services Limited (TCV E&TS) is a wholly-owned trading subsidiary limited by shares. One director is a former Trustee of TCV and the other directors are members of staff.

The principal activities of TCV E&TS are the delivery of learning, educational and personal development and employment programmes based mostly on employmentrelated services, plus the sale of horticultural tools, clothing and plants. Profits from these activities are passed to the Charity through Gift Aid.

The Chestnut Fund

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

The Board of Trustees During the year, the Board guided TCV through the second year of its programme to improve the effectiveness and efficiency of the organisation and approved our new 'Our Plan 2020'. Trustees serve for a three

year term, which may be renewed for another three-years.

The Trustees bring a wealth of experience and expertise from a wide range of sectors.

Further details of the expertise brought by each Trustee are given on page 19. Neil Kerfoot, Roger Clarke and Sir Hugh Sykes have stepped down from the Board. Both Sir Hugh and Roger retired from the Board of Trustees having served their full six year term but remain committed to the group as active members of the Performance, Audit and Risk Committee and the Nominations and Governance Committee respectively. We thank them for their valued contributions to TCV. We are pleased to have welcomed Tony Burton, Simon Rennie and Richard Stiff to the Board during the year. The Board governs the organisation through compliance with the Charity Commission for England and Wales’ Code of Good Governance, plus TCV's vision, aims and charitable objectives.

The Board held four formal meetings during the year, as well as conducting an annual strategy day and other informal meetings and visits.

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

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

The Committee considers and reviews matters relating to the preparation of the Annual Report and Financial Statements including the audit process and presents its findings to the Board which formally approves the Annual Report and Financial Statements. It reviews and assesses the balance, integrity and transparency of management information provided to the Board. In addition, it recommends to the Board measures to ensure that the key areas of risk are being identified by the Board and that appropriate management controls are in place and their effectiveness reviewed on a regular basis.

The Committee reviews the competence of the Group’s external auditors annually and reports all audit findings to the Board of Trustees.

Nominations and Governance Committee The Nominations and Governance Committee at the request of the Board of Trustees is required to identify and propose candidates for trusteeship and candidates for nominated membership of TCV, and to advise the Board concerning Group remuneration policy, remuneration of senior staff and major matters of governance. The Committee also checks the appropriateness of Trustees for re-appointment. During the year, the committee has been involved in the search for three Trustees. The Nominations and Governance Committee is an independent committee with a majority of its members not being members of the Board of Trustees.

Trustees responsibilities for the financial statements The Trustees (who are also Directors of TCV for the purposes of company law) are responsible for preparing the Trustees’ and Directors’ report, including the strategic report, and the financial statements in accordance with applicable law and regulations.

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

• select suitable accounting policies and then apply them consistently • observe the methods and principles in the Charities SORP • make judgements and estimates that are reasonable and prudent • state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charitable Group will continue in business The Trustees are responsible for keeping proper and adequate accounting records that are sufficient to show and explain the Charitable Company’s transactions and disclose with reasonable accuracy, at any time, the financial position of the Charitable Company and the Group and enable them to ensure that the financial statements comply with the Companies Act 2006, Charities and Trustee Investment (Scotland) Act 2005, and Charities Accounts (Scotland) Regulations 2006 (as amended).

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

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

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

In approving the report of the Trustees the Trustees are also approving the Strategic Report in their capacity as company directors.

Rita Clifton Chair of the Board 22 October 2015

Healthy and happy communities for everyone

17

Trustees and advisors Patron

Board of Trustees

Leadership Team

HRH The Duke of Edinburgh KG, KT

Rita Clifton CBE (Chair of the Board of Trustees) Maria Adebowale Anthony Burton, CBE (appointed 20 November 2014) Roger Clarke (resigned 20 November 2014) Paulette Cohen ** Neil Kerfoot (resigned 9 March 2015) Mike P Kirk (Deputy Chair of the Board of Trustees) * Philip Mulligan Simon Rennie, MBE (appointed 20 November 2014) Julie Royce * Richard Stiff (appointed 20 November 2014) Sir Hugh Sykes (resigned 20 November 2014)

Debbie Adams, Scotland Operations Director Orla Cochrane, People and Change Director Wendy Ellis, Finance and Commercial Director Dom Higgins, Policy Manager Nick Holder, Employment and Training Operations Director Richard Illingworth, IT Director Craig Lister, Green Gym Managing Director Caroline Pearce, Marketing Director Darren York, England, Wales and Northern Ireland Operations Director

President The Lord Norrie (resigned 1 April 2014) Sir Jonathon Porritt CBE (appointed 2 April 2014)

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

Ambassadors Dr William Bird MBE David Coleman Jeremy Corbett CBE Professor Michael Dower CBE Roger de Freitas Sue Hilder Noel Hufton Jane Stevensen Richard Williams

Nominations and Governance Committee The Lord Norrie (Chair) (resigned 1 April 2014) Dr Rupert Evenett (Chair) (appointed 2 April 2014) Roger Clarke Paulette Cohen David Coleman (appointed 27 May 2014) Noel Hufton (appointed July 2014) Robert C Morley (resigned 1 April 2014)

