Creation 2015/16 | Implementation Jan - Jun 17
| Establishment Jun-Dec 17 | Delivery 2018 | Growth Potential 2018 |
Resources | Resources | Resources | Resources | Resources |
- Shadow Board
- Transition manager
- EDCTC
- KKP
| - Shadow Board
- KKP
- Transition Manager
- Transition Budget
- EDSTC
| - JS Board and Staff
- Remaining proportion of £1.15m grant
| - JS Board and Staff
- £1.15m grant
| - Additional resources required
|
Outcomes | Outcomes | Outcomes | Outcomes | Outcomes |
- Shadow Board
- Established
- Stakeholder consultation Sports Report
- Agreement to form JS
- Consultation with staff
| - Recruitment of key roles
- Transfer of staff
- Website and Brand
- SOJ Approval
- Programme Delivery
- Formation of Company
- Banking and IT
| - Staff established in roles
- Programme delivery
- Website and social media growth
- CEO implemented with stakeholders
- JS strong voice
- Role understood by stakeholders
- Key relationships established
- Board created and expanded.
- Financial processes
- IT Systems
- Health and Safety processes
- SLA for development officers established
- Support development of sports facilities strategy
| - Programmes reviewed and improved
- Phase two of website
- Plus2 and iMPACT introduced
- Strategy developed and implemented
- Subcommittees established
- Travel grants took over and governance created
- Support outcomes of sports facilities strategy
- Development of marketing plan
- Development of baseline data
- Office move
- Support SOJ budget planning for sport
| - Management of Le Tournoi Event
- Allocation of sports lottery funding and potentially dormant bank account funding
- Support the development of a sports event strategy
- Best practice guide to governance for sports associations and clubs
- Relocation of skate park
- Develop physical activity health intervention proposals
- Organisation of policy conference.
|
Internal Controls | Y/N | Comments |
Do you have documented policies and procedures with regard to financial controls | Y | We have a financial regulations policy which was approved by the board. This has been implemented with staff. |
Do you have regular financial and objective performance reporting – if so – who to | Y | We produce management accounts and balance sheet monthly and these are reviewed by the accountant and the board. The CEO also regularly checks actual against budget on our accounting system. |
Do you review your internal controls every 6 months to ensure that they are appropriate | Y | The CEO does review them regularly and makes updates immediately where something changes. |
Managing Risk | | |
Do you maintain a list of the risks that could prevent your objectives being met | Y | Risk Register has been created and reviewed regularly. Board have approved this. |
Do you mitigate the risks in order to prevent or minimise likelihood or outcome – if so - how | Y | Actions and mitigations are clearly stated in the risk register and regularly reviewed and implemented. |
Do you currently borrow money | N | |
Do you have a whistle blowing policy in place, is it understood by all staff and board members | Y | This is in place and implemented with staff. |
An Effective Board | | |
Does each board member understand their duties and have a statement defining them | Y | Directors now have letters of appointment and each have specific roles on sub committees as well as understanding their general role on board. |
Does each board member give adequate time to their duties | Y | The board have been fantastic to date and give time above and beyond what may be expected. |
Does your board include someone with recent and relevant financial management experience | Y | Mark Wanless has been appointed to the board and is a chartered accountant and taken on the role as chair of audit and risk. |
Is there an annual statement of internal control (that outlines the control processes and their management processes) | N | This is not yet in place but will be put to the January board. |
Does every Board member declare personal conflicts or interests | Y | This has been done informally but will be formal from 7.12.17. |
Does the Board meet at least quarterly | Y | The board has been meeting every four weeks but will move to 8 weekly from January. |
Does the Board receive well prepared, concise, timely papers that include recommendations for decision making purposes | Y | A whole pack of papers is prepared and sent to the board in advance of every meeting. |
Does the Board have the appropriate mix of skills to deliver its objectives | Y | The skills of the board are very well balanced and cover all key areas of business. |
Does the Board have a formal process for evaluating the performance of its executive | Y | The CEO has had a probation period which was successful and a performance review has been carried out and will happen every 6 months. |
Does the Board formally review its own performance at least annually | Y | This will happen at the end of the first year formally but informally the chair is very good at monotiling key issues and making sure the board evaluates its self |
Does the Board review its terms of reference annually | Y | This is done annually and will be build into the corporate calendar. |
Does the Board have guidelines regarding receiving gifts or hospitality | Y | A clear policy is in the Partner Staff Handbook |
Does the Board have a formal process for setting remunerations and expense allowances | Y | This is in the financial regulations and staff handbook. |
Business Plan | | |
Does the Organisation formally approve an annual business plan | Y | Yes |
Does it contain a statement of aims | Y | Yes |
Does it contain terms of reference | N | No this is done separately |
Does it contain measurable outputs / success criteria | Y | It does to a certain extent but SOJ and CEO need to define this more clearly and this will be done ASAP. |
Are the outputs costed and timetabled | Y | Budget breakdown included and indications of timeframe is given. |
Is progress assessed against the business plan at least quarterly | Y | The first quarterly performance report will go the board on 7.12.17. |