Principal Banker NatWest Plc 12 High Street, Doncaster, DN1 1EJ

Statutory Auditor Grant Thornton UK LLP 2 Broadfield Court, Sheffield, S8 0XF Company number: 00976410 Charity numbers: 261009 (England and Wales) SC039302 (Scotland)

Registered office

Performance, Audit and Risk Committee

Sedum House, Mallard Way, Doncaster, DN4 8DB

Mike Kirk (Chair) Michael Kellet Julie Royce Sir Hugh Sykes Tilden Watson CFPA, IIA, MBCOI, Zurich Risk Engineering UK

* Performance, Audit and Risk Committee member ** Nominations and Governance Committee member

Company Secretary Wendy Ellis

Chief Executive Julie Hopes

TRUSTEES’ AND DIRECTORS’ REPORT

Our Trustees Rita Clifton, CBE, Chair

Philip Mulligan

Simon Rennie, MBE

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

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. Currently CEO of the Landscape Institute, Philip has previously been Executive Director of United Nations Association for the UK, Chief Executive of Environmental Protection UK, Vice-Chair of Defra's Third Sector Advisory Group and Indonesia Country Director for VSO.

Simon is Chief Executive of the Central Scotland Green Network Trust and holds non-executive positions in Forestry Commission Scotland, Falkirk Community Trust and Paths for All. With a degree in forestry, Simon has worked in private sector forestry both overseas and in the UK. His focus now is on social inclusion and environmental justice.

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

Mike Kirk Mike was previously a partner at Cazenove and Co, providing financial and strategic advice to clients in a wide range of sectors including sustainable technology, and led the financial PR practice of Weber Shandwick, which included assisting companies to improve their CSR policies and reporting. He is currently the Chairman of Portsmouth Water Ltd and Chair Designate of First Wessex, a leading provider of social housing in Hampshire and Surrey.

Julie Royce Julie is currently employed by National Institute for Health and Care Excellence (NICE), leading a team who help the users of NICE guidance to put it into practice.

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

Richard Stiff Richard’s career has taken him from teacher in Bognor Regis to Chief Executive of Angus Council via Deputy Chief of Education Leeds, Executive Director of Childrens’ Services and other posts in local government. Richard has extensive experience of working in rural and urban environments in England and Scotland and of public and private sector partnerships.

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

Tony Burton, CBE Tony is Vice-Chair of the Big Lottery Fund, Executive Chair of Sustainable Homes and Chair of Wandle Valley Forum. He founded Civic Voice, helped establish Heritage Alliance and has over twenty five years’ experience on the Executive Boards of charities including National Trust, CPRE and as Chair of Wildlife & Countryside Link. Tony also works on a wide range of community and environmental projects, including neighbourhood planning.

Healthy and happy communities for everyone

19

Independent auditor’s report to the Trustees and Members of The Conservation Volunteers We have audited the financial statements of The Conservation Volunteers for the year ended 31 March 2015 which comprise the Consolidated statement of financial activities (incorporating the income and expenditure account), the Consolidated statement of historical cost surpluses and deficits, the Consolidated and Charity balance sheets, the Consolidated cash flow statement, the Principal accounting policies and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

20

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

Our audit work has been undertaken so that we might state to the Charitable Company’s Trustees and Members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charitable Company and its Trustees and Members as a body, for our audit work, for this report or for the opinions we have formed.

Respective responsibilities of Trustees and auditor As explained more fully in the Trustees’ Responsibilities Statement set out on page 17, the Trustees (who are also the Directors of the Charitable Company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

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

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

Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors.

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

Opinion on financial statements In our opinion the financial statements: • give a true and fair view of the state of the Group and parent Charitable Company’s affairs as at 31 March 2015 and of the Group's incoming resources and application of resources, including its income and expenditure, for the year then ended; • have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and • have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).

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

TRUSTEES’ AND DIRECTORS’ REPORT

Matters on which we are required to report by exception We have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion: • the Charitable Company has not kept proper and adequate accounting records or returns adequate for our audit have not been received from branches not visited by us; or • the Charitable Company's financial statements are not in agreement with the accounting records and returns; or • certain disclosures of Trustees’ remuneration specified by law are not made; or • we have not received all the information and explanations we require for our audit.

Michael Redfern Senior Statutory Auditor for and on behalf of Grant Thornton UK LLP Statutory Auditor, Chartered Accountants Sheffield 22 October 2015

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 strategic Note implementation £’000

Unrestricted funds - other £’000

1

-

532

-

-

2 3 8

-

7,146 409 7

-

-

7,146 10,659 409 402 7 7

4 5 6

-

3,758 464 12,316

4,427 4,427

-

4,427 5,000 3,758 5,082 464 505 16,743 21,967

-

216

-

-

216

119

-

6,108 254

-

-

6,108 254

7,841 232

-

730 3,883 195 1,334

794 1,462 1,687 619

50 5 -

1,524 5,395 1,887 1,953

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

286

-

-

-

286

-

286

63 12,783

4,562

55

(286)

(467)

(135)

(55)

(943)

1,176

-

9

-

-

9

(8)

Transfers between funds

797

(797)

-

-

-

-

Net movement in funds

511

(1,255)

(135)

(55)

(934)

1,168

INCOMING RESOURCES Incoming resources from generated funds Voluntary income Activities for generating funds Training income Trading income Investment income Incoming resources from charitable activities Grants Conservation projects Other incoming resources Total incoming resources RESOURCES EXPENDED Costs of generating funds Costs of generating voluntary income Training costs Trading costs Costs of charitable activities Communities Greenspace Health and wellbeing Employment and skills Strategy implementation costs Governance costs Total resources expended

7

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

11

Restricted Restricted funds revenue funds capital £’000 £’000

Total 2015 £’000

Total 2014 £’000

532

312

63 38 17,686 20,791

Opening funds

22

-

5,210

1,131

1,093

7,434

6,266

Closing funds

22

511

3,955

996

1,038

6,500

7,434

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.

Healthy and happy communities for everyone

21

Consolidated statement of historical cost surpluses and deficits

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

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

22

TRUSTEES’ AND DIRECTORS’ REPORT

2015 £’000

2014 £’000

(943)

1,176

45

57

(898)

1,233

9

(8)

(889)

1,225

Consolidated and Charity balance sheets

Note Fixed assets Tangible fixed assets Investments

13 14

Current assets Stocks - goods for resale Debtors Cash at bank and in hand

Creditors: amounts falling due within one year Net current assets

16

17 23

Total assets less current liabilities Creditors: amounts falling due after one year Provisions for liabilities

18 19

Net assets

Group 2015 £’000

2014 £’000

Charity 2015 £’000

2014 £’000

3,213 3,213

3,558 3,558

2,667 500 3,167

2,941 500 3,441

100 3,052 3,053 6,205

35 3,017 4,237 7,289

1,922 3,019 4,941

3,173 2,995 6,168

(2,818) 3,387

(3,015) 4,274

(2,006) 2,935

(2,260) 3,908

6,600

7,832

6,102

7,349

(100)

(1) (397)

(100)

(1) (397)

6,500

7,434

6,002

6,951 23

Funds and reserves Restricted funds Revenue Capital

22 22

996 1,038 2,034

1,131 1,093 2,224

996 1,020 2,016

1,131 1,073 2,204

Unrestricted funds General fund Revaluation reserve - fixed assets

22 22

3,037 918 3,955

4,247 963 5,210

2,919 556 3,475

4,174 573 4,747

Strategic implementation reserve

22

511

-

511

-

6,500

7,434

6,002

6,951

The financial statements were approved and authorised for issue by the Board of Trustees on 22 October 2015

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

Healthy and happy communities for everyone

Consolidated cash flow statement Note

2015 £’000

2014 £’000

24

(1,447)

1,708

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

8

7

7

Interest paid

8

(16)

(5)

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

(9)

2

Capital expenditure and financial investment Payments to acquire tangible fixed assets Receipts from sales of fixed assets

62

(1) 19

Net cash inflow from capital expenditure and financial investment

62

18

(1,394)

1,728

(15)

(65)

(15)

(65)

(1,409)

1,663

Net cash (outflow)/inflow from operating activities

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

25

24

Net cash outflow from financing (Decrease)/increase in cash and cash equivalents

25

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

TRUSTEES’ AND DIRECTORS’ REPORT

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 (as amended) 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 30th September 2016 and on the basis of those forecasts believe that the Charity will be able to meet its liabilities as they fall due. These forecasts have been prepared conservatively, including risks and sensitivities to anticipated financial performance, including a review of actual performance compared to previous forecasts. Mitigating actions available to the Group in the event of adverse circumstances or financial performance have also been considered. Based on the information currently available in respect of the future, the Trustees consider that the Charity has the plans and resources to manage its business risks successfully.

Incoming resources Income is recognised in the period in which the Group is entitled to receipt and the amount can be measured with reasonable certainty. Income is deferred

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

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

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

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

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

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

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

Depreciation is calculated to write down the cost or valuation less estimated realisable value, of all tangible fixed assets over their expected useful lives. The rates generally applicable are: Freehold buildings 2% - 5% per annum straight line Short leasehold land and buildings Over length of lease straight line Motor vehicles 12.5% - 33% per annum straight line Computer and other equipment 5% - 33% per annum straight line Freehold land is not depreciated.

All freehold land and buildings will be subject to revaluation. Where these assets have been revalued, they will continue to be reflected in the financial statements at the revalued amounts. The Charity will formally revalue all buildings within the next five years in accordance with the SORP requirements.

Valuations will also be carried out when the Trustees consider significant events may have occurred.

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

Healthy and happy communities for everyone

25

Principal accounting policies Investments

Provisions for liabilities

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.

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.

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

26

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.

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.

Leased assets

Unrestricted funds

Assets that 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.

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.

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

Restricted funds Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure that meets these criteria is allocated to the fund, together with a relevant allocation of overheads and support costs.

When grants and donations are received for a specific purpose involving capital investment, the cash will be recorded against a restricted fund. When the

TRUSTEES’ AND DIRECTORS’ REPORT

Designated funds During the year, the Trustees have chosen to allocate £797,000 from unrestricted reserves for implementation of the Group’s new 'Our Plan 2020', of which £286,000 has been spent in the year and £511,000 had not been spent at 31 March 2015. These amounts are presented as the Strategic Implementation reserve a specified fund. This fund remains available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity.

Notes to the financial statements 1 Voluntary income

Donations Membership

2015 £’000

2014 £’000

464 68

232 80

532

312

2015 £’000

2014 £’000

4,724 2,422

7,171 3,488

7,146

10,659

2015 £’000

2014 £’000

214 195

267 135

409

402

2015 £’000

2014 £’000

723 25 1,135 27 649 621 208 1,039

855 236 1,721 28 369 651 173 967

4,427

5,000

2 Training income

Job Centre 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 Other grants

Healthy and happy communities for everyone

27

Notes to the financial statements 5 Conservation Projects

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

2015

2014

£’000

£’000

448 269 19 148 509 606 302 4

480 231 85 643 881 637 185 71

1,453

1,869

3,758

5,082

2015 £’000

2014 £’000

4 176 284

41 206 258

464

505

Total 2014 £’000

6 Other incoming resources

28

Consultancy Property income Other income

7 Total resources expended Direct operational costs £’000

Operational Central support costs support costs £’000

£’000

Total 2015 £’000

4,710 254

1,295 -

216 103 -

216 6,108 254

119 7,841 232

Total costs of generating funds

4,964

1,295

319

6,578

8,192

Costs of charitable activities Communities Greenspace Health and wellbeing Employment and skills Strategy implementation costs

751 2,657 930 962 40

345 1,222 427 442 9

428 1,516 530 549 237

1,524 5,395 1,887 1,953 286

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

Total costs of charitable activities

5,340

2,445

3,260

11,045

12,561

-

-

63

63

38

3,740

3,642

17,686

20,791

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

Governance costs Total resources expended

10,304

TRUSTEES’ AND DIRECTORS’ REPORT

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

Premises £’000

Other £’000

Total 2015 £’000

Total 2014 £’000

921 1,712 2,633

258 324 582

116 409 525

1,295 2,445 3,740

1,544 3,112 4,656

50 2,642 24 2,716

244 244

269 374 39 682

319 3,260 63 3,642

170 2,999 38 3,207

2015 £’000

2014 £’000

17

18

13 4 915 38

10 1 4 963 -

2015 £’000

2014 £’000

Staff £’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 Finance lease charges

Interest receivable Bank interest

Healthy and happy communities for everyone

16

5

2015 £’000

2014 £’000

7

7

29

Notes to the financial statements 9 Staff costs 2015 £’000

2014 £,000

10,451

11,907

Social security costs

787

905

Pension costs

339

379

11,577

13,191

Salaries and wages

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

£60,000 - £70,000 £70,000 - £80,000 £80,000 - £90,000 £110,000 - £120,000 £130,000 - £140,000

2015 Number

2014 Number

2 1 1

1 1 1 1 -

Two employees (2014: three) earning more than £60,000 participated in a pension scheme. The contributions to the scheme in respect of the above employees amounted to £10,192 (2014: £20,015) 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: 2015 2014 Number Number Operational Finance and administration

412 74 486

510 71 581

2015 £’000

2014 £’000

3

3

10 Trustees’ remuneration, expenses and indemnity insurance

Travel and subsistence

The directors of the Charity are the Trustees under charity law and received no remuneration, either from the Charity or its subsidiaries. The number of Trustees who received reimbursed expenses was seven (2014: 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.

TRUSTEES’ AND DIRECTORS’ REPORT

11 Taxation on incoming resources and surplus over expenditure before taxation 2015 £’000

2014 £’000

190

199

(199)

(191)

(9)

8

2015 £’000

2014 £’000

(943)

1,176

(198)

270

380 8 (199)

(263) 9 183 (191)

(9)

8

Analysis of charge in the year: United Kingdom Corporation taxation charge at 21% (2014: 23%) Over provision in prior year Total current tax (credit)/charge

Factors affecting the tax (credit)/charge for the current period:

(Outgoing)/incoming resources and (deficit)/surplus over expenditure before tax (Outgoing)/incoming resources and (deficit)/surplus over expenditure multiplied by standard rate of corporation tax in the UK of 21% (2014: 23%) Effects of: Amounts in Charity not deductible/(chargeable) Fixed asset timing differences Other timing differences Adjustments to tax charge in respect of previous periods Current tax charge for the year

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

2015 £’000

2014 £’000

Total incoming resources

10,374

13,863

Total expenses expended

(11,323)

(12,717)

(949)

1,416

Net (outgoing)/incoming resources

Healthy and happy communities for everyone

31

Notes to the financial statements 13 Fixed assets Group

Freehold land and buildings £’000

Short leasehold land and buildings £’000

Motor vehicles £’000

Computer and other equipment £’000

Total £’000

2,925 2,925

1,229 1,229

2,204 (314) 1,890

1,292 1,292

7,650 (314) 7,336

Depreciation At 1 April 2014 Charge for the year Disposals

283 94 -

757 46 -

1,831 153 (299)

1,221 37 -

4,092 330 (299)

At 31 March 2015

377

803

1,685

1,258

4,123

Net book amount At 31 March 2015

2,548

426

205

34

3,213

Net book amount At 31 March 2014

2,642

472

373

71

3,558

Cost or valuation At 1 April 2014 Disposals At 31 March 2015

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 2,250

1,204 1,204

1,818 (277) 1,541

932 (2) 930

6,204 (277) (2) 5,925

163 54 217

730 46 776

1,483 139 (262) 1,360

887 19 (1) 905

3,263 258 (262) (1) 3,258

2,033

428

181

25

2,667

2,087

474

335

45

2,941

Cost or valuation At 1 April 2014 Disposals Transfers in from Group entities At 31 March 2015 Depreciation At 1 April 2014 Provision for the year Disposals Transfers out to Group entities At 31 March 2015 Net book amount At 31 March 2015 Net book amount At 31 March 2014

TRUSTEES’ AND DIRECTORS’ REPORT

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

Group Freehold land and buildings

At valuation 2011

£’000

Charity Freehold land and buildings £’000

2,925

2,250

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

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

Cost Depreciation Net book value

Group 2015 £’000

Group 2014 £’000

Charity 2015 £’000

Charity 2014 £’000

2,511 (887) 1,624

2,511 (831) 1,680

2,216 (746) 1,470

2,216 (701) 1,515

Group £’000

Charity £’000

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

Net book amount at 31 March 2015

22

22

Depreciation provided in the year

14

14

14 Investments Charity

Subsidiary undertaking £’000

Cost or valuation 500

At 1 April 2014 and 31 March 2015 The investment in TCV Employment and Training Services Limited has been held at cost and not revalued to the current net asset valuation due to uncertainty surrounding future contracts.

Details of the Charity’s subsidiary undertakings are as follows: Description of shares held

Proportion of nominal value of shares held/ share of undertaking

Accounting year end

Subsidiary undertaking TCV Employment and Training Services Limited TCV Trading 1 Limited

Ordinary Ordinary

100% 100%

31 March 31 March

TCV Trading 2 Limited

Ordinary

100%

31 March

NA

NA

31 March

Trust for Urban Ecology (dissolved 4 August 2015)

Healthy and happy communities for everyone

33

Notes to the financial statements 14 Investments (continued) TCV Employment and Training Services Limited undertakes related trading activities and is registered in England and Wales.

All other subsidiaries are dormant and are registered in England and Wales. The Charity is the sole member and controls the composition of the council of Trust for Urban Ecology and for this reason it is considered a subsidiary of the Charity.

15 Subsidiary companies TCV Employment and Training Services Limited has been consolidated on a line by line basis in the Statement of Financial Activities. A summary of its results is shown below: 2015 £’000 Turnover Administration and other expenses Taxation charge Amount gifted to the Charity Net surplus 34

2014 £’000

7,584

11,079

(6,362)

(8,073)

1,222

3,006

9

(8)

1,231

2,998

(1,215)

(2,977)

16

21

The assets, liabilities and funds of TCV Employment and Training Services Limited were: 2015 £’000 Assets Liabilities Total net assets

2014 £’000

3,000

3,901

(2,002)

(2,919)

998

982

16 Debtors

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

Group 2015 £’000

Group 2014 £’000

Charity 2015 £’000

Charity 2014 £’000

2,082 59 911

1,944 47 1,026

1,287 350 45 240

1,313 1,579 45 236

3,052

3,017

1,922

3,173

TRUSTEES’ AND DIRECTORS’ REPORT

17 Creditors: amounts falling due within one year

Bank overdraft Trade creditors Amounts owed to subsidiary undertakings Corporation tax payable Social security and other taxes Other creditors Accruals and deferred income Amounts due under finance leases

Group 2015 £’000

Group 2014 £’000

Charity 2015 £’000

Charity 2014 £’000

381 620 190 770 51 805 1

156 685 199 553 54 1,353 15

82 394 841 203 40 445 1

156 455 585 240 44 765 15

2,818

3,015

2,006

2,260

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

18 Creditors: amounts falling due after one year

Amounts due under finance leases

Group 2015 £’000

Group 2014 £’000

Charity 2015 £’000

Charity 2014 £’000

-

1

-

1

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 2014 Released in year

397 (297) 100

Balance at 31 March 2015 The Group holds provisions for dilapidations against one (2014: two) leased properties.

20 Borrowings Group 2015 £’000

Group 2014 £’000

Charity 2015 £’000

Charity 2014 £’000

(381) (1)

(156) (15)

(82) (1)

(156) (15)

Finance leases

(382)

(1) (172)

(83)

(1) (172)

Cash at bank

3,053

4,237

3,019

2,995

Net funds

2,671

4,065

2,936

2,823

Within one year Bank and other borrowings Finance leases After one and within two years

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

Healthy and happy communities for everyone

35

Notes to the financial statements

21 Operating leases Annual commitments under non-cancellable operating leases for land and buildings are as follows: Group 2015 £’000

Group 2014 £’000

Charity 2015 £’000

Charity 2014 £’000

163 350 23 536

139 312 11 462

9 194 23 226

35 182 11 228

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

22 Restricted and unrestricted funds Group Restricted revenue £’000

36

At 1 April 2014 Net movement in funds Transfer At 31 March 2015

Restricted capital £’000

Unrestricted general £’000

1,131 (135) -

1,093 (55) -

4,247 (458) (752)

963 (45)

(286) 797

7,434 (934) -

996

1,038

3,037

918

511

6,500

Unrestricted revaluation Designated funds reserve Strategic fixed assets implementation £’000 £’000

Total £’000

Charity Restricted Revenue £’000 At 1 April 2014 Net movement in funds Transfer At 31 March 2015

Unrestricted revaluation Designated funds reserve Strategic fixed assets implementation £’000 £’000

Total £’000

Restricted capital £’000

Unrestricted General £’000

1,131 (135) -

1,073 (53) -

4,174 (475) (780)

573 (17)

(286) 797

6,951 (949) -

996

1,020

2,919

556

511

6,002

Designated funds comprise amounts allocated by the trustees from unrestricted reserves for implementation of the Group’s 'Our Plan 2020'.

Further details of the restricted funds can be found in the schedule of restricted grants on pages 39 to 44.

TRUSTEES’ AND DIRECTORS’ REPORT

23 Analysis of net assets between funds Group

Unrestricted funds £’000

Designated funds £’000

Restricted revenue £’000

Restricted Capital £’000

Total Funds £’000

Fund balances at 31 March 2015 are represented by: Tangible fixed assets

2,175

-

-

1,038

3,213

Net current assets

1,880

511

996

-

3,387

Provisions

(100)

-

-

-

(100)

3,955

511

996

1,038

6,500

Unrestricted funds £’000

Designated funds £’000

Restricted revenue £’000

Restricted capital £’000

Total Funds £’000

1,647 500 1,428 (100) 3,475

511 511

996 996

1,020 1,020

2,667 500 2,935 (100) 6,002

Total net assets Charity

Fund balances at 31 March 2015 are represented by: Tangible fixed assets Investments Net current assets Provisions Total net assets

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

37

2015 £’000

2014 £’000

(943) 16 (7) 330 (47) (65) (35) (399) (297)

1,176 5 (7) 478 (17) 476 (403) -

(1,447)

1,708

2015 £’000

2014 £’000

(1,409) 15 (1,394) 4,065

1,663 65 1,728 2,337

2,671

4,065

(Outgoing)/incoming resources before taxation Interest paid Interest received on short term deposits Depreciation Profit on sale of fixed assets (Increase) in stocks (Increase)/decrease in debtors (Decrease) in creditors (Decrease) in provisions Net cash (outflow)/inflow from operating activities

25 Reconciliation of net cash flow to movement in net funds

(Decrease)/increase in cash Cash outflow from repayment of finance leases Movement in net funds for the year Opening net funds Closing net funds

Healthy and happy communities for everyone

26 Analysis of net debt 2014 £’000

Cash flows £’000

2015 £’000

Cash at bank and in hand Bank overdrafts

4,237 (156)

(1,184) (225)

3,053 (381)

Finance leases

4,081 (16)

(1,409) 15

2,672 (1)

Net funds

4,065

(1,394)

2,671

27 Retirement benefits – defined contribution pension scheme The Group operates defined contribution pension schemes for the benefit of its employees. The total pension costs of the Group for the year were £339,000 (2014: £379,000).

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 2015 or 31 March 2014.

38

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

31 Derivatives The Group had no derivatives during the year.

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

The Charity is exempt from the requirements of FRS 8 to disclose transactions with TCV Employment and Training Services Limited on the basis that it is a wholly controlled subsidiary of the Charity.

TRUSTEES’ AND DIRECTORS’ REPORT

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.

Balance at 31 March 2014 £'000

Incoming Resources resources expended £'000 £'000

Balance at 31 March 2015 £'000

Group and Charity restricted revenue funds BBC Children in Need To provide outdoor natural play sessions in green spaces for disabled children in Scotland.

Big Lottery Fund 2014 Communities Programme (10237282): increasing access2nature play for children across all social backgrounds.

Culture for All (31000802): a programme for Northern Ireland primary schools looking at trees and sculpture.

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

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

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

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

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

Communities & Family Funds Grant (CFF/1/010472347): to promote health and wellbeing of children from minority groups and asylum seekers through learning and play in local greenspace. access2nature (RC/5/010454339): to improve the life prospects and wellbeing of 18,500 people in Leeds facing multiple disadvantages, by providing social, learning and volunteering opportunities in the natural environment.

British Council Youth in Action Programme: supporting European volunteers in Scotland and Northern Ireland.

City Bridge Trust

4

-

8

(4)

-

2

(2)

-

-

19

(19)

-

-

84

(84)

-

28

38

(65)

1

3

1

(3)

1

8

-

(8)

-

25

(24)

1

-

(1)

9

57

(56)

10

15

19

(31)

3

-

3

(3)

-

9

23

(32)

-

4

-

(4)

-

To enable people in Colchester district who are socially excluded or disadvantaged to have increased opportunties to enjoy, engage and benefit from the natural environment.

Department of the Environment, Food & Rural Affairs

-

12

(12)

-

Building Capacity Project: to develop a common learning resource for environmental sector organisations, local community groups and individuals.

-

41

(41)

-

77

332

(389)

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

Green Impacts: study of the impact of volunteering on pro-environmental behaviour and community resilience.

City of York Council Local Big Tree Plant - Treemendous York: community tree planting project.

Colchester Borough Council

Balance carried forward

39

Healthy and happy communities for everyone

1

-

20

Schedule of restricted grants

Balance brought forward 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.

Resources Balance at 31 expended March 2015 £'000 £'000

Balance at 31 March 2014 £'000

Incoming resources £'000

77

332

(389)

20

1

39

(40)

-

-

34

(34)

-

1

15

(15)

1

56

4

(41)

19

-

91

(49)

42

2

3

(4)

1

-

28

(28)

-

3

3

(6)

-

-

15

(15)

-

-

6

(2)

4

-

9

(9)

-

16

188

(203)

1

-

13

(13)

-

4

-

(4)

-

1

13

(14)

-

6

-

(6)

-

167

793

(872)

88

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

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

Esmée Fairbairn Foundation Natural Talent (13-1109): supporting 12 apprentices undertaking outreach and citizen science in local communities.

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

40

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

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

To develop the Bromley Green Gym at the College Green and Slip and create a new Pocket Park for Bromley, with orchards, wildflower meadows and improved access and opportunity for education through interpretation of nature.

To fund local initiatives which facilitate speed volunteering by supplying and supporting bite-sized volunteering opportunities.

To deliver school and community sessions at Greenwich Community Tree Nursery.

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

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

Grundtvig Lifelong Learning Programme.

Hampshire County Council To support the work of The Conservation Volunteers within Hampshire (CG00001078).

Havant Borough Council To promote and enhance the involvement of local people in environmental projects throughout the area (4410ES).

Balance carried forward

TRUSTEES’ AND DIRECTORS’ REPORT

Balance at 31 Incoming Resources March 2014 resources expended £'000 £'000 £'000

Balance at 31 March 2015 £'000

Balance brought forward Heritage Lottery Fund 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 upskill and develop progression opportunities for volunteers.

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

167

793

(872)

88

32

113

(123)

22

5

5

(10)

-

-

176

(176)

-

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

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

7

-

(7)

-

3

5

(7)

1

Natural Heritage Training (HG-10-05267): providing three year training and skills development programmes across five areas in Scotland.

Natural Talent (HB-05-00457): Scottish training bursary scheme.

-

11

(11)

-

-

85

(85)

-

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

-

26

(26)

-

Highland Council Discretionary Fund To support Inverness Green Gym.

-

18

(18)

-

To support Mental Health Green Gym.

8

-

(8)

-

Imperial College Open Air Laboratories (LFEMR P47693): research programme to better understand and monitor the environment.

-

35

(35)

-

3

17

(20)

-

Capital Shopping: supporting Green Gym activities in Renfrewshire.

To support Watford Green Gym. To support Penge Green Gym. To support Green Gym activities in Partington, Manchester.

14 16 16 14

16 16 16 16

(19) (16) (16) (12)

11 16 16 18

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

12

-

(12)

-

Guild Wheel cycle route.

33

-

(33)

-

22

128

(144)

6

20

-

(12)

8

372

1,476

(1,662)

186

Inspiring Scotland Go2Play Discover Me: providing play opportunitites for minority groups.

Intu Properties plc

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.

Balance carried forward

Healthy and happy communities for everyone

41

Schedule of restricted grants Resources Balance at 31 expended March 2015 £'000 £'000

Balance at 31 March 2014 £'000

Incoming resources £'000

372

1,476

(1,662)

186

-

54

(54)

-

-

29

(29)

-

London Borough of Barnet To support and develop the activities of a weekly Green Gym.

-

6

(6)

-

London Borough of Croydon To support projects in the borough.

-

20

(20)

-

London Borough of Hounslow To support and develop Harlech Gardens Green Gym.

-

15

(15)

-

-

18

(18)

-

-

5

(5)

-

23

220

(227)

16

-

40

(40)

-

-

288

(17)

271

-

22 19

(22) (19)

-

44

217

(256)

5

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

-

30

(30)

-

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

159

172

(330)

1

-

197

(58)

139

3

-

(1)

2

-

15

(3)

12

601

2,843

(2,812)

632

Balance carried forward Department for Social Development Environmental Volunteering Project DS1-13-4829: to engage and promote continuing volunteering across Northern Ireland.

Land Trust East Glasgow Green Gym (LO/7.07): improve the natural heritage of sites in the vicinity of Carmyle.

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 (PLE022218).

42

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.

Nesta SAIF grant: to consolidate learning, strategically review our position and establish a rigorous scaling strategy for Green Gyms.

SAIF grant: to develop a discrete team and business unit to grow TCV's Green Gyms on a strategic basis.

Northern Ireland Environment Agency (GAV 1/62): management of the Southern Sperrins Drumlin landscape.

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

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

People's Health Trust

Phase 4: Local People Programme - to establish and develop local community groups in areas of multiple deprivation across six projects.

People's Postcode Lottery Promotion and advancement of environmental protection, improving wetlands and co-operation from local communities.

Fork to Food Bank: to provide opportunities for local people in the area of Leigh to participate in food growing activities and healthy eating learning, plus to take away fresh produce.

Balance carried forward

TRUSTEES’ AND DIRECTORS’ REPORT

Balance carried forward

Resources Balance at 31 expended March 2015 £'000 £'000

Balance at 31 March 2014 £'000

Incoming resources £'000

601

2,843

(2,812)

632

-

22

(22)

-

-

10 70

(10) (70)

-

-

78

(78)

-

-

44

(44)

-

8

37

(36)

9

-

15

(15)

-

-

4

(4)

-

1

-

-

1

-

14

(9)

5

5

-

(5)

-

26

-

(16)

10

26 7

60 21

(16) (28)

70 -

3

-

(3)

-

-

25

(25)

-

677

3,243

(3,193)

727

Probation Board for Northern Ireland Community Development Grant: for the facilitation of reparative community service placements - North West, North Antrim, Belfast and Bangor.

Public Health Agency Green Gym Protect Life: projects delivered in South East Belfast.

Western Green Gym: to establish, develop and deliver the Green Gym, and Fruit and Veg Green Gyms, in Western Belfast.

Green Gym Dig it and Eat it Programme: to improve the environment as well as improving mental and physical health, skills and nutrition.

Green Gym: to develop and provide support to local communities in developing and maintaining community gardens and allotments in Southern Belfast.

REACH Project Southern Health and Social Care Trust (NSW/2/010311915): to facilitate project management of the Green Gym, as an integrated element of the REACH project in Northern Ireland.

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 toward growing fruit and vegetables to improve diet, reduce food miles and experience the fruits and vegetables of other cultures.

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 skills, support and inspiration to enable people to grow their own food and lead healthier, lower impact lives.

Scottish Council of Voluntary Organisations East Dunbartonshire Green Gym (BHH02): building healthier and happier communities.

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

Scotland Counts: to support running of Citizen Science projects.

Scottish Government Citizen Science: to support running of Citizen Science projects.

Flood Management: to increase awareness of flood risk among communities and school pupils.

Scotland Counts: Delivery of practical environment tasks with 105 young people.

Talking Science: to support science engagement activities.

Balance carried forward

Healthy and happy communities for everyone

43

Schedule of restricted grants Resources Balance at 31 expended March 2015 £'000 £'000

Balance at 31 March 2014 £'000

Incoming resources £'000

677

3,243

(3,193)

727

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

-

457

(457)

-

Scotland Counts (53975): to support running of Citizen Science projects.

-

30

(30)

-

-

22

(22)

-

-

11

-

11

-

14

(14)

-

-

14

(14)

-

-

7

(7)

-

-

27

(26)

1

-

50

(29)

21

454

552

(770)

236

Total restricted revenue funds

1,131

4,427

(4,562)

996

Restricted capital funds Charity

1,073

-

(53)

1,020

20

-

(2)

18

Total restricted capital funds

1,093

-

(55)

1,038

Total Group restricted funds

2,224

4,427

(4,617)

2,034

Balance carried forward Scottish Natural Heritage

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

The Gannochy Trust Supporting young people in practical volunteering opportunities and activities in the Loon Braes programme.

The Princes Countryside Fund To provide young people aged 16-25 with a short period of countryside management and conservation skills training, enabling them to progress to work or longer courses of study.

Ulster Wildlife Trust 44

Habitat and amenity improvements in Enniskillen and Erne East (786082.16).

Habitat and amenity improvements in Erne West (786082.17).

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

Wheatley Group To develop health and environmental improvements for the Wynford Estate community (CT214418).

Other restricted revenue grants and donations

TCV Employment and Training Services Limited

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

TRUSTEES’ AND DIRECTORS’ REPORT

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

BAA Glasgow Community FlightPath Fund

Hamamelis Trust

The Linley Shaw Foundation

Ideas that Change Lives

National Grid

J Paul Getty Jnr Charitable Trust

Newby Trust

John Laing Charitable Trust

Peacock Charitable Trust

John Scott Trust

Pye Charitable Trust

Joseph Rowntree Trust

Schroders Charitable Trust

Leeds City Council

Wixamtree Trust

Four Winds Trust

Leeds Clinical Commissioning Groups Network

Yorkshire Philanthropy Fund

Garfield Weston Foundation

Leeds Community Foundation

Bothwell Charitable Trust The Bryan Guinness Charitable Trust Calouste Gulbenkian Foundation R E Chadwick Charitable Trust Edinburgh Trust EsmĂŠe Fairbairn Foundation

45

Healthy and happy communities for everyone

TCV working with communities for over 55 years In 1959 Brigadier Armstrong was appointed by the Council for Nature to form the Conservation Corps in order to involve volunteers in practical conservation work. Its first project was at Box Hill in Surrey where 42 volunteers – including a young David Bellamy – cleared dogwood to encourage the growth of juniper and other distinctive chalkland flora.

46

In 1970 the Corps became the British Trust for Conservation Volunteers with HRH The Duke of Edinburgh as Patron.

By 1989 membership had grown to over 10,000 and the organisation's conservation work had expended to include broader based training and support for unemployed people.

Green Gyms were created and launched in 1998 to give more people the opportunity to enjoy the health and wellbeing impact of outdoor activity.

In 2012 we became The Conservation Volunteers and in 2014 Sir Jonathon Porritt CBE became our President. Each year we help, on average, 3,000 young people to train and learn as part of our Training Services, we run 138 Green Gyms – working in outdoor spaces in the heart of communities across the UK.

47

Everyday we work across the UK to create healthier and happier communities for everyone.

Healthy and happy communities for everyone

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

Complementing TCV’s core work is a network of over 2,000 community groups that regularly work with TCV to organise outdoor and learning activities aimed at bringing the community together tackling social isolation and loneliness, and putting local people in control of their own prospects and outdoor places.

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

Please make a donation today to support our valuable work.

Visit www.tcv.org.uk/donate

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) ÂŽ Green Gym is a registered Trade Mark